This is Lean
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This document discusses Lean principles and how to apply them. It defines Lean as prioritizing flow efficiency over resource efficiency. Key concepts of Lean include value streams, standardization, visibility, and flow measurement. Important Lean metrics are discussed such as work in progress, queues, lead time, flow time, cycle time, and value-creating time. The document also discusses the myth of resource efficiency and how most organizations are actually operating versus where they think they are. It provides an overview of how to increase flow efficiency and then resource efficiency through visualization, standardization, and reducing inefficiencies.
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Randy Larson presented on how DaVita improved their recruiting function through innovative analytics. They implemented a new applicant tracking system, built an analytics function, and held recruiters accountable through metrics. This reduced nurse vacancy rates by over 50% and time to fill positions to industry-leading levels. Key changes included tracking time to find candidates, recruiter scorecards, and openly sharing results to build credibility with operations.
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The document discusses introducing and using agile practices in a large enterprise environment. It describes the presenter's organization, which has 145,000 employees worldwide and distributed project teams across locations. While the traditional waterfall process provides discipline, requirements often change and integration is complicated. The presentation explores how agile could benefit the organization through iterative deliveries, continuous feedback, and flexibility. A case study is presented of a distributed team that used practices like limiting work in progress, Kanban boards, test-driven development, and daily standups, which resulted in on-time and on-budget delivery with higher quality and functionality. Future challenges discussed include tailoring agile for offshore teams and aligning with constraints of mission critical systems.
Finding Lean in Agile by Adam Parker
The Washington DC Scrum User Group (DCSUG) welcomed Adam Parker on June 19, 2017 to present on "Finding Lean in Agile: What They Can Learn From Each Other"
Abstract: Explore the connections between Lean and Agile. What is shared? What's similar? What can each learn from the other? Discuss why highly performing teams from both philosophies demonstrate similar traits; including:
• Delivering value to the customer
• Creating and maintaining a stable, people-first environment
• Visualizing the work (Kanban being one example)
• Improving continuously
Video:
https://www.youtube.com/watch?v=TCyVyk0npFM
DCSUG - Finding Lean in Agile
Adam Parker's 6/19 presentation at DCSUG, "Finding Lean in Agile - What They Can Learn from Each Other"
Descaling Organizational Complexity to Expedite Product Delivery_new
The document discusses descaling organizational complexity to expedite product delivery. It identifies several challenges that complex organizations face, such as siloed departments, long delivery cycles, and lack of flexibility. The document proposes looking at current processes, communication flows, and timelines to identify areas of greatest pain or highest return. It advocates forming self-managed cross-functional teams organized around customer needs rather than departments. Metrics for measuring success include increased revenue from new products, profit from implemented ideas, and customer satisfaction.
Intechgenic im sept 2020 v2 converted
Active Intelligence is developing a next generation workforce advisory tool to optimize resource utilization and improve employee engagement for distributed teams. The tool aggregates data from various project management and development tools to provide insights on resource bandwidth, dependencies, workloads and bottlenecks. This helps maximize efficiency, ensure on-time deliveries, and improve retention. The tool also measures individual employee engagement to identify and address issues. It aims to reduce wastage of internal resources by at least 50% for large companies with thousands of distributed employees working on multiple projects simultaneously.
Agile metrics - Agile KC Meeting 9/26/13
The document discusses agile metrics and how they can be used to measure various aspects of agile processes and support continuous improvement. It begins by outlining purposes of metrics such as alignment, workflow improvement, quality, and trust. It then discusses what can and should be measured both quantitatively and qualitatively. Key aspects that can be measured include effort, time, components, tests, events, data, quality, perceptions, and attitudes. The document advocates measuring aspects that are most important and valuable to the organization. It provides examples of metrics for agile principles, processes, performance, value, and flow. Overall, the document promotes using metrics to increase visibility, alignment, quality, and improvement in agile systems.
Aces 405 - Team that actually saved the most money..!!
ACES 405 - is IDMS project initiative to enter My Customer Challenge Cup with BT and won Blue Ribbon Certification and Bronze certifications for team.
aces405upload-091211003244-phpapp01 (1)
Team ACES developed an ID management application to automate processes and reduce downtime. Their goals were to improve efficiency, deliver high quality service, and reduce manual work. The previous system had issues like high downtime, email traffic, and complex manual processes. The team's solution was an application that eliminated manual work and provided reporting for continuous improvement. It saved £25,000 per month and allowed employees to focus on value-added work. The application addressed the core issues and received praise from managers.
7 qualities of an effective resource management system
Resource management systems are a great way to manage important assets your resources and optimize their utilization to obtain maximum ROI.
Jason uyderv pmi 2 16 12
Project Performance Metrics - Creating project and portfolio metrics and dashboards for business and IT projects/portfolios
The Power of HR Analytics
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
DEV345_Tools Won’t Fix Your Broken DevOps
DevOps is everywhere, but too often, people think they can buy “DevOps in a box” and just sprinkle some tools and automation over your broken or slow (or even super-fast AWS) stack. But we all know that software delivery is still hard. So what is this crazy DevOps thing, and why and how does it make things better? In this session, Jez and Nicole talk about what they’ve found working with dozens of organizations and conducting the largest DevOps research studies to date, covering over 23,000 data points across 2,000 organizations around the world. We start with the outcomes that companies care about: organizational performance, software delivery performance, and software quality. We then define what DevOps is, how you measure it, and how the best, most innovative teams and organizations are using it to drive improvements in performance and quality.
DevOps Deep Dive Webinar: Building a business case for agile and devops
You may have heard about DevOps buzz. But what do you need to know to convince your boss to build a business case ? Why should your organization invest in the changes required to adopt DevOps and Agile methods?
For many companies, DevOps and Agile is a part of this digital transformation puzzle, giving them the agility and operational benefits needed to change IT systems fast.
Download this webinar recording where we’ll explain the technical and business advantage of implementing DevOps and Agile practices in your organization, and how to go about doing it.
Just go to: http://www.basistechnologies.com/Building-a-business-case-for-DevOps-and-Agile-for-SAP-webinar
5 Employee Relations Metrics you Should be Tracking & Why
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
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This is Lean
- 2. John Rauser July 27th, 2018 This is Lean
- 3. 1 2 3 4 PRESENTATION agenda What is Lean The Myth of Resource Efficiency. Key Concepts Overview of features that meet your solution requirements. Key Metrics Discussion and clarification of needs. 7Geese How can we apply this to us
- 4. Building the Right Things Building the Things Right
- 5. Systems “We create relationships because we believe that we will create some value that is not present in the individual parts” - Reinertsen “Systems produce the behaviors, not the people in them” - Deming Know Your System
- 7. The Myth of Resource Efficiency SECTION 1
- 10. Need: I am sick and I need a diagnosis Value-adding time: Time with doctors, nurses or staff (5 hours) Time Period: Time from bug being reported to change going live in production (1000 hours) Flow efficiency: 1 / 7 = 0.05% FLOW EFFICIENCY
- 11. Need: There is a bug in the 7Geese UI Value-adding time: Developer refactoring code to fix the bug (1 day) Time Period: Time from bug being reported to change going live in production (7 days) Flow efficiency: 1 / 7 = 15% FLOW EFFICIENCY
- 12. Lean is an operations strategy that prioritizes Flow Efficiency over Resource Efficiency This is Lean, p. 89 FACTS Lean: Definition
- 13. Typical flow problems: ● Customer needs not met ● Missed deadlines ● Rework, unnecessary work ● Time wasted waiting for work ● Not enough work, or too much work ● Working on the wrong things ● Inability to estimate Resource Efficiency Flow Efficiency Typical resource problems: ● Lack of information ● Toil (work that scales linearly) ● Errors and mistakes (defects) ● Unplanned or hidden work ● Skill and experience ● Equipment / Environment
- 15. A Where most organizations think they are B Where most organizations actually are C Increasing Flow Efficiency Use of visualization, standardization and visualization to drive a dramatic increase in flow D Increasing Resource Efficiency Once flow efficiency has been achieved, it becomes easy to see how resources can be made more efficient and effective The Efficiency Paradox E The Ideal State Resource efficiency is at less than full capacity, allowing the org to deal with uncertainty, The reality is that a lot of work performed is superfluous Status quo appears to work Unwillingness to risk change
- 17. Value Stream 1) What activities are value-adding? 2) What is value?
- 18. Standardization
- 19. Visibility
- 20. Flow Measurement
- 22. Outcomes Provide Evidence of Value and Ways to Improve FACTS Evidenced-Based Management
- 23. Work in Progress
- 25. Lead Time How long value take to be delivered to a customer
- 26. Flow Time (throughput) How long does it take to create value? Number of units processed per time unit
- 27. Cycle Time (Little’s Law) How much work can an activity process? Cycle Time = Work in Process Average Completion Rate
- 28. Value-Creating Time Time spent within a process that actually create value
- 29. Three Sources of Inefficiency 1) Long throughput times 2) Many flow units 3) Many restarts per flow unit