2013 02 kanban the hard way v5 - london lean kanban day #llkd13

Kanban the Hard W

ay M

arch 2013

Kanban the hard way

Mike Burrows (@asplake)mike@djaa.com

http://positiveincline.com

Kanban the Hard W

ay M

arch 2013

Kanban the hard way

Mike Burrows (@asplake)mike@djaa.com

http://positiveincline.com

Now with Values!

LeadershipFlowTransparency

Kanban the Hard W

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arch 2013What do we see?

Transparency

Kanban the Hard W

ay M

arch 2013We see work items

Customer FocusTransparency

Kanban the Hard W

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arch 2013We see variety

FlowUnderstandingTransparency

Kanban the Hard W

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arch 2013We see work items organised by need

UnderstandingTransparency

Kanban the Hard W

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arch 2013What does this work item need?

UnderstandingTransparency

Kanban the Hard W

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arch 2013What do these need?

UnderstandingTransparency

Kanban the Hard W

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arch 2013And this one?

UnderstandingTransparency

Kanban the Hard W

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arch 2013Work items organised by need,

arranged in a left-to-right progression

UnderstandingTransparency

Kanban the Hard W

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arch 2013We see also some secondary organisation

UnderstandingTransparency

Kanban the Hard W

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arch 2013UnderstandingTransparency

We see also some secondary organisation

Kanban the Hard W

ay M

arch 2013What do we see?

FlowUnderstandingTransparency

Kanban the Hard W

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arch 2013What don’t we see?

How are people organised?

Respect

Kanban the Hard W

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arch 2013Kanban works with your organisation

…and on it

Kanban the Hard W

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arch 2013It lives! It moves!

Customer Focus

Kanban the Hard W

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arch 2013It lives! It moves!

Flow

Kanban the Hard W

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arch 2013It lives! It moves!

Flow

Kanban the Hard W

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arch 2013It lives! It moves!

Flow

Kanban the Hard W

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arch 2013It lives! It moves!

Flow

Kanban the Hard W

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arch 2013It lives! It moves!

FlowBalance

Kanban the Hard W

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arch 2013It lives! It moves!

FlowBalance

Kanban the Hard W

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arch 2013It lives! It moves!

FlowBalanceRespect

Kanban the Hard W

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arch 2013Simple rules combine to give us the

behaviour we desire

FlowTransparency

Kanban the Hard W

ay M

arch 2013Simple rules combine to give us the

behaviour we desire

Transparency

Kanban the Hard W

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arch 2013 Your process can evolve faster and more

safely than you may realise

Transparency

Kanban the Hard W

ay M

arch 2013 Your process can evolve faster and more

safely than you may realise

Transparency

Kanban the Hard W

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arch 2013 Every limit, every policy

is a leverage point

Transparency

Kanban the Hard W

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arch 2013A Little Queuing Theory

Average Cycle Time =Work in Progress

Throughput

Where:Cycle Time (CT)

=

how long it takes one item togo through the system

Work in Progress (WIP) =

how many items are in the system at any time

Throughput (TH) =how many items are produced per unit of time

John Little

FlowUnderstanding

Kanban the Hard W

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arch 2013Theory and practice meet in a CFD

0

20

40

60

80

100

120

On hold

Proposed

Prioritised

Ready for Dev

Dev

Testing

Ready for Re-lease

Released

Implemented

FlowUnderstandingTransparency

Kanban the Hard W

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arch 2013Kanban works with your process

…and on it

Kanban the Hard W

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arch 2013

“The work will teach you how to do it”(Estonian proverb)

Understanding

Kanban the Hard W

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arch 2013

Here

There

Transition

How we wish change worked

Understanding

Kanban the Hard W

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arch 2013What change really feels like:

the J Curve

Understanding

Kanban the Hard W

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arch 2013What change really feels like:

the J Curve

Understanding

Kanban the Hard W

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arch 2013Evolutionary change with

many small J’s

Increasing “fitness”

Increasing capabilityfor change

Understanding

Kanban the Hard W

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arch 2013

SPC: Shewhart, Deming TPS: Ohno, Shook, Rother TOC: Goldratt Lean: Womack & Jones, Liker, Reinertsen Six Sigma: Motorola, GE Systems Thinking:

Deming, Ackoff, Gall, Meadows, Senge Complexity Science: Snowden Beyond Budgeting: Bogsnes, Hope & Fraser Agile, XP, etc: Beck, Cockburn, Jeffries et al Lean Startup: Ries

Decades of experience in these small J’s of “safe to fail” experiments

UnderstandingCollaboration

Kanban the Hard W

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arch 2013

Plan - Do - Check – Act Check - Plan - Do Look - Ask - Model - Discuss - Act Define - Measure - Analyse -

Improve - Control Build - Measure – Learn TOC’s 5 Focusing Steps, POOGI

Decades of experience in these small J’s of “safe to fail” experiments

UnderstandingCollaboration

Kanban the Hard W

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arch 2013

1. Start with what you do now

2. Agree to pursue incremental,evolutionary change

3. Initially, respect current roles, responsibilities & job titles

4. Encourage acts of leadership atall levels in your organization– from individual contributor to senior management

Foundational principlesthat make evolutionary change possible

Understanding

Agreement

Respect

Leadership

Kanban the Hard W

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arch 2013Core practices

that stimulate and sustain change

1. Visualise2. Limit Work-in-Progress3. Manage Flow4. Make Policies Explicit5. Implement Feedback Loops6. Improve Collaboratively,

evolve experimentally

Transparency

Balance

Flow

Customer Focus

TransparencyTransparency

Collaboration

Kanban the Hard W

ay M

arch 2013Core practices

that stimulate and sustain change

1. Visualise4. Make Policies Explicit5. Implement Feedback Loops6. Limit Work-in-Progress7. Manage Flow6. Improve Collaboratively,

evolve experimentally

Transparency

Balance

Flow

Customer Focus

Collaboration

Kanban the Hard W

ay M

arch 2013Kanban works within your system

…and beyond it

Kanban the Hard W

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arch 2013Kanban works…

with your organisationand on it

with your processand on it

within your systemand beyond it

Kanban the Hard W

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arch 2013Keywords

Organisation Visualisation, visual management Knowledge discovery process Sense-making Self-organisation

Process Pull system, kanban system, flow Bottleneck, variation, variety Emergent behaviour, leverage points Evolutionary change; fitness Cumulative Flow Diagram (CFD)

System Kanban Method Models for collaborative improvement (several, growing)

Kanban the Hard W

ay M

arch 2013References

Kanban, David J. Andersonhttp://agilemanagement.net/index.php/kanbanbook/

Kanban the Hard W

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arch 2013Resources

kanbandev http://finance.groups.yahoo.com/group/kanbandev/

kanbanops http://finance.groups.yahoo.com/group/kanbanops/

#kanbanhttps://twitter.com/#!/search/realtime/%23kanban

djaa.com (agilemanagement.net) leankanbanuniversity.com limitedwipsociety.org

Kanban the Hard W

ay M

arch 2013

Thank you.

Questions?

Mike Burrows (@asplake)mike@djaa.com

http://positiveincline.com