iit academy: lean & kanban 102

LEAN AND KANBAN 102HI Per Lean Practice

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Lean and Kanban 102

LEAN AND KANBAN 102HI Per Lean Practice

Hello Lean and Kanban!

What do you know? What have you done? What don't you know but want to know? What are you concerned/sceptical about?

LEAN AND KANBAN 102HI Per Lean Practice

Contents1. Definitions and Disambiguations 2. Lean - The Three Variations 3. Agile Principles and the Toyota Way 4. Toyota Production System 5. Applying Lean via Tools 6. Practical Case Study and Further Example 7. Appendix

LEAN AND KANBAN 102HI Per Lean Practice

Definitions and Disambiguations1

LEAN AND KANBAN 102HI Per Lean Practice

What is Lean?

Lean is a systematic method for the elimination of waste within a

manufacturing process*

*now updated and re-contextualised for agile

LEAN AND KANBAN 102HI Per Lean Practice

What is Kanban?

Kanban (かんばん 看板 Japanese for seeing board/billboard/signboard) is a scheduling system for lean and just-in-time production.

Kanban relates to agile in that it provides a manner of making production items visible, enabling inspection and adaptation.

VISIBILITY

INSPECTION

ADAPTATION

Lean Six SigmaLean

GOAL

PRACTIONERS

SCALE

APPROACH

disambiguation

SUCCESS METRIC

Build a culture of stopping to fix problems, to get quality from the

customer perspective right the first time.

eliminate any abnormalities, failures, or defects that occur

within a given process

reach customer outcomes reduce waste

company-wide cultural shift improvement project

certified expertseveryone

Long-term philosophy, even at the expense of short-term financial goals

Measurable metric (commonly dollar value) to justify

LEAN AND KANBAN 102HI Per Lean Practice

Lean in Product Contexts

Near-identical in approach to Lean Startup

LEAN AND KANBAN 102HI Per Lean Practice

Lean in Scaled Agile contexts

Commonly • Creation work tickets and phases • Kanban visual board • Cumulative flow diagram • Standard practices

LEAN AND KANBAN 102HI Per Lean Practice

Portfolio

Programs

Teams

STRATEGIC

TECHNICAL & IMPLEMENTATION

INTEGRATION,CO-ORDINATION

& RELEASE

BACKLOG high level

BACKLOG elaboration

BACKLOG high detail

SCRUM AND KANBAN TEAMS

KANBAN TEAMS

KANBAN

portfolio manager

UX, DevOps, Automation SME

sponsors

program manager

scrum master

product owner

architects

senior stakeholders,incl. senior architect

release & integration managers

Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap

Strategic Architecture

UX, DevOps, Automation, et al.

Prioritisation & Scheduling

Systems Architecture & Technical Debt

Release Planning

Development

Measurement and Continuous Improvement

…permanent teams of 5-9 people: cross-skilled,self-managing,high performing.

LEAN AND KANBAN 102HI Per Lean Practice

Defined Lean & Kanban Disambiguated “Lean”

Visibility-Inspection-Adaptation

Review

LEAN AND KANBAN 102HI Per Lean Practice

How do we adapt with kanban?

LEAN AND KANBAN 102HI Per Lean Practice

Lean - The Three Variations2

LEAN AND KANBAN 102HI Per Lean Practice

The Three Variations1. Muda 無駄 - waste 2. Mura 無斑 - unevenness 3. Muri 無理 - overburden

LEAN AND KANBAN 102HI Per Lean Practice

MudaMuda (無駄) is a Japanese word meaning "futility; uselessness; idleness; superfluity; waste; wastage; wastefulness”

LEAN AND KANBAN 102HI Per Lean Practice

MuraMura (無斑) is a Japanese word meaning "unevenness; irregularity; lack of uniformity; non-uniformity; inequality”

LEAN AND KANBAN 102HI Per Lean Practice

MuriMuri (無理) is a Japanese word meaning "unreasonableness; impossible; beyond one's power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation”

LEAN AND KANBAN 102HI Per Lean Practice

Agile Principles and Toyota Way3

LEAN AND KANBAN 102HI Per Lean Practice

12 Agile Principles1. Our highest priority is to satisfy the customer

through early and continuous delivery of valuable software

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale

4. Business people and developers must work together daily throughout the project

LEAN AND KANBAN 102HI Per Lean Practice

12 Agile Principles5. Build projects around motivated individuals. Give

them the environment and support they need, and trust them to get the job done

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation

7. Working software is the primary measure of progress

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely

LEAN AND KANBAN 102HI Per Lean Practice

12 Agile Principles9. Continuous attention to technical excellence and

good design enhances agility 10.Simplicity - the art of maximizing the amount of

work not done - is essential 11.The best architectures, requirements, and

designs emerge from self-organizing teams 12.At regular intervals, the team reflects on how to

become more effective, then tunes and adjusts its behaviour accordingly

LEAN AND KANBAN 102HI Per Lean Practice

1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

2. Create a continuous process flow to bring problems to the surface.

3. Use ‘pull’ systems to avoid overproduction. 4. Level out the workload (work like the tortoise, not the hare). 5. Build a culture of stopping to fix problems, to get quality

right the first time.

Lean - The Toyota Way

LEAN AND KANBAN 102HI Per Lean Practice

6. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

7. Use visual controls so no problems are hidden. 8. Use only reliable, thoroughly tested technology that serves

your people and process. 9. Grow leaders who thoroughly understand the work, live the

philosophy, and teach it to others. 10.Develop exceptional people and teams who follow your

company’s philosophy.

Lean - The Toyota Way

LEAN AND KANBAN 102HI Per Lean Practice

11.Respect your extended network of partners and suppliers by challenging them and helping them improve.

12.Go and see for yourself to thoroughly understand the situation.

13.Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.

14.Become a learning organisation through relentless reflection and continuous improvement.

Lean - The Toyota Way

LEAN AND KANBAN 102HI Per Lean Practice

Three Wastes 12 Agile Principles

14 Principles - Toyota Way

Review

LEAN AND KANBAN 102HI Per Lean Practice

Toyota Production System4

LEAN AND KANBAN 102HI Per Lean Practice

The TPS HouseToyota

Production System

Just In Time Human Development

Jidoka

KaizenHeijunkaStandardised

Work 平準化Production Levelling

改善Continous Improvement

⾃自働化Autonomation

LEAN AND KANBAN 102HI Per Lean Practice

Consider: • Foundation beneath the house (philosophy of management)? • Trees and yard around it (the environment)? • Neighborhood (community)? • The street and driveway to the house (marketing and sales channels)? • Utilities coming to the house (supplier)? • What kind of people live in that house (employees)? • Where is the garage, and the tool shed (by whom and how is the system maintained)? • What about the weather (socio-political environment around the business)? • When was the house built, for what reason, and by whom?" (history).

Read more: Blogging for Lean disambiguation & true kaizen | Gemba Panta Rei http://www.gembapantarei.com/2007/09/something_lacking_in_the_tps_house.html

Surrounding the ‘house’

LEAN AND KANBAN 102HI Per Lean Practice

Just-in-Timea production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation

LEAN AND KANBAN 102HI Per Lean Practice

JIT in Agile• test-early-and-often • iterative and incremental • customer centric cycles • short cycle times • prototyping (rapid, clickable, etc.) • MVP • Steel threads/walking skeletons • Fail fast, learn fast, adapt fast

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation

LEAN AND KANBAN 102HI Per Lean Practice

AutonomationJidoka (⾃自働化) is “intelligent automation" or "automation with a human touch.” It is a quality control process that applies the following four principles:

1. Detect the abnormality. 2. Stop. 3. Fix or correct the immediate condition. 4. Investigate the root cause and install a

countermeasure.

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation

LEAN AND KANBAN 102HI Per Lean Practice

Autonomation• Rapid/immediate address,

identification and correction of mistakes that occur.

• Relieves the worker of the need to continuously judge normal operation

• Efforts are now only engaged when there is a problem alerted by the machine.

• Extends and empowers human worker.

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation

LEAN AND KANBAN 102HI Per Lean Practice

Standardised WorkClassically, in a manufacturing context:

• Takt time, which is the rate at which products must be made in a process to meet customer demand.

• The precise work sequence in which an operator performs tasks within takt time.

• The standard inventory, including units in machines, required to keep the process operating smoothly.

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation

LEAN AND KANBAN 102HI Per Lean Practice

Standardised WorkHigh-Performing

Agile Teams as Special Forces

e.g. • Sprints • Grooming • Standups • Planning

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation

http://www.slideshare.net/JamesCuriously/agile-special-forces-agile-australia-2014

• Review & Demos • Showcase • Impediments • Team Coaching

LEAN AND KANBAN 102HI Per Lean Practice

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation Production Levelling

Heijunka is (平準化) Production Levelling. i.e. avoid the ‘hockey stick’. In Lean

2. Create a continuous process flow to bring problems to the surface. 3. Use ‘pull’ systems to avoid overproduction. 4. Level out the workload (work like the tortoise, not the hare).

In Agile8. Agile processes promote sustainable development. The sponsors,

developers, and users should be able to maintain a constant pace indefinitely.

LEAN AND KANBAN 102HI Per Lean Practice

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation

"HeijunkaBox" by MithrandirMage - Own work based on: en:File:Heijunka 2.JPG by Facius.. Licensed under CC BY-SA 3.0 via Wikimedia Commons - http://commons.wikimedia.org/wiki/File:HeijunkaBox.svg#/media/File:HeijunkaBox.svg

Production Levelling

LEAN AND KANBAN 102HI Per Lean Practice

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation Continuous Improvement

Kaizen (改善)

LEAN AND KANBAN 102HI Per Lean Practice

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation Continuous Improvement

• Requires standardised tasks and procedures • Involves everyone from CEO to line staff • Is responsive to the environment • Is democratic and empowering • Applied in daily, weekly, monthly cycles • Requires a cultural shift at individual level • Applies forever• Needs continuous application coaching

LEAN AND KANBAN 102HI Per Lean Practice

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation Continuous Improvement

9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

10.Develop exceptional people and teams who follow your company’s philosophy.

11.Respect your extended network of partners and suppliers by challenging them and helping them improve.

In Lean

LEAN AND KANBAN 102HI Per Lean Practice

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation Continuous Improvement

12.Go and see for yourself to thoroughly understand the situation.

13.Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.

14.Become a learning organisation through relentless reflection and continuous improvement.

In Lean

LEAN AND KANBAN 102HI Per Lean Practice

JIT HumnDev

Stand’dWork

ProductionLevelling

Continous Improvement

Autono- mation Continuous Improvement

12. At regular intervals, the team reflects on how to become more effective, then tunes

and adjusts its behaviour accordingly

In Agile

LEAN AND KANBAN 102HI Per Lean Practice

Review: TPSToyota

Production System

Just In Time Human Development

Jidoka

KaizenHeijunkaStandardised

Work 平準化Production Levelling

改善Continous Improvement

⾃自働化Autonomation

LEAN AND KANBAN 102HI Per Lean Practice

Applying Lean via Tools5

LEAN AND KANBAN 102HI Per Lean Practice

Visual Boards

LEAN AND KANBAN 102HI Per Lean Practice

Shop Floor Attitude

Genchi Genbutsu “Shop Floor Attitude” It encourages employees to go to the source and find the facts to make correct decisions, build consensus and achieve goals.

LEAN AND KANBAN 102HI Per Lean Practice

Use visual controls so no problems are hidden.

VISIBILITY

INSPECTIONADAPTATION

LEAN AND KANBAN 102HI Per Lean Practice

Kanban Team Practices1. Daily Inspection of visual board (pull) 2. Impediment Removal 3. Create conditions for flow

• Autonomation • People Development • And other tools (from house or team and

new ideas) 4. Reduce work-in-progress (WIP) 5. Genchi Genbutsu (Shop Floor Attitude)

LEAN AND KANBAN 102HI Per Lean Practice

Portfolio

Programs

Teams

STRATEGIC

TECHNICAL & IMPLEMENTATION

INTEGRATION,CO-ORDINATION

& RELEASE

BACKLOG high level

BACKLOG elaboration

BACKLOG high detail

SCRUM AND KANBAN TEAMS

KANBAN TEAMS

KANBAN

portfolio manager

UX, DevOps, Automation SME

sponsors

program manager

scrum master

product owner

architects

senior stakeholders,incl. senior architect

release & integration managers

Kanban Team(s)

Scrum Team(s)

Vision

Benefits & Measures

CapabilityRoadmap

Strategic Architecture

UX, DevOps, Automation, et al.

Prioritisation & Scheduling

Systems Architecture & Technical Debt

Release Planning

Development

Measurement and Continuous Improvement

…permanent teams of 5-9 people: cross-skilled,self-managing,high performing.

LEAN AND KANBAN 102HI Per Lean Practice

Practical Case Study and Further Examples6

LEAN AND KANBAN 102HI Per Lean Practice

Maintenance & Enhancements

1. High defect count in product 2. High cost of failure - high

pressure on team 3. Limited budget and resources,

leading to typically small team 4. Tight timeframe to resolve 5. Must get right the first time

Started a kanban team

Digital Visual Board

LEAN AND KANBAN 102HI Per Lean Practice

Kanban Team Practices1. Daily Inspection of visual board (pull) 2. Impediment Removal 3. Create conditions for flow

• Autonomation • People Development • And other tools (from house or team and

new ideas) 4. Reduce work-in-progress (WIP) 5. Genchi Genbutsu (Shop Floor Attitude)

LEAN AND KANBAN 102HI Per Lean Practice

Other Examples1. Management - Project,

Portfolio, et al. 2. One team, multiple requests

(e.g. environments, DB, UX) 3. Sales teams 4. Coaching teams

LEAN AND KANBAN 102HI Per Lean Practice

Why nurture such teams?

TEAM PERFORMANCE

TEA

M T

O P

ERFO

RM

1 2 3 4 5 6 7 8 9 10 11 12 13 TIME

FORM STORM NORM PERFORM• NOT ALL TEAMS ARE EQUAL

• TEAMS REQUIRE TIME TO PERFORM

• TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE

• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM

TRADITIONAL RESOURCE MANAGEMENT

TEA

M T

O P

ERFO

RM

PROJECT 1 PROJECT 2 PROJECT 3

• HAVE DIFFERENT PEOPLE

• RE-LEARN TEAM NORMS

• STARTS WITH ZERO PERFORMANCEBEHAVIOUR

• PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A “HOCKEY STICK CRUNCH”

CONSTANTLY REFORMING

TEAMS

PROJECT 3

TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE

CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW

WAT

ERFA

LL P

OR

TFO

LIO

PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4

• NOT ALL TEAMS ARE EQUAL

• TEAMS REQUIRE TIME TO PERFORM

• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM

UNPREDICTABLE PRODUCTIVITY

ACROSSPORTFOLIO

WHY PRESERVE PERFORMANCE?

TEA

M P

ERFO

RM

AN

CE

SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5

HIGH PERFORMANCE

TEAM

MEDIUM PERFORMANCE

TEAM

POOR TEAM

~240% greater

KEEPING TEAMS TOGETHER

TEA

M P

ERFO

RM

AN

CE

SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5

TEAM

FIXED TEAMS, INDIVIDUAL ROTATIONS

TEAM A

TEAM B

TEAM C

TEAM D

JUL

JANFEB

OCT

Rotate individuals occasionally forpersonal and professional growth

LEAN AND KANBAN 102HI Per Lean Practice

Case Study: Maintenance Other Examples

Performing Teams

Review

LEAN AND KANBAN 102HI Per Lean Practice

Review: Lean 1021. Definitions and Disambiguations 2. Lean - The Three Variations 3. Agile Principles and the Toyota Way 4. Toyota Production System 5. Applying Lean via Tools 6. Practical Case Study and Further Example 7. Appendix

LEAN AND KANBAN 102HI Per Lean Practice

Thank you!