Post on 20-Jan-2015
description
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
ay M
arch 2013What do we see?
Transparency
Kanban the Hard W
ay M
arch 2013We see work items
Customer FocusTransparency
Kanban the Hard W
ay M
arch 2013We see variety
FlowUnderstandingTransparency
Kanban the Hard W
ay M
arch 2013We see work items organised by need
UnderstandingTransparency
Kanban the Hard W
ay M
arch 2013What does this work item need?
UnderstandingTransparency
Kanban the Hard W
ay M
arch 2013What do these need?
UnderstandingTransparency
Kanban the Hard W
ay M
arch 2013And this one?
UnderstandingTransparency
Kanban the Hard W
ay M
arch 2013Work items organised by need,
arranged in a left-to-right progression
UnderstandingTransparency
Kanban the Hard W
ay M
arch 2013We see also some secondary organisation
UnderstandingTransparency
Kanban the Hard W
ay M
arch 2013UnderstandingTransparency
We see also some secondary organisation
Kanban the Hard W
ay M
arch 2013What do we see?
FlowUnderstandingTransparency
Kanban the Hard W
ay M
arch 2013What don’t we see?
How are people organised?
Respect
Kanban the Hard W
ay M
arch 2013Kanban works with your organisation
…and on it
Kanban the Hard W
ay M
arch 2013It lives! It moves!
Customer Focus
Kanban the Hard W
ay M
arch 2013It lives! It moves!
Flow
Kanban the Hard W
ay M
arch 2013It lives! It moves!
Flow
Kanban the Hard W
ay M
arch 2013It lives! It moves!
Flow
Kanban the Hard W
ay M
arch 2013It lives! It moves!
Flow
Kanban the Hard W
ay M
arch 2013It lives! It moves!
FlowBalance
Kanban the Hard W
ay M
arch 2013It lives! It moves!
FlowBalance
Kanban the Hard W
ay M
arch 2013It lives! It moves!
FlowBalanceRespect
Kanban the Hard W
ay M
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
ay M
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
ay M
arch 2013 Every limit, every policy
is a leverage point
Transparency
Kanban the Hard W
ay M
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
ay M
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
ay M
arch 2013Kanban works with your process
…and on it
Kanban the Hard W
ay M
arch 2013
“The work will teach you how to do it”(Estonian proverb)
Understanding
Kanban the Hard W
ay M
arch 2013
Here
There
Transition
How we wish change worked
Understanding
Kanban the Hard W
ay M
arch 2013What change really feels like:
the J Curve
Understanding
Kanban the Hard W
ay M
arch 2013What change really feels like:
the J Curve
Understanding
Kanban the Hard W
ay M
arch 2013Evolutionary change with
many small J’s
Increasing “fitness”
Increasing capabilityfor change
Understanding
Kanban the Hard W
ay M
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
ay M
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
ay M
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
ay M
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
ay M
arch 2013Kanban works…
with your organisationand on it
with your processand on it
within your systemand beyond it
Kanban the Hard W
ay M
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
ay M
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