Feedback Loops. Effects (12) (13) Improve. (10) Visualize (4) (7) (12) (11) Lean. Improving Sustainably. See & Understand (WIP, Blocks, Queues)

Transcription

1

2

3

4

5 Improve continuously in a sustainable way Improve Effects () Visualize (1) See & Understand (WIP, Blocks, Queues) (1) 1 Generate actionable feedback (information) from stakeholders to improve Feedback Loops () Lean 5 Necessary for sustainable improvements Improving Sustainably 1 Improve Predictability Reduced Task Switching Reduced Lead times Reduced Overburding (quality, sustainability) Limit WIP () Set Standards to improve upon 8 Excellence Increase Liquidity Measure Flow / capability (WIP, throughput, Queues, lead time) Defer Commitment Explicit Policies (1) Manage Flow (11)

6 Visualize 1. Work (all, according to current policies). Work Types. Workflow ( process, way-of-working, value stream). Next & Done 5. Current Team Focus (avatars). Blocks. Current Policies (DoD, DoR, capacity allocations, etc.) 8. Ready for Pull ( done within the workflow/in columns) 9. Metrics (lead-times, local cycle times, SLA targets, etc.). WIP limits 11. Inter-work dependencies (hierarchical, parent-child, etc.) 1. Inter-workflow dependencies 1. Risk dimensions (cost-of-delay, technical risk, market risk) Make Policies Explicit - All Policies must be CURRENT (known & actually used) 1. Definition of Work Types and Work Item (template). How to pull work (selection from Next /prioritization of WIP). Who and when manages the Next and Done queues. Staff allocation / work assignment (individual focus) 5. Definition of Ready for Next. Who, when and how to estimate work size. Limit size of work items (work breakdown) 8. How to select & prepare work for the Next queue 9. Definition of Done at all steps (seen as a Target Condition). Knowledge spreading/sharing strategy 11. Class-of-Service 1. Capacity allocation Effects (seeing Evidence of ) 1. Team members are seeing and understanding the Big Picture (team-level vs. local situations). Better team spirit (helping each-others to complete work, respect). Focus on removing blocks. Focusing on finishing work rather than starting new work 5. Team is working on the right thing ( right prioritization). Limiting work to team s capacity (limited stress, optimal leadtimes). Team has motivation to drive improvements 8. Local process evolution (visualization, workflow, policies, WIP limits) 9. Increase depth of Kanban implementation. Process evolution was model-driven 11. Process or management policy evolution as a result of mentormentee 1. Inter-workflow or management policy evolution due to operations review Depth of Kanban Implementation Team: Date: Limit Work in Progress 1. No WIP limit, but commitment to finishing work over starting new (eventually reaching a WIP level that feels OK for the team). Some explicit WIP limits, at lower level than workflow (a.k.a Proto-Kanban): personal Kanban, WIP limit per person, WIP limits for some columns or swim-lanes, workflow with infinite limits on done queues, etc.. Explicit WIP limit at workflow level - Single workflow full pull. Multiple interdependent workflows with pull system Implement Feedback Loops 1. Daily Team standups. Key stakeholders (mngt, customers, other groups) are regularly updated on the current situation. Managers go and see (walk the gemba ) regularly. Regular discussions with upstream and downstream partners 5. Regular presentations and discussions about Financial performance. Regular presentations and discussions about Quality KPI (defect rate, customer satisfaction, etc.). Regularly means once per month or more often Feedback Loops () Manage Flow 1. Daily planning meetings (as daily as agreed by policies). Blocks out of team control are escalated for resolution. Next is re-prioritized continuously (no commitment in Next)- Deferred Pull decisions (dynamic prioritization). CFDs (updated at least once a week) 5. Control Charts (updated at least once a week). Size of ongoing work items is limited (large work is broken down). Flexible staff allocation (swarming) 8. Cadence is established (planning, delivering, retrospective) 9. Flow metrics (number of days blocked, lead-time efficiency). SLA expectations and forecasts (lead-time targets) 11. Capacity Allocations Improve 1. The group knows why it exists and its criteria for success. Regular Retrospectives / Kaizen events. The team knows its current condition (may require metrics). True North exists, is communicated and shared by the team 5. The team knows the current target condition (the challenge). There is a validation criteria (test) for the current target condition to know when the target condition is reached. The team knows what obstacles are preventing them from reaching the target condition 8. The team knows what obstacle is being currently addressed 9. The team knows what is the next step in resolving the current obstacle (PDCA). The team go and see what they have learned from taking that step Effects (1) Improve () Visualize(1) Lean 8 Explicit Policies(1) 5 Baseline Excellence 1 Necessary 1 Limit WIP () Manage Flow (11)

7 00 Current Score Improve Effects (1) () Visualize 1 (1) Trend Lean Feedback Loops () 5 Baseline Necessary 1 Limit WIP () 8 Excellence Explicit Policies (1) Manage Flow (11)

8

9 5 Current Score Trend Improve () Visualize Lean Effects (1) 1 (1) Feedback Loops () 5 Baseline Necessary 1 Limit WIP () Next Target Condition 8 Excellence Explicit Policies (1) Manage Flow (11)

10 Current Score Improve Effects (1) () Visualize 1 (1) Trend Lean Feedback Loops () 5 Baseline Necessary 1 Limit WIP () 8 Excellence Explicit Policies (1) Manage Flow (11)

11

12

13