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Lean And Kanban From The Trenches
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Lean And Kanban From The Trenches
Vijay Bandaru
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Who We Are & What Is Our Business?
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Why Transformation?
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EXISTING STRUCTURE REVISED STRUCTURE
Structural Change
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Structural Change
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Product 2
Product 3
Product 1
Service 1
Service 2 FORWARD ENGINEERING
SUSTENANCE ENGINEERING
Production Engineering Team
Earlier Working Model
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Vision
Dev’s goal is to implement the
features/ changes
Ops goal is to keep the site
stable and fast
C
O
N
F
U
S
I
O
N
Earlier Working Model (contd..)
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Product 2
Product 3 Product 1
Service 2
Service 1
SLA
Production Engineering Team
Vision
DEV, QA, PEG, BCM, DAG,
INFRA
LeanOps Inception
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Business Representatives
Global DevOps Backlog
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Chief Product Owner
Area Backlog
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Area Backlog
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Area Backlog
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Area Product Owner
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Fire Chief
Fire Chief
Fire Chief
- -
- -
Scrum Master
Scrum Master
Scrum Master
- -
Area Product Owner
Area Product Owner
LeanOps Structure
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4 WEEKS CADENCE CADENCE PLANNING
Discuss the Important Area for the cadence
Set the goals for the Cadence
No SLA Violation for P01/P04
All approved CRs must be deployed within one Business day
CR cycle time should not be more than 3 days
Define/Refine WIP Limits
On-demand Backlog Grooming
CADENCE CLOSURE
Goal Oriented Approach
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Swim Lanes Expedite Incidents, Problems &
Defects Releases, Changes Projects Maintenance WIP Limits Cross Skilling Pair deployments Daily Stand up @ Board Automation Continuous Flow Track Impediments
Kanban Board
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Initial Challenges
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F
S
N
P
How Did We Address The Challenges?
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Elimin
ate W
aste
Bu
ild Q
uality-in
Co
ntin
uo
us
Imp
rove
me
nt
Important Lean Principles
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Eliminate Waste
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Value Stream Mapping – An Example
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Build Quality- In
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Continuous Improvement
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Set the Stage
Gather data
Generate insights
Decide what to do
Close retro
From VersionOne and Snow
What went well, What went wrong, Try New
Collect and prioritize action items
Cadence Closure & Retrospectives
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Incidents created per week Incidents closed per week
CR Cycle Time Incident distribution by SLA
Metrics - Efficiency
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Metrics – Effectiveness, Quality & Others
Average Effort (for incidents based on category)
% of On Time Delivery (met the SLA)
% of First Time Right
Value Add Time & Non Value Add Time
% System Availability
Customer Satisfaction
Inflow Vs Outflow of Incidents
Team Happiness Index
Best Practices Implemented
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Release duration is reduced from 2 months to 2 weeks
Reduced downtime from 8 hours to <2 hours
Improved quality
Reduced rework
Increased FTR
Enhanced Customer Satisfaction
Feature Teams
Achievements
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Achievements
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www.vijaybandaru.com
vkbandaru@yahoo.com +91-9848032144
Thank you
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