STATIK: Systems Thinking Approach to Introducing Kanban

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STATIK

Systems Thinking Approach to Introducing Kanban

Brad Swanson, agile42 [email protected]


What is the most difficult aspect of

introducing Kanban to a team or

organization?



The elements of STATIK

1. Understand 'fitness for purpose’ 1.including sources of dissatisfaction

2. Demand & capability analysis 3. Model the workflow 4. Discover classes of service 5. Design the kanban system 6. Rollout plan


1. Fitness for purpose

•WHY does your team/service exist?

•WHO do you serve? •What VALUES will you uphold? •HOW do your stakeholders measure the value you provide?

•Are you OPTIMIZED for this purpose? Or something else…


Discover the sources of dissatisfaction

External perspective

Internal perspective


Discover the sources of dissatisfaction

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Problem 1

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Problem 2


How do your stakeholders measure value / satisfaction?

•Activity: identify 5 ways that your stakeholders or customers would measure the value you deliver, and their level of satisfaction

•Extra credit: be very specific and quantifiable


Measuring ‘Fitness for purpose’

• Quality

• Timeliness / speed

• Predictability

• Innovation

• New Revenue

• Cost savings / efficiency

• “Seconds per support call” (a call center)

• “Pennies saved per claim processed” (Insurance/medical claim processing)


Innovation Games to articulate purpose

•Remember the Future •Cover Page •Product Box




2.Demand & capability analysis 3. Model the workflow 4. Discover classes of service 5. Design the kanban system 6. Rollout plan


2(a) Demand Analysis

• WHERE does work come from? From WHOM?

• WHAT are the different types of work items?

• What is is the arrival rate? Periodic, seasonal, or event-driven variations?

0"

10"

20"

30"

40"

50"

60"

70"

80"

Jan" Feb" Mar" Apr" May" Jun" Jul" Aug" Sep" Oct" Nov" Dec"

Arrivals(

Arrivals"


Variations (斑: mura)

keep the Flow

Even


2(b) Capacity Analysis

• What is our throughput?

0"

10"

20"

30"

40"

50"

60"

70"

80"

Jan" Feb" Mar" Apr" May" Jun" Jul" Aug" Sep" Oct" Nov" Dec"

Arrivals"

CompleEons"



•What is our lead time distribution?

Lead Time (days)

0"2"4"6"8"10"12"14"16"18"20"

2" 4" 6" 8" 10" 12" 14" 16" 18" 20" 22" 24" 26" 28" 30" 32" 34" 36" 38" 40"

Lead%&me%frequency%



•What is our flow efficiency? •Flow efficiency = (active work time) / (lead time) •5-10% is a common starting point. 40% is very good




2. Demand & capability analysis

3.Model the workflow 4. Discover classes of service 5. Design the kanban system 6. Rollout plan


7 Stages: 1. Parking lot 2. Qualification* 3. Analysis 4. Proposal 5. Short List 6. Contracting 7. Closed


https://www.flickr.com/photos/clearpathchiropractic/

Don’t institutionalize handoffs


Workflow modeling tips

•Identify queues and wait states •Where do items wait on internal or external people or

resources? •Validate the workflow with actual work items in progress

•Do they all fit cleanly in the categories/stages identified? •Try it with an item that was unusual or problematic in

some way.




2. Demand & capability analysis 3. Model the workflow

4.Discover classes of service 5. Design the kanban system 6. Rollout plan


4. Discover Classes of Service

• How do you decide which items are more urgent than others?

• Do you have explicit Service Level Agreements in place already? Other explicit policies that determine priorities or sequencing?

• Do the ‘sources of dissatisfaction’ imply different classes of service?

• Do items with different business risk profiles need different policies?

• Do you need a class of service to overcome emotional objections to the kanban system?

• “My XYZ requests MUST get timely attention.”


Common classes of service

•Expedite

•Fixed date

•Standard

•Intangible

time

must do now

dela

y co

st

time

fixed datede

lay

cost

time

linear

dela

y co

st

time

intangible

dela

y co

st

Cost of Delay


“Intangible” class of service

• Cost of Delay horizon is long or unknown • Important but not urgent

• Fire prevention - to avoid fire fighting

• Technical debt reduction

• Outcome is uncertain • Experiment; innovation

• Prototype or spike

• Investing or exercising an option to reduce risk may be beneficial

time

intangible

dela

y co

st


Common classes of service

•Expedite

•Fixed date

•Standard

•Intangible

time

must do now

dela

y co

st

time

fixed datede

lay

cost

time

linear

dela

y co

st

time

intangible

dela

y co

st

Activity: balance your “portfolio” of work items.

What % of capacity for each

class?




2. Demand & capability analysis 3. Model the workflow 4. Discover classes of service

5.Design the kanban system 6. Rollout plan


5. Design the kanban system

Wait state

commit point

class of serviceclass of service

legend

WIP limit


Design the cards

item type Due date.

May be multiple

dates per item! Tasks. May be

concurrent.




2. Demand & capability analysis 3. Model the workflow 4. Discover classes of service 5. Design the kanban system

6.Rollout plan


The Satir change curve

time

perfo

rman

ce


Where to start with kanban?

•Visible project, but not mission critical •So much pain that any change is welcome •Enthusiastic sponsor


The Ladder for motivating change

As described by David J. Anderson


https://www.flickr.com/photos/19779889@N00/

1. Avoid sources of resistance


• Empathize

• Know their identity & values

• Become a member of their tribe

http://www.flickr.com/photos/tza/3214197147

2. Engage people emotionally


https://www.flickr.com/photos/k1ngfisher_photos/

3. Pack leader introduces the change


4. Personal Identity Change

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5. Trump resistance with a stronger emotion

https://www.flickr.com/photos/a_gods_child/

https://www.flickr.com/photos/ara854/

Pride Loyalty


6. Burning Platform

https://www.flickr.com/photos/skytruth/


•Burning platform

•Trump resistance w/ stronger emotion

•Personal identity change

•Pack leader introduces change

•Engage people emotionally

•Avoid resistance: flow around the rockActivity


Thank you!

Brad Swanson, agile42 [email protected]

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STATIK: Systems Thinking Approach to Introducing Kanban