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This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition. At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category". (also presented at SDC12 and lssc12) Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident. Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow. 24 July 2013: ...and yesterday I released the Android version on Google Play! Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
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Claudio Perrone
written, illustrated and performed by
After reading this,
Tell this person why you are here and what you want to learn.
introduce yourself to a person seated next to you.
@agilesensei
There is a war Going on…
Most large organizations I know are stuck into firefighting and command & control
Is Yours?
The traditional organization model seems inadequate to cope with today’s corporate challenges
Organization chart Blame flow
Rule makers
Controllers
Enforcers
Losers
…
Organization chart
But if organizations are more like organisms (i.e. complex adaptive systems)...
... How can we encourage and support everyone to be responsible for change?
I looked for clues when I attempted to...
Leverage and celebrate everyone’s
improvement ideas
1
Who are the heroes in a firefighting company?
Kaizen memo:
Before improvement: Action taken:
Effect:
Submitted by: Date:
We didn’t trace the small, continuous improvements to our work
Created “Kaizen memos” to post on an “implemented ideas” board
Team members trace and celebrate every implemented idea, even the smallest!
Claudio Perrone
Kaizen Memos
It all started when I launched a kaizen system as part of a major Lean & Agile transition
One of the teams was going through a delicate storming phase
Things improved sharply as we began to celebrate the completion of each story
Kaizen memo:
Before improvement: Action taken:
Effect:
Submitted by: Date:
Story completion was taken for granted
Created an explicit “Ready for Celebration” step in our workflow
Team proudly celebrates completion of stories at standup meetings
Claudio Perrone
Ready for Celebration
... leading me to my first kaizen idea!
Backlog Selected Development Testing 4 4 2
Done
Done
Ready for celebration
In the early days, loud-voiced celebration was not for everyone, however...
... So, we introduced a celebration volume
Kaizen memo:
Before improvement: Action taken:
Effect:
Submitted by: Date:
Some team members were “too modest” to celebrate with a resounding applause
Created a “celebration volume” icon to be crossed on the Kaizen memo
Members can choose to celebrate quietly (e.g. shake of hands, pat on the back, gimme 5, ..)
Claudio Perrone
Celebration Volume
People began implementing simple ideas such as improving their working environment...
Before…
… AFTEr
... Experimented with different forms of visualization (e.g. prisoner metrics, dj check sheets), scripts, and so on
What would your first kaizen idea
look like?
Write it down!
Kaizen memo:
Before improvement: Action taken:
Effect:
Submitted by: Date:
We had this problem We did this
It became a little better You Today
Unfortunately, Management’s initial reaction wasn’t exactly what I expected...
Who can yawn the loudest?
“Seeds of a revolution? Yeah right.”
But as the transition progressed, massive impediments raised dramatically to the surface
Like never before, we badly needed to develop our
ability to...
Systematically solve
problems
2
What do You
know about A3 thinking?
Copies of my preliminary A3 were lying on the table…
It was a hell of a good way to kick start a transition
I followed that same approach to tackle problems at team level
a "problem" is the difference between the "current situation" and the "standard/expectation"
Gap = Problem
Current Situation
Standard
So the first step I took with a team was to clarify & breakdown the problem…
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
Background Team is looking at improving its internal feedback loop to reduce cost of delay, particularly when rework is involved.
Theme:
Current Situation Lead-time of reworked stories: 14.6 days Processing time: 2.8 days Current State Map
Why are we talking about it?
Where do things stand today?
Problem Statement
Lead-time of reworked stories: 10d
Team takes 4.6d longer to deliver a reworked story
The problem affects about 15% of all stories
If no action is taken, customers will continue to suffer delays
What should be happening?
Expectation – Current Situation
When? How often?
Where? How Long?
What is effected? Importance?
Urgency? Tendency?
Expectation:
Discrepancy:
Extent:
Rationale:
WE THEN SET A TARGET TO STIMULATE IMPROVEMENT
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
Target
Extent: The problem affects about 15% of all stories
Rationale: If no action is taken, customers will continue to suffer delays
Reduce lead-time of reworked items from 14.6d to 10d by July 31st 2011
what?
how much?
by when?
Background Team is looking at improving its internal feedback loop to reduce cost of delay, particularly when rework is involved.
Current Situation Lead-time of reworked stories: 14.6 days Processing time: 2.8 days
Reduce lead-time of reworked items
Theme:
Then, we wrote the theme
what? how much?
from 14.6d to 10d
What prevents us from reaching our target Condition?
Analysis
Lead time > 10d
Functional test performed once a week
No dedicated tester
Tasks accumulate in large batches on Deploy stage
official (test) builds are installed weekly
Why?
Push system
Why?
Why?
Why? Nightly build setup/configuration takes 0.5d Verify “why” logic with
“therefore” in reverse
Facts, not opinions
Actionable root causes!
Cause Analysis:
Only then we identified a set of potential countermeasures…
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
Cause Countermeasure Description Benefit Effectiveness
Feasi-bility
Impact
A Limit WIP/Pull Limit how many stories team can start in parallel
-improve flow -encourage small stories
+ ++ 0
B Hire tester Hire dedicated internal tester
eliminate dependency on external people and spend more time on testing
- ++ --
B Do system Test internally
Devs that don’t work on feature can test someone else’s work
Reduces testing bottlenecks, improves knowledge sharing
+ + -
B SLAs with external testers
Create service level agreements between team and external testes
-more predictable flow -clear expectations -no “begging” -closer collaboration
++ + -
C Skip setup
Test the latest version of a subset of component files skipping the full product setup
Don’t need to wait for daily/weekly builds, reduce feedback delay between dev/test
++ + -
Countermeasures C.Perrone
June 10, 2011
With the proposed countermeasures the future would look like this
Future State Map
In the implementation section, we created & shared an action plan
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
Action Plan
What Who Where How Proj. Completion
Actual completion
Vsm Stef./Claudio
Team Room
Post-its 10/6 10/6
Trace prisoner metrics
Paola Whiteboard Mark at each standup
15/7 N/A
Adopt skip-setup procedure
Team Team room
Agree policy
10/7 10/7
Limit WIP Team Whiteboard Agree policy
27/6 27/6
Hire tester Stef. Meeting room
Begging Mgmt :D
Never 29/6
Agree internal testing policy
Team Meeting Room
Retrospective
10/7 10/7
SLAs with external testers
Claudio/Elena/Stef.
Meeting Room
Agree policy
10/7 15/7
Finally the follow-up section…
Theme:
Problem Situation:
Target(s):
Cause Analysis:
Countermeasure(s):
Implementation:
Follow-up:
Follow-up
Indicators
Item Initial 15/7 31/7
Lead-time non-reworked items
7.8d 5d 5d
Lead-time reworked items
14.6d 6d 5d
WIP 15 5 6
IF THEN Countermeasure plan failed Begin A3 process to identify root cause of failed
plan
Target achieved but problem could recur
Identify other root causes and find new countermeasures
Target achieved and problem won’t recur
Share findings, standardize countermeasures, begin A3 process to reduce percentage of reworked items
We posted the A3 on the wall, right beside the kanban board
the team became 3 times faster, with less rework
The new state became the new "baseline for improvement”
We shared our findings with our communities of practice to let the acquired knowledge spread “laterally”
What problems would you
tackle?
More importantly, management saw what it means to "remove impediments”
… making me realize that
I had chance to...
Turn the leadership
triangle upside-down
3
At this point of the transition we were falling into chaos
Performance
Time
Late Status Quo
Resistance
Chaos
Integration
New Status Quo Foreign Element (transition begins)
Transforming Idea
Satir Change Model
The leadership triangle was actually broken
To turn the leadership triangle upside down, we didn’t need enforcers, “easy going” or absent managers…
we needed problem solvers!
So I began to tackle problems by pairing up with one promising manager
… Then I began practicing quick coaching cycles
What do you mean by it? (Clarity) Is it always the case? (Assumptions) How do you know? (Evidence) What are you implying by that? (Implications) Would that necessarily happen? (consequences) Do anyone see it another way? (Alternative Point of views)
Today, more managers are beginning their a3
thinking journey
So, I released a family of thinking tools…
www.a3thinker.com
To help them change the world. one problem at a time.
www.a3thinker.com/deck
Final Thoughts
“ -- Chinese proverb
If you want 1 year of prosperity, grow seeds. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people.
Claudio Perrone
[email protected] www.agilesensei.com
www.twi<er.com/agilesensei www.a3thinker.com
Thank You!