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THE LEAN HOUSE
Ø Leadership
Ø Value
Ø Respect for people
Ø Flow
Ø Kaizen
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Communicate Purpose & Priorities
Respect People
“Remove barriers that rob people of their right to pride of workmanship.”
~ Deming
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Business value? Customer value? Employee value? (These may not all be the same)
How is VALUE defined & communicated?
Is Purpose & Priority crystal clear?
How do people know what to work on to provide the most
value for the company?
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PULL VALUE
thru
the whole system
SMOOTHLY
FLOW
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Some Visibility is a good start 1
But… work items not broken down small enough can get stale and prevent
Flow.
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A Focus on individuals & siloed teams 2
Individually named swim lanes may make it easier to see who is
working on what. But… if the goal is to
see value flow thru the
whole system quickly,
consider how people
might not collaborate
when using this kind of visual.
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WIP Limits, if they exist, aren’t adhered to 3
Visualizing WIP limits is a
great start. But… ignoring them puts you
at a disadvantage.
A true pull system
increases Flow & Value.
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Not Much Continuous Improvement 4
Fast feedback reduces
risk
Abandoned feedback rarely converts to an
improvement
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If you find yourself in the Shallows, don’t fret. Here’s what to do:
Ø Think like a System Ø Focus on the Flow of Value Ø Kaizen to Continuously
Improve
ENTERING THE DEEP Tips for diving deeper
to discover hidden business value
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@dominicad
Ensure Metrics Foster the Right Stuff 1 Think like a system, not a siloed team
Value is delivered after work flows across the whole
system.
We need many hands across many teams to
get the job done.
@everydaykanban
1 Build Relationships with Other Teams
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Visualize Cross-Team Dependencies 2
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Respect people – Use Safe Metrics 3
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Focus on the Flow of Value
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Visualize workflow, not busy people 1
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Use “Pull” to Manage Flow 2
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Limit WIP to Find Problems 3
Remove barriers of too much WIP,
so people can deliver some value before starting something
new.
Partially completed work results in unmet value.
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Check Amount of Unplanned work 4
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Kaizen to Continuously Improve
Constantly assess and
improve conditions to enable better
Flow
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Make Feedback a Habit with Lean Coffee 1
To reduce J-curve resistance, the hearts and minds of people must be open to change. Casual, in-person conversations with people of opposing viewpoints is one of the easiest paths to change. Nothing accomplishes this better than a personal relationship generated by frequent face-to-face conversations in a safe, calm and respectful setting such as Lean Coffee. http://leancoffee.org/ http://www.goodreads.com/book/show/31254674-how-to-have-great-meetings
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Remove Fear – Create a Safe Culture 2
Like the captain of a ship, leadership should
provide a safe environment for the
crew.
Don’t let teams dive for treasure without proper
support.
@everydayakanban
Rub Some Science On It 3
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Track your
progress
TO RECEIVE THE FOLLOWING: Ø A copy of this presentation
Ø A copy of the LeanKit Lean Business report
Ø A Kanban roadmap e-book to help you dive into the
deep Just pick up your phone and send an email to: [email protected] Subject: FLOW
www.leankit.com ©2015 LeanKit Inc.
