The Art of Lean Performance

transcript

@dominicad

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

the whole system

SMOOTHLY

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Some Visibility is a good start 1

But… work items not broken down small enough can get stale and prevent

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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

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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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

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

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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

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: dominica@leankit.com Subject: FLOW

The Art of Lean Performance

Technology