llkd16 improvement kanban
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IMPROVEMENT KANBAN© Patrick Steyaert, 2016 1
LONDON APRIL 2016
london Lean kanban day 2016
Improvement
KANBAN
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 2
A method for changeKanban
What you see: FLOW
What you don’t see: CHANGE
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 3
CHANGE: kanban for change
FLOW: kanban for work
Improvement Kanban
Agree urgency
Negotiate change
Verify performan
ce
Validate adoption
Ready to commit
Elaborat
e
ReadyDevelop &
Test
IMPROVEMENT KANBAN© Patrick Steyaert, 2016 4
Ambiguity, misconception and
polarizationEvolutionary
Planned
KaizenKaikakuContinuous
Discontinuous Idealistic (true
north)Big
Small
Hypothesis-
driven
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 5
To understand the nature of changeUsing constraints
Convex change
Concave change
Evolutionary
change
Directed
change
Retrospectiv
e change Planned
change
Enabling constraints
Governing constraints
Over-constraining
Un-constraining
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 6
Fitness for purpose*Delivery timeQualityPredictability…
Search space*Iteration length
Ratio developers-testersCo-located-DistributedSpecialists-Generalists
Estimation….
To understand the effect of changeUsing fitness landscapes
Hill-climbing*
*Representative examples
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 7
Opposite ends that meetPlanned and retrospective change
ActionAfter Action
Review
Set
standard
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 8
By separating the thinking from the doing the
system of work
becomes over-constrained
Planned change
After Action
Review
what needs to be donehow it has to be done
by whomin what timing
Set
standardAction
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 9
Example – Ford’s Flow productionDeliver the highest possible quality at the lowest possible cost
Flow production based on division of labor, interchangeable parts and standard work
Planned change – thinking largely separated from doing
Cost/Benefit, Return on investment (ROI)
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 10
UnconstrainingRetrospective change
ActionSet
standard
Things to keepThings to improve
What have we learnedWhat still puzzles us
After Action
Review
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 11
Reflective observationThe OODA loop
orient
decide
act
observe
Unfolding events
Implicit guidance
Imp
licit g
uid
an
ce
Habits, experiences and dispositions Rational choice
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 12
jumps and exploratory walks in the landscape
Planned and retrospective
changeFitness for purpose
Jumps have a big effect but it is like teleportation: it is
hard to know upfront what the landscape will look like.
Jumps
IMPROVEMENT KANBAN© Patrick Steyaert, 2016 13
Concave changeCapped expected gain
success
Expected pain
Expected gain
IMPROVEMENT KANBAN© Patrick Steyaert, 2016 14
CONVEX changeSmall changes accumulate into
*big* outcomes
success
Expected pain
Expected gain
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 15
Active experimentationThe pdca loop
do
check
adjust
plan
We believe that<doing this>
Will achieve<this outcome>
Hypothesis
Experiment
Results
Learning
Model
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 16
Example – Toyota’s continuous flowDeliver what the customer wants when the customer wants it
Continuous flow integrating people in teams and integrating value adding steps in value streams
A cultivated habit of change based on active experimentation (PDCA)
True north – e.g. one-piece flow, zero defects
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 17
Align on direction give autonomy to executionDirected change
New target Ideal future statenow
“How” is discovered
“Why” and “What” are defined
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 18
Governing constraintBiasing decisions with true north
Res
ou
rce
effi
cien
cy
Flow efficiency
Hig
h
High
Low
Low
True north
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 19
The Kanban MethodEvolutionary change
Start where you
are now
STEP #1
Implement a
safe-to-fail
change
STEP #2
Evaluate fitness
against fitness-
for-purpose
criteria
if positive reinforce if negative roll back
STEP #3
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 20
Enabling constraintsWork-in-progress limits
Ideas Ready for
Dev
Development Testing Ready for
UAT
Done
ongoing done5 ∞
Abandoned
53
WIP limits are enabling constraints.
Work-In-Progress (WIP) limits enable novel
collaborative behavior.
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 21
Enabling constraintsprepare the fitness landscape for hill-climbing
Unstable flow needs to be stabilized firstStable flow allows hill-climbing
Enabling constraint
Chaotic landscape
Hill-climbing
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 22
Constraints mark the transitionsCycle of Change
Convex change
Concave change
Evolutionary
change
Directed
change
Retrospectiv
e change Planned
change
Enabling constraints
Governing constraints
Over-constraining
Un-constraining
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 23
Change change
Fitness for purpose
Jump
Hill-climbing
Shift
Towards A more ecological approach
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 24
both
A polarity to manage
+ Alignment+ Synergies+ Governance
- Conformance- Cargo cult- Disengagement- Resistance to change
+ Fitness-for-purpose+ Engagement+ Learning
- Isolation- Not Invented Here- Drift
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 25
Learning
Reflective observation
Active experimentation
ORIENT
DECIDEACTOBSERVE
Implicit guidance
DOCHECK
ADJUST
PLAN
Feedback
Unfolding events
Model
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 26
DoingExploring and implementing practices
Inbound
Outbound
Create options for change
Committing to change
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 27
Kanban for learningReflective observation + Active experimentation
Decision making
(OODA)
Hypothesis Learning (PDCA)
ObserveOrient
Abandon
Decid
e
Act Plan Do Chec
k
Adjust
Observations
5 4 655 6 88
Hypothesis
AbandonExperiments
© Patrick Steyaert, 2016 IMPROVEMENT KANBAN 28
Kanban for doingExploring and implementing practices
upstream inventory downstream
suggestionEvaluationconsolidat
ion
Ready
to impl
ready Initiat
e
chan
ge
Guid
e
chan
ge
Validat
e
Adopti
on
Techniques Practices
Procedures
5 4 65>7 >5 >38
Inventory
Techniques Practices
Procedures
IMPROVEMENT KANBAN© Patrick Steyaert, 2016 29
Improvement
Kanban
Changing the way organizations change
Use constraints to understand
change
Use Kanban for change
Manage polarities
Take a more ecological
approach
IMPROVEMENT KANBAN© Patrick Steyaert, 2016 30
Thank youStay in touch with us!
twitter.com/@PatrickSteyaert patrick.steyaert@okaloa.com
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