Kanban for Software Development and Kaizen Culture
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Talk #1 - Kanban for Developers There is much hype about Kanban since it was perfected and introduced to the world by Toyota. Since then, not only manufacturers but all businesses looked into this simple but extremely powerful approach. As software developers are yearning for better project management and visibility on all aspects of their work, Kanban naturally blipped on their radar. In this session, we will look at the origins of Kanban, how it applies to software development along with misunderstandings and myths. We will also compare manufacturing practices with software development techniques and see how we can benefit from their experiences. During the session we will have some interactive exercises to help us better understand Kanban and becoming more efficient and productive by limiting the amount of work we do. Talk #2 - Kaizen: Continuous Process Improvement Enterprises can utilize Process Improvement to improve their workflow, allowing them to be more efficient, eliminate bottlenecks and problem areas, and as a result, achieve reduced costs, on-time delivery and increased profits. Currently, enterprises are facing stiffer competition to win customer acceptance through quality, and the need to develop more customer-oriented products and services faster than ever before. Einstein said "We can't solve problems by using the same kind of thinking we used when we created them.", and that is what lies at the heart of Kaizen. Improvement comes with a different look at the problems and doing this continuously every day and everywhere. It is more of a company culture than a project. But where do we start improving? British comic writer Douglas Adams said "See first, think later, then test. But always see first. Otherwise you will only see what you were expecting.". And that is exactly where we start. By looking deep into our workflow and process. In this session, we will look at Kaizen philosophy, why change is important and very hard to do. we'll also analyze waste and why it is bad for our business and see how quality-first approach makes us better at what we do. I will also provide some test cases and finish off by looking into implementing a Kaizen culture at the office by involving everybody.
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Kanban for Software Development and Kaizen Culture
- 1. Kanban For Software Development TJ Gokcen Chief Software Architect at codebyts codebyts
- 2. Agenda • • • • A Brief History Basic Concepts and Visualization Kanban in Action: Software Development Scenarios Kaizen and Continuous Improvement Culture codebyts
- 3. codebyts TJ Gokcen • • • • Chief Software Architect at codebyts Kanban, Kaizen advocate @tjgokcen @codebyts www.codebyts.com codebyts
- 4. A Brief History – World War II codebyts
- 6. William Edwards Deming (1900 – 1993) codebyts
- 7. Toyota Production System: Just-in-Time and Autonomation codebyts
- 8. Toyota Production System using Kanban codebyts
- 9. Eliminate Chaos by Finding Bottlenecks codebyts
- 10. • 93% communication is non-verbal • Images : Simultaneously deciphered • Language: Linear decoding • Children recognize objects before they can speak • Visuals are processed 60,000 times faster than text © www.visual-learners.com Visualize: Why does it matter? codebyts
- 11. Waste is • anything that does not improve the quality of the product • does not reduce the amount of time and effort it takes to produce the product • does not provide real value to the customer See Waste, Eliminate Waste codebyts
- 12. Bugs creeping into production. Leads to low quality customer perception, the longer it takes to attend to it, the worse. Waste: Defective Production codebyts
- 13. Writing more code or functionality than required. Waste: Overproduction codebyts
- 14. Delays in starting a project, delays in staffing, delays due to excessive requirements documentation, reviews, approvals, testing and deployment. Waste: Waiting codebyts
- 15. Take advantage of your team’s skillset. Waste: Neglected Talent codebyts
- 17. Think of your favourite person or letters from A-J, and numbers 1-10 With the timer ready 1. Write each word on separate lines. Time it. 2. Write each word letter by letter on separate lines, switching from word to word. letters and numbers would be ABCDEFGHIJ 1 2 3 4 5 6 7 8 9 10 In this case, first A, then 1, then B, then 2 and so on… Context Switching Game codebyts
- 18. With letters and numbers: 90 80 70 60 50 40 30 20 10 0 to 10 to 20 Linear 3rd Project - to 10 3rd Project - to 20 Context Switch Context Switching Game: Compare Your Times codebyts
- 19. Functions and/or methods (“dead code”) that are not being referenced or used by any other function or method. Waste: Inventory codebyts
- 20. Finding information. From business consultant, to sales department, to project manager or owner. Waste: Motion codebyts
- 21. Manual deployment vs. continuous delivery, manual testing vs. automated testing etc. Waste: Excessive Processing Source: Crisp Blog codebyts
- 22. Defective Production Overproduction Waiting Neglected Talent Transportation Inventory Motion Excessive Processing DOWNTIME Waste: Downtime codebyts
- 23. In order to be able to write down your process, you need to go to the Gemba. Visualize: Gemba (workplace) codebyts
- 28. Backlog Analyze doing Dev done doing Test Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Initial Stage Kanban In Practice: Perfect World codebyts
- 29. Backlog Analyze doing Dev done doing Test Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Problem: How do we know what do to and how much to do? Kanban In Practice: Perfect World codebyts
- 30. Backlog Analyze (2) doing done Dev (3) doing Test (2) Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Work In Progress Limits Kanban In Practice: Perfect World codebyts
- 31. Backlog Analyze (2) doing done Dev (3) doing Test (2) Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Kanban In Practice: Perfect World codebyts
- 32. Backlog Analyze (2) doing done Dev (3) doing Test (2) Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Workflow Kanban In Practice: Perfect World codebyts
- 33. Backlog Analyze (2) Dev (3) Test (2) dfwgwrgrgwrgg Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg done doing dfwgwrgrgwrgg doing Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Seeing what’s about to happen, before they happen Kanban In Practice: Seeing is Believing codebyts
- 34. Backlog Analyze (2) doing dfwgwrgrgwrgg done Dev (3) doing Test (2) Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Seeing what’s about to happen, before they happen Kanban In Practice: Seeing is Believing codebyts
- 35. Backlog Analyze (2) doing done Dev (3) doing Test (2) Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Kanban In Practice: Seeing is Believing codebyts
- 36. Backlog Analyze (2) doing done Dev (3) doing dfwgwrgrgwrgg dfwgwrgrgwrgg Test (2) Ready Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Let’s see where the team’s at. Kanban In Practice: Our Team codebyts
- 37. Backlog Analyze (2) doing done Dev (3) doing Test (2) Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg BUG Change Request Maint. Other Items to work on. Kanban In Practice: Bugs. Maintenance Issues. Change Requests. It’s Feature codebyts
- 38. Backlog Analyze (2) doing done Dev (3) doing Test (2) Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg URGENT Things that should work but don’t. They need to be treated as “urgent”. Kanban In Practice: BUGS codebyts
- 39. Backlog Analyze (2) doing done Dev (3) doing Test (2) Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Another approach is to block the line. Kanban In Practice: BUGS codebyts
- 40. Backlog Analyze (2) doing done Dev (3) doing Test (2) Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Kanban In Practice: Diminished Workflow = Bottleneck codebyts
- 41. Backlog Analyze (2) doing done Dev (3) doing Test (2) dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Production done dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg URGENT Supply > Throughput (Capacity) Kanban In Practice: Team Work codebyts
- 42. Backlog Analyze (2) doing done Dev (3) doing Test (2) Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg URGENT Kanban In Practice: VIP codebyts
- 43. Backlog Analyze (2) doing done Dev (3) doing Test (2) Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Policy: Feature over Maintenance URGENT Make policies that work for your team. Make your own rules. Kanban In Practice: Policy codebyts
- 44. Backlog Analyze (2) doing done Dev (3) doing Test (2) Production done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Ready dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Your wait time from here is 24 days URGENT Measure Every Step For Better Predictability Kanban In Practice: Disneyland Wait Times codebyts
- 45. - 24 stories completed in 3 weeks - 8 stories per week - 160 stories in backlog - 160 / 8 = 20 weeks to complete (+/-) - 3 weeks is 15 working days - I have 5 developers, that is 75 developer days - 75 / 24 = 3.125 avg. developer days per story - This is the load factor in XP Kanban Metrics codebyts
- 46. TFS: 32897 18-11-2013 As a… I want to… A: 04-11-2013 D: 10-11-2013 Kanban In Practice: What’s In A Card? codebyts
- 47. - Daily standups in front of Kanban Board - Reflect every * - Kaizen - Demonstrate every * - Collaboration happens all the time, otherwise line stops * Determined by the team Kanban for Software Development codebyts
- 48. Kaizen codebyts
- 49. Kaizen: Process should never be the bottleneck codebyts
- 50. Planning Features doing done Development doing dfwgwrgrgwrgg dfwgwrgrgwrgg Legal Marketing Released done dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg dfwgwrgrgwrgg Kaizen: Kanban Board for Upstream and Downstream – The Big Picture codebyts
- 51. Kaizen: Fear of Change codebyts
- 52. Kaizen: No Suggestion Box codebyts
- 53. 20 18 16 14 12 10 18 8 6 4 2 0 0.166666667 Suggestions Per Year US(West) Japan Kaizen: Employee Suggestions Per Year codebyts
- 54. 120 100 80 60 108 40 20 0 1 Suggestions Per 6 Years US(West) Japan Kaizen: Employee Suggestions Per 6 Years (so the West reaches 1 suggestion) codebyts
- 55. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% US(West) Japan Accepted Declined Kaizen: Suggestion Acceptance Rate codebyts
- 56. On Time Arrivals - 7th Place in 1994 - 1st Place in 1995 Kaizen: Case Study of Improvements: Management Driven codebyts
- 57. Kentucky, US Plant - Bolt bin pricing - Local store vs. - Toyota Purchasing Kaizen: Case Study of Improvements: Culture codebyts
- 58. Quality First: Toyota’s Andon Cord codebyts
- 59. Quality First: Toyota’s Andon Cord codebyts
- 60. - 25,000,000 units - 80 defective - That is Six Sigma (6.01) - 3,000,000 deliveries / day - 99.9% = 2,997,000 - 3,000 people not getting their packages Mental Block: Success rate is 99.9% codebyts
- 61. Mental Block: Don’t Fix It If It Ain’t Broken codebyts
- 62. Mental Block: No Reports Does Not Mean No Mistakes codebyts
- 63. Humans Will Make Mistakes © Simpsons Fox Network codebyts
- 64. Jeff Bezos, of Amazon: “I encourage our employees to go down blind alleys and experiment. If we can get processes decentralized so that we can do a lot of experiments without it being very costly, we’ll get a lot more innovation.” Policy For Dealing With Mistakes codebyts
- 66. Too Big Too Soon codebyts
- 67. Policy For The Organisation: What is Our Goal For This Year? codebyts