“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle.
What are the routines you need to put in place to continuously strive for excellence? What are the habits we need to put in place to evolutionary evolve our processes. How do we really continuously improve collaborative? In this session I will share the Habits of Kanban process improvements that I call Kanban Kata. Kanban Kata combines the Kanban Method with Toyota Kata and forms the habits of process improvements for your Technology Business.
This is the talk that I gave at the DARE 2013 conference in Antwerp 15th June 15, 2013 http://www.dare2013.be/speaker/hakan-forss/
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3. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
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10. Lowering the water level uncovers
process improvement opportunities
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11. Setting WIP Limits
Low Organizational friction High
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12. Reduce WIP 20-30%
Identify the problems
Resolve the problems
Stabilize processRepeat
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23. Now cross them the other way
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24. We need to rewire our brains for
continuous improvements
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25. “We are what we repeatedly do.
Excellence, then, is not an act,
but a habit.”
Aristotle
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28. What is a Kata?
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29. Wax on, wax off
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30. Create ”muscle memory”
for continuous improvements
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33. Expect at least 50% of the
experiments will not give the
expected result
This is when we REALLY learn!
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40. The Vision
Process focused
Not outcome focused
Not a business or company vision
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41. Toyota’s Vision for Its
Production Operations
Zero defects
100 percent value added
One-piece flow, in sequence, on
demand
Security for people
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42. Software development
Vision example
Zero defects, in production
100 percent value added
Highest value first, on demand
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46. What to collect
Data and facts, not gut feel
Process description (Value Stream Map)
Process metrics
Outcome metrics
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47. Get out of the corner office
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51. Put a square peg in a
round hole
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52. Setting a target condition
Hypothesis on the journey towards
the next Challenge and Vision
Based on your business strategy and
model for process improvement
Follow the Goldilocks rule
Not too hard, Not too easy, Just Right
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55. Target Condition examples
All work visible
Lead time 60 days (from 80 days)
Work-in-process 15 (from 20)
Deploy to production every 2 weeks
Specification by Example is used for 80% of
the features
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67. 1. What are we trying to achieve?
2. Where are we now?
Walk the board from right to left
3. What obstacles are now in our way?
What is preventing flow?
What deviations do we have?
4. What’s our next step, and what do we
expect?
5. When can we see what we’ve learned from
taking that step?
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70. 1. What are we trying to achieve?
Vision / Challenge
2. Where are we now?
Business & Process metrics Review
3. What obstacles are now in our way?
4. What’s our next step, and what do
we expect?
5. When can we see what we’ve
learned from taking that step?
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72. How often?
At least once a month
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74. Kata feedback cycle
Operations review Kata
Improvement Kata
Daily Meeting Kata
Go and See
Reducing
WIP
Coaching
Kata
Using
Experiments
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
75. Create organization ”muscle
memory” for continuous
improvements
Have familiar routines as you probe
through the unknown
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
77. Your treasure map to
Kanban Kata & Toyota Kata!
http://hakanforss.wordpress.com/tag/kanban-kata/
http://hakanforss.wordpress.com/tag/toyota-kata/
http://www-personal.umich.edu/~mrother/Homepage.html
http://www.lean.org/kata/
http://www.slideshare.net/mike734
http://www.slideshare.net/BillCW3/
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