Formula 1 Lean by Jon Stahl
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Have you ever been to a Formula One race and watched the pit crews in action? While most of the glory goes to the drivers, it is really the high-performance of the entire team and their processes that make the difference between winning and losing. Lean & Agile practices are well known in product development. But how do leaders of complex people systems practice Lean? This talk will share some proven techniques that help you create high performing teams, amplify learning, uncover waste, continually improve your standard work, manage your backlog, improve accountability, make decisions faster, uncover difficult issues.
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Formula 1 Lean by Jon Stahl
- 1. FORMULA ONE LEAN JON STAHL EIT GLOBAL DIRECTORS MEETING @JONRSTAHL JON@LEANDOG.COM
- 2. @LEANDOG @JONRSTAHL JON.@LEANDOG.COM Jon Stahl CEO, LeanDog - Grew up in Pittsburgh - Lived in Cleveland last 21 yrs - BS in CIS & Economics Minor - Co-founded LeanDog in 2008
- 3. • Lean • Scrum • eXtreme Programming • Servant Leadership • Psychology • Sociology • Crystal • FDD • DSDM • Organizational Change Our Practices
- 4. ORGANIZATIONAL DESIGN DESIGN & DELIVERY Transform companies and their cultures by helping them adopt Lean & Agile practices through coaching and training. Craft powerful, intuitive technology products using Lean practices that continuously deliver value to our clients and their users. We build technology and cultures that inspire and delight.
- 5. @LEANDOG @YOURHANDLE JON.STAHL@LEANDOG.COM Delivery Teams LEAN ENTERPRISE AGILE FRAMEWORK Project Management Office ExecuOve Agility ORGANIZATIONAL DESIGN CULTURAL TRANSFORMATION
- 6. SPEED & LEAN
- 7. @LEANDOG @YOURHANDLE JON.STAHL@LEANDOG.COM PRINCIPLES OF LEAN THINKING • Eliminate Waste • Increase Feedback • Delay Commitment • Deliver Fast • Build Integrity In • Empower Teams • See The Whole IDENTIFY VALUE STREAM FLOW CUSTOMER PULL PURSUE PERFECTION SPECIFY VALUE
- 8. My Goals • Lean & Agile as it applies to ApplicaOon Development is well known • Most of you manage people, so how do you apply Lean to managing people systems & process? • Warning: Speed & Lean ….. I always talk fast!
- 10. PEOPLE SYSTEMS PROCESS SYSTEMS HIGH PERFORMING TEAMS STANDARD WORK CONTINUOUS IMPROVEMENT SPEED IN LEAN
- 11. • Creative work environment for adults • Attract creative people with diverse backgrounds • Teams design the space • Amplify learning, bring it in • Healthy balance • Trust people HIGH PERFORMING TEAMS 5
- 12. CREATE AN ENVIRONMENT THAT INSPIRES AND DELIGHTS
- 13. “THE BOAT” “The Kearsarge” - Steamship built in 1892
- 15. LET YOUR TEAM DESIGN THEIR SPACE
- 16. Why can’t work feel more like home? Trust responsible adults!
- 19. OPEN WORK SPACES SUPPORT COLLABORATION
- 23. Engineers Computer Science & Mechanical Electrical User Centered Designers Military Veterans Entrepreneurs Academics Specialist Broad Knowledge DeepExperience Generalist DIVERSE BACKGROUNDS & T-SHAPED PEOPLE
- 25. BALANCE: WORK, HOME, & HEALTH
- 33. WE HIRE TRUSTWORTHY PEOPLE…THEN WE TRUST THEM.
- 36. AMPLIFY LEARNING BRING IT IN
- 40. PEOPLE SYSTEMS PROCESS SYSTEMS HIGH PERFORMING TEAMS STANDARD WORK CONTINUOUS IMPROVEMENT SPEED IN LEAN
- 41. See the whole Visualize what you manage The standard is on the wall Improve the standard every day Create accountability STANDARD WORK SEE THE WHOLE
- 42. SEE THE WHOLE
- 43. INFORMATION RADIATORS VISUALIZE WHAT YOU MANAGE
- 44. CLEAR COMMUNICATION IS THE FOUNDATION “I’m glad we all agree.”
- 45. GET THOSE MENTAL MODELS OUT ON THE TABLE “Ah...”
- 46. AN EXPLICIT MODEL ALLOWS CONVERGENCE THROUGH ITERATIONS “Ah!”
- 47. A GENUINELY SHARED UNDERSTANDING “I’m glad we’re all agreed then.”
- 48. • A display posted in a place where people can see it as they work or walk by • InformaOon they care about without having to ask anyone a quesOon • This means more communicaOon with fewer interrupOons • Large & easily visible to the casual, interested observer • Understood at a glance • Changes periodically, or it’s not being used • Easily kept up to date INFORMATION RADIATORS
- 51. TEAM NORMS
- 52. MARKETING WALL
- 53. FINANCE WALLS
- 54. FINANCE WALL
- 55. SALES FUNNEL
- 62. WALL LEGEND: 3 DELIGHTS Customer, People, Business
- 65. WALLS MOVE TO CREATE FLOW
- 67. KPI – WIP - Decisions KEY PERFORMACE INDICATORS & WIP
- 68. Do just enough Act like a startup, be T- Shaped Leverage Latent Skills STANDARD WORK PAIR MANAGEMENT
- 69. PAIR MANAGEMENT PAIRING REDUCES MISTAKES AND DRIVES FASTER DELIVERY
- 71. Your backlog is infinite How do you manage it? Email, meetings, voice mails, LinkedIn, txt, etc. Avoid over-processing Work on highest value first Getting Things Done: Do, Defer, Delegate, Delete STANDARD WORK MANAGE YOUR BACKLOG 5
- 72. Your Backlog • Email • MeeOngs • Management Cadence • Projects • Personal Development / Learning
- 74. MAKE YOUR BACKLOG VISIBLE • All backlog should be visible and value based • If we all work the same way it will be easier to – Work together – Know what’s on each other’s plates – Delegate properly – Avoid mismanaged commitments – Reduce low value work / eliminate waste – Share autonomy and control
- 75. INBOX ZERO!!!!
- 76. Meetings ProjectsPersonal Departments DelegateDefer DeleteDo Done Done Personal Backlog (Card Tool) Someone Else's Personal Backlog (Card Tool) Calendar Project Backlog Department Backlog (Trello) Forms of Work Personal Backlog
- 77. 1. Create a Personal Backlog board 2. Create a list called “Inbox Zero Backlog” 3. Generate an email address and set it to populate in the Inbox Zero Backlog list 4. Create a email contact with this email address 5. Create a “Stand Up Goals” list 6. Use Calendar view to see your meeting commitment, add backlog around this OUR INBOX ZERO STANDARD WORK
- 78. ORGANIZING YOUR BACKLOG Inbox Zero Backlog Personal 225 (aka The Boat) Product Development Learning
- 79. LOTS OF BACKLOG… Backlog Conferences Need to Schedule Scheduled > 2 Weeks Out Scheduled Next Week Scheduled This Week Scheduling Next Today Missed/Cancelled Meeting Waiting/Watching
- 81. PERSONAL BACKLOG
- 82. Make decisions faster Determine Responsible & accountable vs. Consult & inform STANDARD WORK LIGHT-WEIGHT COLLABORATIVE DECISION MAKING 6
- 83. FAST DECISION MAKING WE TEND TO OVER-PROCESS BY TRYING TO GAIN CONSENSUS
- 87. COLLABORATION 8 : RACI
- 89. PEOPLE SYSTEMS PROCESS SYSTEMS HIGH PERFORMING TEAMS STANDARD WORK CONTINUOUS IMPROVEMENT SPEED IN LEAN
- 90. 2 Second Lean Film your progress Log your progress Fix what bugs you! CONTINUAL IMPROVEMENT 2 SECOND LEAN 7
- 92. Continuous Improvement • 2 Second Lean • Fix What Bugs You • See Waste • Film Improvements • A Mind Set8 TYPES OF LEAN WASTE
- 97. How to talk about the hard stuff Make it visual, of course The best servant leaders have the courage and respect to raise the hard topics & change the past Listen to and respect “the smallest voice” via the Sacred Cow technique CONTINUAL IMPROVEMENT RETROSPECTIVES & MORE
- 99. In communities, a "sacred cow" is a foundational idea that, though having lost its importance or value with time, cannot be abandoned because of the effort invested in it in the past. As such, the "sacred cow" can be symbolic of past success, struggle, or sacrifice. The presence of sacred cows leads to inhibited communication and Group Think. Group Think occurs when a group makes suboptimal decisions because of process problems or communication problems due to Social Normalization. Group members may, privately, realize that the decisions are poor ones but feel powerless to change them for fear of offending other group members, injuring Sacred Cows. “SACRED COWS”
- 102. Out Safe Words: CCFR • Courage • CommunicaOon • Feedback • Respect
- 103. BUT DOES IT WORK?
- 105. The Fuse
- 106. PEOPLE SYSTEMS PROCESS SYSTEMS HIGH PERFORMING TEAMS STANDARD WORK CONTINUOUS IMPROVEMENT SPEED IN LEAN
- 108. Phew…... The End
- 109. “The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails.” - William Arthur Ward QUESTIONS? FIRE AWAY
- 110. HIGH PERFORMING TEAMS • Creative environment that amplifies learning • T-Shaped people and diverse backgrounds • Healthy & adult recess • Maker toys • Bring learning to them STANDARD WORK • See the whole with information radiators • Pair management • Manage your backlog, Inbox 0 & GTD • Lightweight decision making processes – Fist to Five – 6 Thinking Hats – Collaboration 8 CONTINUAL IMPROVEMENT • 2 Second Lean, Retrospectives, Pair Management, Sacred Cows
- 111. QUESTIONS? JON STAHL 440.527.1183 EIT GLOBAL DIRECTORS MEETING @JONRSTAHL JON@LEANDOG.COM