Vägen till ständig förbättring Linköping

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Cassandra Hubbard
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1 Vägen till ständig förbättring Linköping

2 We are what we repeatedly do. Excellence, then, is not an act, but a habit. Aristotle

3 Håkan Forss Lean/Agile

4 Agile/Scrum/XP

6 Lean & Kanban

9 Understand Direction Grasp Current Condition Set the Next Target Condition Iterate toward Target Condition Planning Phase Executing Phase Repeat

10 Improvements are experiments

11 Puff

12 Oh, I did NOT expect that!

13 The sound of learning

14 Learning Hypothesis Observation Prediction Experiment

15 Expect at least 50% of the experiments will not give the expected result This is when we REALLY learn!

16 What is a Kata?

17 What is a Kata? Synthesizing thought and behavior in skillful action; the metacognition of reflection in action

18 Wax on, wax off

19 Create muscle memory for continuous improvements

20 Let s do an experiment!

21 Cross your arms

22 Now cross them the other way

23 We need to rewire our brains for continuous improvements

25 Vision Challenge Current Condition Target Target Target Target Condition Condition Condition Condition

29 The Vision A goal is not always meant to be reached, it often serves simply as something to aim at Bruce Lee

30 Process focused The Vision Not outcome focused Not a business or company vision

31 Toyota s Vision for Its Production Operations Zero defects 100 percent value added One-piece flow, in sequence, on demand Security for people (no injuries)

32 Software development Vision example Zero defects, in production 100 percent value added Highest value first, on demand Security for people (no injuries)

34 Get out of the corner office

37 What to collect Data and facts, not gut feel Process description (Value Stream Map) Process metrics Outcome metrics

38 Process metrics Cycle time Work-In-Process Queue size Iteration length, Takt time The period required to complete an item, or task from start to finish in one part of the process The amount of items, or tasks currently in one process step The amount of items, or tasks currently in a queue in the process The duration of a process cycle, at what pace/cadence the process should run Defects The number of defects

39 Outcome metrics Lead-time The time to complete an item, or task from start of the process all the way to the end of the process Throughput The number of items, or tasks completed in a period of time Quality The quality of the product you produce

41 Our next target condition is

42 Beyond the knowledge threshold

43 Put a square peg in a round hole

44 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

45 Challenge Current Condition Target Target Condition Condition Target Condition Target Condition

46 Current Condition Challenge

47 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

50 Learning

51 Current Condition Target Condition

52 Current Condition Target Condition

53 Current Condition Target Condition

54 Current Condition Target Condition

55 Current Condition Target Condition

56 Current Condition Target Condition

57 Current Condition Target Condition

58 Current Condition Target Condition

59 Current Condition Target Condition

61 Leader coaching the learners

The Improvement Kata Handbook is Copyright 2012 by Mike Rother

66 Focus process Challenge Target Condition Achieve by: Actual Condition PDCA Cycle Records 1 2 Obstacle parking lot

67 Focus process Challenge Target Condition Achieve by: Actual Condition PDCA Cycle Records Obstacle parking lot

68 Focus process Challenge Target Condition Achieve by: Actual Condition PDCA Cycle Records 4 4 Obstacle parking lot 3

69 Toyota Kata summary Improvements are experiments Creates organization muscle memory for continuous improvements Familiar routines, as you probe through the unknown

70 Planning Phase Executing Phase No At Target Condition? Yes or > Date

71 Rocks!!

Your treasure map to Toyota Kata! http://hakanforss.wordpress.

net/hkanforss/ http://www-personal.umich.edu/~mrother/homepage.

72 Your treasure map to Toyota Kata!

73 Q & A Håkan Forss Mail: hakan.forss@avegagroup.se Blog:

Lean Metrics How to measure and improve the flow of work. Chris Hefley, CEO of LeanKit. November 5 th, 2014

Lean Metrics How to measure and improve the flow of work Chris Hefley, CEO of LeanKit November 5 th, 2014 Introduction to Lean Metrics What metrics should you measure? How to track them? What effect do