intro to lean practices & tools
TRANSCRIPT
![Page 1: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/1.jpg)
@leankitjon
Lean Practices & ToolsRemember, practices evolve. Principles endure
![Page 2: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/2.jpg)
@leankitjon
Tools are a means to an end Helping teams apply Lean
principles
Eliminate Waste
BuildQuality In
Create Knowledge
Defer Commitment
Deliver Fast
Respect People
Optimize the Whole
Process
Skille
d Pe
ople
Tools & Technology
![Page 3: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/3.jpg)
@leankitjon
Gemba Kaizen: Preferring bottom up change
1. Go See - Profound knowledge about potential process or product improvements starts with observation
2. Ask Why - Ask open-ended questions based on observing actions, not on assumptions. Use 5 Why's to find root cause and real needs vs surface asks
3. Show Respect - Assume the person on the ground knows more about their specific context than you or their manager. But avoid embarrassing them, too
![Page 4: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/4.jpg)
@leankitjon
Value Stream Mapping: Touch Time & PCE
![Page 5: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/5.jpg)
@leankitjon
Measuring Speed: Lead Time vs Cycle Time
![Page 6: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/6.jpg)
@leankitjon
Value Stream Mapping: Bottlenecks
![Page 7: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/7.jpg)
@leankitjon
![Page 8: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/8.jpg)
@leankitjon
![Page 9: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/9.jpg)
@leankitjon
![Page 10: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/10.jpg)
@leankitjon
![Page 11: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/11.jpg)
@leankitjon
Bull-whip Effect
![Page 12: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/12.jpg)
@leankitjon
The quickest path to agility is to start from where you are today.
1. Visualize the (current) workflow
2. Limit Work-in-Progress (WIP) *
3. Manage (for smooth) flow
4. Make process policies explicit
5. Implement feedback loops
6. Improve collaborativelyusing Kanban to implement Lean
Evolve
* Often implicitly at first
Kanban: Dynamic VSM
![Page 13: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/13.jpg)
@leankitjon
Managing WIP limits for queues much easier than managing capacity utilization directly
![Page 14: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/14.jpg)
Work Cells: Stability for delivery & kaizen
Career Management
Hiring
Training
Standards
Mentoring
SquadDelivery
Goal is 7 +/- 2 members
Has skills for 80% of work - X-Functional or Service Center
Member can belong to only 1 squad
Located together (physically or virtually)
Work assigned to the squad not squad members
Guild
![Page 15: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/15.jpg)
@leankitjon
Obeya: Putting (& keeping) teams together
![Page 16: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/16.jpg)
@leankitjon
Takt Time: A predictable rhythm of delivery
![Page 17: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/17.jpg)
@leankitjon
Week 0 Week 1 Week 2 Week 3 Week 5Week 4
PullPlanning
Hackathon
or
SquadDrivenWork
A3 A3 A3A3
Takt Time: A predictable drumbeat of delivery
![Page 18: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/18.jpg)
@leankitjon
Takt Time: A predictable drumbeat of delivery
1 2 3 4 65
Jan 4
All Hands
Annual Kickoff
Board Jan 27
Feb 15 May 9 June 20
All Hands
Mid-Year Party
Board Jul 29
Aug 1Mar 28
All Leaders
Board Apr 22
7
Sep 12
All Leaders
Board Oct 21
8
Oct 24
Long sweep to allow for holidays
![Page 19: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/19.jpg)
@leankitjon
Jidoka: Auto(nom)ating for Scale
![Page 20: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/20.jpg)
@leankitjon
Andon: Slow down to speed up
• Trying to solve a critical issue alongside normal work, or worse ignoring it, helps nobody
• Everyone has the right and responsibility to call out what they believe to be critical issues
• False alarms are OK• A stop-the-line involves a least a whole squad as
well as any squad with experts needed for the issue• Communicate resolution as soon as practical• Don’t resume normal work until the team has done
a root cause analysis
![Page 21: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/21.jpg)
@leankitjon
A3: Concisely clarifying problems vs solutions
What is this? Why should I care?
How?Who will notice?
Why? What else?
![Page 22: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/22.jpg)
@leankitjon
MVP: Minimum testable, usable, loveable
![Page 23: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/23.jpg)
@leankitjon
FrequentSmallGoodDecoupled FSGD
( Fizz Good )
![Page 24: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/24.jpg)
@leankitjon
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key ReadingImplementing Lean Software Development: From Concept to Cash - Mary and Tom Poppendieck
Lean IT: Enabling and Sustaining Your Lean Transformation- Steve Bell, Mike Orzen
Lean Enterprise: How High Performance Organizations Innovate at Scale- Jez Humble, Joanne Molesky
The Lean Startup: How Constant Innovation Creates Radically Successful Businesses- Eric Ries
CustomerCentric Selling- Michael Bosworth, John Holland
Online
![Page 25: Intro to Lean Practices & Tools](https://reader033.vdocuments.site/reader033/viewer/2022051706/58f9c0aa760da32f4b8b54d5/html5/thumbnails/25.jpg)
www.leankit.com
@leankitjon
©2016 LeanKit Inc.