Lean seminar - Get more done in your business with KANBAN

LEAN SEMINARS/2
Get More Done in your Business
with KANBAN
17th Feb, 2014, London

Andrea Darabos MSc., MBA
Business Improvement Consultant, Coach

Andrea@leanadvantage.co.uk
Phone: +44 793 604 1196
LEAN ADVANTAGE Ltd.

In Partnership with:

Why Lean Seminars?
LEAN ADVANTAGE SEMINARS @

, in partnership with the team of

•

At LEAN ADVANTAGE Ltd., we work with large, global organizations

•

Our Mission is to improve the value creation in organisations,
governments, in order to achieve better services and happy customers

•

Our Vision is to improve leadership in organisations, to have
happier employees and more satisfying work

•

We would like to share our knowledge with small-medium enterprises
and the social sector

Copyright © of LEAN ADVANTAGE Ltd. www.leanadvantage.co.uk
Andrea Darabos Lean Practitioner, Andrea@leanadvantage.co.uk , +44 07936 041196, Twitter @ADarabos

Agenda
• 10 mins
• 20 mins
• 20 mins
• 20 mins
• 10 mins
• 10 mins

What is KANBAN?
Principles of Productivity
Case study #1: Product development KANBAN
Case study #2: Leadership team KANBAN
Metrics are easy with KANBAN
Recap, Q&A


3

About Me - Andrea
• Hungarian, 30-40
• What I do: I coach, train, consult, public speak…

I help organisations to see themselves
through the eyes of their customers,
~ to build skills of continuous improvement, agility
• My previous knowledge of lean:
7 years of lean, agile, project management
On my lean journey…
• Why this seminar: to show the power
of lean agile, when applied to real-life problems

4

What is Lean?
• Lean originates from manufacturing in Toyota Japan, 1960s:
“To survive long term as a company by improving and evolving how
we make good products for the customer.”
• Since then, Lean has been successfully applied in all major sectors
around the world:
• Government & Public sector, Military and Defense, Banking,
Software Industry, Retail, Research, Service Sector, Startups

5

Value of work is defined by the customer

Total lead time
Value-Adding time

Non Value-Adding time – BNVA waste
NVA waste

Work on Value-Adding tasks only!!

6

What is Lean?
1, A Philosophy?
Based on:
Roger Dyer, JEL
Business Process
Improvement Ltd.
Niklas Modig,
Ericsson executive
presentation

2, Improvement
Methodology

A set of Tools and
Techniques
that can be used to guide
problem-solving and
continuous improvement

3, A Toolbox?
Lean is a philosophy, methodology and toolbox all in one.

7

What is KANBAN? - 看板
kanban (small k) is a visual lean system that originates from Toyota
1960s, to keep inventories at a fixed, low level:

Images: telegraph.co.uk, http://en.wikipedia.org/wiki/Kanban


8

What is KANBAN?
The method Kanban (large K) was developed in the
software sector in the 1990s, and is applied to
• Business productivity improvement

• Personal productivity improvement


9

Principle #1
Business Productivity = Creativity x Systems
Throughput
(of the team, process or
organization)

Competence
Talent

i.e. KANBAN
Management


10

Principle #2
You cannot improve what
you can’t see & measure.
KANBAN promotes
transparency.


11

Principle #3
Large Work in Progress

Your document

Slow lead time and
defects

Print queue

KANBAN limits work in progress
and creates PULL.

12

Basic Rules of the KANBAN Board
IN Queue

Processing
Step

OUT Queue

• All work is visualized
• Work in progress is
limited at each step
• Tasks move from left to
right, via PULL
• The team self-organizes
to make decisions
• The KANBAN board is
redesigned by the team
regularly


13

Case study #1:
Product Development KANBAN
Roles:
Delivery Manager

Customer

Developer
Product Manager

Tester

Case study inspired by: Crisp.se blog
„One day in KANBAN land”

14

Case study #1:
End2end Value Stream / Process:
Needs
analysis

Development

Delivery


15

Case study #1:
KANBAN board drawn for the AS-IS value stream/process
Needs
analysis

TODO

DOING

Development

DONE

DOING

Delivery

DONE

DOING

DONE


16

Case study #1:
Adding WIP limits and tasks
Needs
analysis

Development

WIP: 2
TODO
A

DOING

DONE

Delivery

WIP: 2
DOING

WIP: 1
DONE

DOING

DONE

B

C

D

E

F


17

Case study #1:
Adding WIP limits and tasks
Needs
analysis

Development

WIP: 2
TODO
A

DOING

DONE

Delivery

WIP: 2
DOING

WIP: 1
DONE

DOING

DONE!

B

C

D

E

F


18

Case study #1: Step 7 – Breach of WIP limit
Development

Needs analysis

WIP: 2

WIP: 2
TODO

DOING

DONE

Delivery

DOING
B

DONE
C

WIP: 1
DOING
A

DONE!

!

D

E

F


25

Principle #4
How can we help?

A

B

C

D

E

In KANBAN-world,
resources are flexible, they
swarm to resolve issues.

F


26

Case study #1: Step 7 – Instead
Needs analysis

Development

WIP: 2

WIP: 2
TODO

DOING

DONE
D

Delivery

DOING
B

DONE
C

WIP: 1
DOING
A

DONE!

!

How can we
help?

E

F


27

Case study #1: Step 10
Needs analysis

Development

WIP: 2

WIP: 2
TODO

DOING
E

DONE
D

When can you
start D?
We need to get
moving on F.

Delivery

DOING

DONE
C

WIP: 1
DOING
A

B

DONE!

!

We need to
get our
delivery fixed
first.

F

30

Principle #5
Your overall =
throughput

per hour

the bottleneck step’s
throughput

per hour

per hour


31

More Rules of the KANBAN Board
Needs analysis

Development

WIP: 2

TODO DOING
E

B

A

F

C

D

DONE

New features
80%

Maintenance
20%

DOING

DONE

• WIP limits are often set for
processing step plus OUT queue.
• Set initial limits to 1 or 2 task
per person
• Input queue (TODO) size: needs
to match process throughput
• Create swim-lanes per different
type of tasks
• Analyze demand and allocate
capacity to swim-lanes


32

Case study #2:
Designing the CEO’s team KANBAN


33

End2end Lead time
Step X

TODO DOING
Task: B
Start date:
01 Feb

DONE

Step Y

DOING

DONE
Task: B
Start date:
01 Feb
End date:
11 Feb


34

Work in Progress (WIP) is visual
Step X

TODO DOING

DONE

Step Y

DOING

DONE


35

Cumulative Flow Diagram – your friend

WIP
Lead time

Image source: http://edn.embarcadero.com/article/32410

• Count the number of
cards in each stage on your
board at regular intervals e.g. every Friday
• Draw by hand or with Excel
• Lead time and WIP at any time,
as well as trends
• Your process health is strongly
correlated with the shape of
your CFD!
• Email for CFD example in Excel:
andrea@leanadvantage.co.uk


36

KANBAN brings a cultural change
Pjm: „We have cut our
lead times in half since we
apply KANBAN.”

Team: „The process is our process
and we can make it work!”

CEO: „KANBAN creates
transparency and makes problems
visible. It engages everyone in
continuous improvement.”
Resource manager: „My role is
to create the systems and the
right environment for my team
to be efficient. KANBAN helps
me do that.”


37

Good Reads – KANBAN, Flow

Beginner’s guide to
KANBAN


38

Save the Dates!
LEAN ADVANTAGE SEMINARS @

•

, in partnership with the team of

Monday, 20th January 6:00 p.m. – 8:00 p.m. - TODAY

Reduce Waste, Add More Value To Your Customers
•

Monday, 17th February 6:00 p.m. – 8:00 p.m.

Get More Done in Your Business with KANBAN
•

Wednesday, 19th March

6:00 p.m. – 8:00 p.m.

Get More Done in Your Business with KANBAN
Thank You! Give us feedback and send your thoughts, questions.

Feedback, Ideas – 17th Feb Seminar

Get More Done in your Business with KANBAN
• Keep doing
• Start doing
• Stop doing
Any other ideas, comments:


40

Lean seminar - Get more done in your business with KANBAN

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