Do you use kanban to visualize workflow, measure and manage flow, limit work in progress...? This is not why Taichi Ohno invented kanban! Kanban is a tool of Kaizen: The point of kanban is the discipline of learning everytime we reduce the batch. Through the example of an Agile team, Michael Ballé from Institut Lean France explains how the company manager started involving everyone in the problem solving. Michael Ballé's presented "Lean or Agile: using kanban to build in quality" at the Lean IT Summit 2013. Watch the video here: http://www.youtube.com/watch?v=BBANsmeam8w&list=UUS_BXp5Zg9td-ZfczI1BgZw&feature=share&index=17 Discover more Lean IT stories on www.lean-it-summit.com

1. Build in Quality with Kanban
Dr. Michael Ballé
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

2. Agile
development?
Start lean
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

3. Purpose
Agile
Lean
Agile software
development is a group of
software development
methods based on iterative
and incremental
development, where
requirements and solutions
evolve through
collaboration between selforganizing, crossfunctional teams.
From Wikipedia
Lean is a series or related
activities aimed at
improving safety, quality,
flexibility and productivity
through eliminating waste
by involving all people all
the time in problem
solving.
From Taiichi Ohno
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4. Lean & agile
LEAN DELIVERY
UX
COCONSTRUCTION
TEAMWORK
AGILE HUMAN
INTERFACE
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5. Leap of faith
Agile
• Individuals and
interactions over processes
and tools
• Working software over
comprehensive
documentation
• Customer collaboration
over contract negotiation
• Responding to change over
following a plan
Lean
In order to develop products,
first you have to develop
people
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6. Built-in-quality
Quality at every step
Quality of customer
experience
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

7. Built-in quality
I can judge OK vs.
NOK on the spot,
I can move to the
next step with
certainty,
I can be confident
Make every
customer
smile, every
day on every
product
Quality of customer
experience
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

8. What is the problem?
Start lean
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9. Voice of customers
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10. Kanban?
1. Visualize workflow
2. Limit work-in-progress
3. Measure and Manage
Flow
4. Make process policies
explicit
5. Use models to
recognize improvement
opportunities
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11. And burn-down charts?
• Work through that
backlog!
• Make progress visible
• Check progress
against predictions
• Cut the scope? Extend
the schedule?
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12. Let’s think lean
Are we making the right
product?
Are we developing
people the right way?
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

13. Don’t argue with one-piece-flow
• Only one task at a
time!
• Because of downtime, here, you can
see three slots = two
too many
• Task by task is the
only way to really
focus on QUALITY
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

14. Visual management is about learning
from seeing problems, not scheduling
• Engineers used to keep
projects on their desk,
• Now in the kanban
board, one-piece-flow
• It’s an anti-boss
technique to avoid
asking for miracles
• It doesn’t solve capacity
or flow issues
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

15. Develop people by solving problems
one-by-one together
Visualize
activities
Study
countermeasures
Formulate
problems
Seek
root
cause
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16. Lead-time control: ask ‘why?’
PLANNED
ACHIEVED
CORRECTLY ON
TIME
LATE
FAILED
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17. Backlog control: ask ‘why?’
• The parking lot holds
the backlog – it’s a
stock
• Items are picked as
needed
• This is where capacity
issues appear
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18. Formulate problems
• Specify problems (one
per day)
• What did we stumble
on?
• What is the immediate
cause?
• What can we do to fix it
quickly?
• What is the possible root
cause?
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19. Learning to see!!!
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

20. Write standards
• At code level
• NOT procedures
• But detailed ways to
do specific jobs
• With specific tricks of
the trade
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21. Teach standards
• Identify core coding
tasks each person
does every day
• Define a team way of
doing so
• Teach every person
• Challenge and
improve
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22. Hansei
• Once the code is
delivered and
accepted
?
• Was it really what
they wanted?
• Are they pleased with
it when they use it
• What did we get right?
What did we miss?
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23. Understanding value
• Software = product
• What are customers
preferences?
• How good are we at
satisfying these
preferences?
• What technical choices
do we need to
challenge?
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24. Tech innovation
Before
After
•
Human Interface developed in
house
•
Vision separated from machine
control
•
Vision and machine control and
interfaces seen as one block
•
Framework Human Interface is
Pharma standard, to be
purchased
•
No make/buy architecture
•
Make/buy architecture
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

25. Not easy! Managers must be teachers
What does the
world look like
from up here?
•
Must be able to envisage
ideal situation
•
And to identify waste
•
To come up with kaizen
ideas together
•
And experiment quickly with
the team
•
In a worksite willing to
accept changes
•
So we develop the kaizen
spirit, every one, every day
© Copyright Institut Lean France. Textes et illustrations tous droits réservés

26. The CEO must master lean leadership
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27. Lean lessons
STRATEGY
STRUCTURE
SYSTEMS
IMPROVE:
SAFETY QUALITY
FLEXIBILITY
PRODUCTIVITY
+
CONTINUOUS
IMPROVEMENT
INITIATIVE
LEAN TOOLS
LEAN TOOLS to
involve EVERY
ONE EVERY DAY
STRATEGY
ORGANIZATION
SYSTEMS
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28. Thank you, any questions?
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