Lean Principles, Tools & Practices for Continuous Improvement
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles. This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
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Lean Principles, Tools & Practices for Continuous Improvement
- 1. @leankitjon Lean Practices & Tools Remember, practices evolve. Principles endure
- 2. @leankitjon Tools are a means to an end Helping teams apply Lean principles Eliminate Waste Build Quality In Create Knowledge Defer Commitment Deliver Fast Respect People Optimize the Whole Process Skilled People Tools& Technology
- 3. @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
- 4. @leankitjon Value Stream Mapping: Touch Time & PCE
- 5. @leankitjon Measuring Speed: Lead Time vs Cycle Time
- 6. @leankitjon Value Stream Mapping: Bottlenecks
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- 12. @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 collaboratively using Kanban to implement Lean Evolve * Often implicitly at first Kanban: Dynamic VSM
- 13. @leankitjon Managing WIP limits for queues much easier than managing capacity utilization directly
- 14. Work Cells: Stability for delivery & kaizen Career Management Hiring Training Standards Mentoring Squad Delivery 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
- 15. @leankitjon Obeya: Putting (& keeping) teams together
- 16. @leankitjon Takt Time: A predictable rhythm of delivery
- 17. @leankitjon Week 0 Week 1 Week 2 Week 3 Week 5Week 4 Pull Planning Hackathon or Squad Driven Work A3 A3 A3A3 Takt Time: A predictable drumbeat of delivery
- 18. @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
- 19. @leankitjon Jidoka: Auto(nom)ating for Scale
- 20. @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
- 21. @leankitjon A3: Concisely clarifying problems vs solutions What is this? Why should I care? How?Who will notice? Why? What else?
- 22. @leankitjon MVP: Minimum testable, usable, loveable
- 24. @leankitjon leankit.com/learn • Articles • E-books • Webinars • Templates • Case Studies Key Reading Implementing 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