Evolutionary change is one of the core principles of the Kanban method. Today, Sanofis central unit for the development and application of custom-built test methods and equipment for medical devices is using Kanban on higher Flight Levels in addition to local team optimization through Scrum. However, this is just one step in a continuous journey developing from a slow centralized managed organization to a highly flexible unit. By giving insights to his personal experiences as a department leader during the agile transition, Thomas is showing why the department took different steps and iterations explaining the development of their Portfolio Kanban. This process makes sure that the right teams are working on the most valuable product at the right time. It dramatically reduces the lead time of their services and thus supports that medical devices can be brought to market much earlier.

1. VISUAL
WORKMANAGEMENT
AT SANOFI
A journey towards
organizational
effectiveness
LEAN KANBAN CENTRAL EUROPE 2018
Thomas van der Burg
Head of Global Device Development Lab

8. „A huge plan can cause huge trouble and
frustration!
LEARNING

11. „Talk to your Customers – even when it´s hard
sometimes!
LEARNING

14. „Me trying to control something that can not
be controlled at all is limiting the cognitive
capability of my department to one brain –
Just mine!
LEARNING

20. „Self-Organization requires boundaries that
meet the needs of both: Leadership and
Individuals of the Team!
LEARNING

21. „Agile requires empowered Teams and
evolutionary change!
LEARNING
evolutionary

23. „If You start changing, your environment
needs to change with you!
LEARNING

27. „An effective Organization requires
coordination on higher Flight Levels and
management of dependencies!
LEARNING

31. SAGA

32. „Detail things in the latest possible moment
and aim for Customer Value in everything
you do!
LEARNING

37. „Organize for value creation, not people
utilization!
LEARNING

39. https://empoôõøwering.team/2018/04/25/interview-with-klaus-leoôõøpoôõøld-froôõøm-leanability/

40. MISSION LONG TERM PLANNING VALUE BREAKDOWN REFINEMENT OPERATIONS SUMMARIZING & LEARNING

42. Next 3 moôõønth Next 6 moôõønth Next 9 moôõønth Next 12 moôõønth
HOWLIKELYISITTOFINISH?
HOW MANY WORK CAN WE FINISH?
50%
85%
170 WP 360 WP 530 WP 710 WP

43. „Use Historical Data for evidence based
Forecasting!
LEARNING

44. [170 WP][20 WP][170 WP][170 WP][170 WP]
01.09.201801.12.201801.03.2019

45. [170 WP][20 WP][170 WP][170 WP][170 WP]
01.09.201801.12.201801.03.2019

46. „Limit work on the highest level that is to your
disposal to maximize (business) impact!
LEARNING

49. „Manage value flow on every Level and make
constraints, resistance and blockers
transparent!
LEARNING

51. „Retrospect and learn on all Levels!
LEARNING

53. „Everyone in our organization shall understand
his / her contribution to our customers
satisfaction and patients wellbeing!
LEARNING

55. THANK YOU!
www.linkedin.com/in/thomas-van-der-burg-757938b6
Thomas.vanderBurg@sanofi.com