Mattias SkarinKanban / Lean coach

www.crisp.se

Improving the full value stream

Lean Kanban Central Europe, 2013

http://blog.crisp.se/mattiasskarin

mattias.skarin@crisp.se

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LEAN TRANSITIONCore thinking guiding (our)

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Lean is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.

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Lean improvement prioritization

AddValue

Improveflow

Removewaste

Continuously improve

”End to end”

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Value – are we there yet?

Value demand

Failure demand

Unvalidateddemand

False demand

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Change thinking, is useless

Culture

Values, attitude

What we do

Change behavior -

to change thinking

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Improvements happens by

• Improve• Maintain• Achieve• Define

Quality overspeed

Facts first

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TOOLS That help drive good behaviour

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Tools

InterfacesImprovement pulseConceptsStatistical sampling

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”Interfaces”

DevelopmentProduct management Support

Interface Interfaces

Answers: What is good quality input? Owned by people working in the process

Behaviour (meet up once a month) Did we keep it? What should be changed? What is superficial?

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Concept name:

Impact:(how do you want to improve the world of the end user? Use a comic strip to illustrate)

Experienced advantages, per role or customer segment (what not to comprimiizeaway)

Market size(estimation)

0 – 100’

100 ’– 300’

300’ – 1’’

> 1’’

Why do it?(from a market perspective)

Grab new customer

Keep customer

Stay on market

Date:Created by:

Expend customer

Be more effective

Other(what:

GUI idea

Productfeatures tradeoffs(the most important)

Basic

Linear functions(the more the merrier)

Surprice(wowfactor)

Browser support (versions we need to be compatiible with)

Firefox IE Safari Chrome Mobile dev.

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The big idea

Concept owner

Happy client

TeamRelease Function

The person passionate about the idea takes it all the way to happy client

There is no handover

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Why care? Example

Wait Wait WaitRelearningprestudy Dev TestWait Wait Rel

39 months

Pre studyBusiness Analysis Project Gov. Relearning Dev

Prestudy, Estimation, Approval, Waiting Building it 9 months

Total time: 4 years

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Dev

Working software?

Concept owner

Third party

Data

Customerconfig

Training

Hardware

Customer

Legacy code

Customer Process change

Customer

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Improvement pulse

Purpose:

- Free management time! -”Fingerspitzengefühl”

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Improvement pulse

http://sv.wikisource.org/wiki/Kultur_och_teknik

Experiment, with confidience

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Improvement pulse - dashboard

Sales - $ Quality

Lead time (optional)

Sales Prod Dev Support

Focus:

Improve:

Mgmt

Purpose: - Shared view / split vision for teams - Avoid local suboptimization - Alignment / Focus

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Improvement pulse– the behaviours

Before (walk)

1. Who owns charts and board?2. Set interval for walk – a fixed time (participation: managers from all functions)3. Before walk: Update my charts4. Highlight ”what’s odd”

During (walk)

1. What’s current focus?2. What’s are you improving on?3. What do we need to focus on4. Any problem teams want to raise?5. Do we take it on?6. Who owns it (manager)?

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Learning to use statistical sampling

”Trust, but verify!”

Ronald ReaganBehavour:When in trouble – facts first

2000:33

Case studyImproving a product line

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Market Existing customer base Product judged as key to future Market window is ”now”

15500

3300

20,3’’

17,6’’

EbitStaff2013 Q1/2

(84%)

(21%)

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Product in bad need of repair

Product face lift

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Product owner

Support

Dev teams

Customerspecialists

Sales team

Development

Sales

India

Swe

We are Distributed

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PO / Department Manager

Sales

CustomerSpecialist

Dev

Support

We all pushit

Not sure we can affordhire more support staff

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Mapping the value stream

New idea

Try iton

specialist

Estimate

Sprint

Regr.test

Write userstory

7 2sp

Lead time: 28v / 7m

4 months 3 months

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Define process

SimplifyIdeas Concept Development Runnableby client

MMF

MMF

1.

2.

3.

4.

MMF

Kund

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Interfaces

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Achieve?

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Maintain.. ?

I hear this test driven development stuff is slowing

developers down..

Manager

We must be twice asslow now!

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200

5

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45

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10 10 10

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Velocity week 46 (2010) to week 34 (2011)

2011

Before: 196 After: 203

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Lead time

0

50

100

150

200

250

300

350

400

450

500 Lead Time

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Problem #2

There are too many bugs!We can’t ship!

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Check the facts

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2011

/05/

29

2011

/06/

02

2011

/06/

06

2011

/06/

10

2011

/06/

14

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2011

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2011

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2011

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2011

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2011

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2011

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2011

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2011

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2011

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2011

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290

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How are we doing in production?

0,60,5

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Check the facts - what’s being reported?

Bugs

Feat

ure

req.

old

pro

duct

New fe

atur

e

3rd

party

inte

grat

ion

Usabi

lity

Prod

uctio

n en

v.02468

101214161820

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Where could we have found them?

Function test Different role Different brower

Testing on prod. data

0

1

2

3

4

5

6

7

8

9

10

Only to find using regression testingQuite few, but developers should find

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Maybe we moved a bit too fast..

Before: release interval: 6m

Now: Release interval 2 weeks

Fix: Inject regression testing Increse time between release to 3w

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1. Improvement Kata - Define

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Maintain

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Seek perfection

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Let’s try it again..

Dev & SupportSales

PO

”It has to shine!We have promised!”

”Are you willing to invest go get Quality?”

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Define..(now by manager)

Customer expertsSales

Interface

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What’s sticky?

Let’s checkfacts first

I’ve got a bug

Pull quality, in every step

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What’s changed?

Sales

Cust. spec.

Product

Dev

”If it wasn’t for lean,I don’t think this productwould be here today”

Department manager

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Summing up

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Your untapped upside

Discovery - from idea to sprint

Pull, validated, customer value

...over short term profit

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What behaviour are you going to change?

Links:crisp.se/conceptsblog.crisp.se/mattiasskarin