The Art of Lean Performance

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This document discusses principles and techniques for creating a lean house or organization, including: - Focusing on leadership, value, respect for people, flow, and continuous improvement (kaizen). - Ensuring purpose and priorities are clear, respecting people, removing barriers, and defining value. - Visualizing and improving the flow of value through the whole system smoothly. - Using techniques like limiting work-in-progress, addressing unplanned work, giving and incorporating feedback through lean coffee, creating a safe culture, and continuously improving.

Technology

@dominicad
THE LEAN HOUSE
Ø  Leadership
Ø  Value
Ø  Respect for people
Ø  Flow
Ø  Kaizen

@dominicad
Communicate
Purpose & Priorities
Respect People
“Remove barriers
that rob people of
their right to pride
of workmanship.”
~ Deming

@dominicad

Business value? Customer value? Employee value?
(These may not all be the same)
How is VALUE defined & communicated?
Is Purpose & Priority crystal
clear?
How do people know what to
work on to provide the most
value for the company?

@dominicad

PULL VALUE
thru
the whole system
SMOOTHLY
FLOW

@dominicad
Some Visibility is a good start1
But…
work items not
broken down
small enough
can get stale
and prevent
Flow.

@dominicad
A Focus on individuals & siloed teams2
Individually named
swim lanes may make
it easier to see who is
working on what.
But… if the goal is to
see value flow thru the
whole system quickly,
consider how people
might not collaborate
when using this kind of
visual.

@dominicad
WIP Limits, if they exist, aren’t adhered to3

Visualizing
WIP limits is a
great start.
But… ignoring
them puts you
at a
disadvantage.
A true pull
system
increases
Flow & Value.

@dominicad
Not Much Continuous Improvement4
Fast
feedback
reduces
risk
Abandoned feedback
rarely converts to an
improvement

@dominicad

If you find yourself in the Shallows,
don’t fret. Here’s what to do:
Ø  Think like a System
Ø  Focus on the Flow of Value
Ø  Kaizen to Continuously
Improve

ENTERING
THE DEEP
Tips for diving deeper
to discover hidden
business value
@dominicad

@dominicad
Ensure Metrics Foster the Right Stuff1Think like a system, not a siloed team
Value is delivered
after work flows
across the whole
system.
We need many hands
across many teams to
get the job done.

@everydaykanban
1 Build Relationships with Other Teams

@dominicad
Visualize Cross-Team Dependencies2

@everydaykanban
Respect people – Use Safe Metrics3

@everydaykanban
Focus on the Flow of Value

@everydaykanban
Visualize workflow, not busy people1

@everydaykanban
Use “Pull” to Manage Flow2

@dominicad
Limit WIP to Find Problems3
Remove barriers of
too much WIP,
so people can deliver
some value before
starting something
new.

Partially completed work
results in unmet value.

@dominicad
Check Amount of Unplanned work4

@dominicad
Kaizen to Continuously Improve
Constantly
assess and
improve
conditions to
enable better
Flow

@dominicad
Make Feedback a Habit with Lean Coffee1
To reduce J-curve resistance, the hearts and minds of
people must be open to change.
Casual, in-person conversations with people of opposing
viewpoints is one of the easiest paths to change.
Nothing accomplishes this better than a personal
relationship generated by frequent face-to-face
conversations in a safe, calm and respectful setting such
as Lean Coffee.
http://leancoffee.org/
http://www.goodreads.com/book/show/31254674-how-to-have-great-meetings

@dominicad
Remove Fear – Create a Safe Culture2
Like the captain of a
ship, leadership should
provide a safe
environment for the
crew.
Don’t let teams dive for
treasure without proper
support.

@everydayakanban
Rub Some Science On It3

TO RECEIVE THE FOLLOWING:
Ø A copy of this presentation
Ø A copy of the LeanKit Lean Business report
Ø A Kanban roadmap e-book to help you dive into the
deep
Just pick up your phone and send an email to:
dominica@leankit.com
Subject: FLOW

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2. @dominicad THE LEAN HOUSE Ø  Leadership Ø  Value Ø  Respect for people Ø  Flow Ø  Kaizen

3. @dominicad Communicate Purpose & Priorities Respect People “Remove barriers that rob people of their right to pride of workmanship.” ~ Deming

4. @dominicad Business value? Customer value? Employee value? (These may not all be the same) How is VALUE defined & communicated? Is Purpose & Priority crystal clear? How do people know what to work on to provide the most value for the company?

5. @dominicad PULL VALUE thru the whole system SMOOTHLY FLOW

6. @dominicad

7. @dominicad

8. @dominicad

9. @dominicad Some Visibility is a good start1 But… work items not broken down small enough can get stale and prevent Flow.

10. @dominicad A Focus on individuals & siloed teams2 Individually named swim lanes may make it easier to see who is working on what. But… if the goal is to see value flow thru the whole system quickly, consider how people might not collaborate when using this kind of visual.

11. @dominicad WIP Limits, if they exist, aren’t adhered to3 Visualizing WIP limits is a great start. But… ignoring them puts you at a disadvantage. A true pull system increases Flow & Value.

12. @dominicad Not Much Continuous Improvement4 Fast feedback reduces risk Abandoned feedback rarely converts to an improvement

13. @dominicad If you find yourself in the Shallows, don’t fret. Here’s what to do: Ø  Think like a System Ø  Focus on the Flow of Value Ø  Kaizen to Continuously Improve

14. ENTERING THE DEEP Tips for diving deeper to discover hidden business value @dominicad

15. @dominicad Ensure Metrics Foster the Right Stuff1Think like a system, not a siloed team Value is delivered after work flows across the whole system. We need many hands across many teams to get the job done.

16. @everydaykanban 1 Build Relationships with Other Teams

17. @dominicad Visualize Cross-Team Dependencies2

18. @everydaykanban Respect people – Use Safe Metrics3

19. @everydaykanban Focus on the Flow of Value

20. @everydaykanban Visualize workflow, not busy people1

21. @everydaykanban Use “Pull” to Manage Flow2

22. @dominicad Limit WIP to Find Problems3 Remove barriers of too much WIP, so people can deliver some value before starting something new. Partially completed work results in unmet value.

23. @dominicad Check Amount of Unplanned work4

24. @dominicad Kaizen to Continuously Improve Constantly assess and improve conditions to enable better Flow

25. @dominicad Make Feedback a Habit with Lean Coffee1 To reduce J-curve resistance, the hearts and minds of people must be open to change. Casual, in-person conversations with people of opposing viewpoints is one of the easiest paths to change. Nothing accomplishes this better than a personal relationship generated by frequent face-to-face conversations in a safe, calm and respectful setting such as Lean Coffee. http://leancoffee.org/ http://www.goodreads.com/book/show/31254674-how-to-have-great-meetings

26. @dominicad Remove Fear – Create a Safe Culture2 Like the captain of a ship, leadership should provide a safe environment for the crew. Don’t let teams dive for treasure without proper support.

27. @everydayakanban Rub Some Science On It3

28. @dominicad Track your progress

29. TO RECEIVE THE FOLLOWING: Ø A copy of this presentation Ø A copy of the LeanKit Lean Business report Ø A Kanban roadmap e-book to help you dive into the deep Just pick up your phone and send an email to: dominica@leankit.com Subject: FLOW

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