Intro to Lean Practices & Tools

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Lean Practices & ToolsRemember, practices evolve. Principles endure

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Tools are a means to an end Helping teams apply Lean

principles

Eliminate Waste

BuildQuality In

Create Knowledge

Defer Commitment

Deliver Fast

Respect People

Optimize the Whole

Process

Skille

d Pe

ople

Tools & Technology

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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

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Value Stream Mapping: Touch Time & PCE

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Measuring Speed: Lead Time vs Cycle Time

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Value Stream Mapping: Bottlenecks

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Bull-whip Effect

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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 collaborativelyusing Kanban to implement Lean

Evolve

* Often implicitly at first

Kanban: Dynamic VSM

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Managing WIP limits for queues much easier than managing capacity utilization directly

Work Cells: Stability for delivery & kaizen

Career Management

Hiring

Training

Standards

Mentoring

SquadDelivery

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

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Obeya: Putting (& keeping) teams together

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Takt Time: A predictable rhythm of delivery

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Week 0 Week 1 Week 2 Week 3 Week 5Week 4

PullPlanning

Hackathon

or

SquadDrivenWork

A3 A3 A3A3

Takt Time: A predictable drumbeat of delivery

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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

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Jidoka: Auto(nom)ating for Scale

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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

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A3: Concisely clarifying problems vs solutions

What is this? Why should I care?

How?Who will notice?

Why? What else?

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MVP: Minimum testable, usable, loveable

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FrequentSmallGoodDecoupled FSGD

( Fizz Good )

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leankit.com/learn

• Articles

• E-books

• Webinars

• Templates

• Case Studies

Key ReadingImplementing 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

www.leankit.com

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