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Double K: Kanban and Kata The continuous improvement journey of two IT teams using Kanban and the Toyota Kata
Bernadette Dario Twitter: @BernadetteDario [email protected]
Bernadette Dario
CSM
ACP
IT Group
Project A
Project C
Project B
SERVICE LINES PROJECTS
220+ people
Agile/Kanban/Lean Coaches
Other Support Groups
PROJECT “CONNECT”
Project C
Challenges
http://canvanizer.com/canvas/yrT8bQ39xW4
Change Canvas
RISKS, ISSUES, BLOCKERS
K for Kanban
--- May 2012 --- July 2012 --- Sept 2012 --- Nov 2012 --- Dec 2012
Observations Improvement Outcome
Features stuck in Requirements Validation
Policy Change – Developers can pull even without “sign off”
Improvement in the flow of work
Same blocker on 3rd party service provider always comes up (environment setup and moving stuff through the environments)
New Policy Established – Inform service provider of requests 2 weeks before Initiate – Root cause analysis
Features stuck in development for our 3rd party developer
New process - Setup a cadence of biweekly releases
Improvements
• Develop team’s capability to problem-solve
Power-Up for Kaizen!
• Utilize feedback loops as kaizen events
Power-Up for Kaizen!
DAILY STANDUPS = mini KAIZEN
• How can we improve the flow of the work? – Bottlenecks – Issues/blockers – Recurring issues – Internal and External
Dependencies – Stalled work – Work in inactive states – Vacant states
RETROSPECTIVES
• Improvement as a work type
Power-Up for Kaizen!
• Recognize people who initiate improvements
Power-Up for Kaizen!
• Push ownership of the processes to the team
Power-Up for Kaizen!
• Do not settle for workarounds. Dig deep when necessary.
Power-Up for Kaizen!
• Improvement in delivery • Better collaboration within the team • Enhanced relationship with Business • Team members who care about improving
Results
Project Team Feedback
Kanban enabled team to be mindful of work in progress
Kanban was very effective for team collaboration and daily touch point
Issue resolution was faster by making issues visible on the Kanban board. Team swarmed on every issue!
Kanban allowed for volume and flow of work to be visible to the Business
Business Feedback
Collaboration within team brought out great ideas
Prioritization with the
Business during weekly stand
ups
Great, open communication between IT and Business
Liked the visibility and transparency of work on Kanban Board
Kanban allowed for early identification of
issues/discuss solutions and resolve
• Keeping electronic board synchronized with the physical board
• Collecting metrics manually • Keeping to WIP limits
Challenges of Kanban
KATA = “form”
Routine that is practiced so it becomes second nature
K for Kata
Routines that enable continuous improvement
K for Kata
LEARNER COACH
PROJECT TEAM MANAGER
1 2
2nd COACH
LEAN COACH
3
Go!
Roles
Improvement Kata
The Five Questions
1. What is the Target Condition? 2. What is the Actual Condition now?
- What was your last step? - What did you expect? - What actually happened? - What did you learn?
3. What Obstacles do you think are preventing you from reaching the target condition? Which one are you addressing now?
4. What is your Next Step? What do you expect? 5. When can we go and see what we Have Learned
from taking that step?
Go!
Coaching Kata
Deliver the best product possible; Zero defects that
interfere with/disrupt business operations
Improvement Focus: Quality
Escaped Defect Density – .50 Requirements % Dist – 63%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
Escaped Defect Density – .50 Requirements % Dist – 63%
Probing
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
Incomplete test cases
Requirements not clear to Testers
Testers not part of
collaboration sessions
Escaped Defect Density – .50 Requirements % Dist – 63%
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
Escaped Defect Density – .50 Requirements % Dist – 63%
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
By involving the Testers during requirements walkthroughs, they will be able to capture critical scenarios in their test cases resulting to less defects escaped to BAT/Prod.
Escaped Defect Density – .50 Requirements % Dist – 63%
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
Inconsistent participation by testers during requirements walkthroughs
Escaped Defect Density – .50 Requirements % Dist – 63%
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
By having the BAs go through the test cases,
validation as to the completeness of the
scenarios will be made resulting to less defects escaped to BAT/Prod.
Escaped Defect Density – .50 Requirements % Dist – 63%
Defect Density = .61
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
MMF 4,5,9 Escaped defect density – .61
Requirements %Dist – 50%
Escaped Defect Density – .50 Requirements % Dist – 63%
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
It was a challenge for BAs to go through the
test cases; not their language
Escaped Defect Density – .50 Requirements % Dist – 63%
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
By co-locating the team and pairing BAs and
Testers during Testing, more requirements
related defects will be identified during functional testing
resulting in less defects escaped to BAT/Prod.
Escaped Defect Density – .50 Requirements % Dist – 63%
Defect Density = .1
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
MMF6,10,3,7 Escaped defect density - .1
Requirements %Dist - 0
Escaped Defect Density – .50 Requirements % Dist – 63%
Escaped Defect Density – decrease
by 20% Requirements %
Dist – decrease by 20%
Deliver the best product possible; Zero defects that
interfere with/disrupt
business operations
Co-location is a must! Pairing during testing
works to ensure all scenarios are tested!
Escaped Defect Density – .50 Requirements % Dist – 63%
• Need more opportunities to practice the desired behavior
• Inconsistent participation of managers as Coaches
• Long PDCA cycles
Challenges of Kata
IT Group
Project A
Project C
Project B
SERVICE LINES PROJECTS
220+ people
Agile/Kanban/Lean Coaches
Other Support Groups
SERVICE LINE “WELLNESS”
Prioritized queue for
Service Line (mixed work types)
Features
Service Requests
SLM
Incidents
K for Kanban
Classes of Service
--- July 2012 --- Aug 2012 --- Sept 2012 --- Dec 2012 --- March 2013
• Improvement in customer satisfaction
Results
Fair Good V.Good Excellent
2.4 3.0 Use of new techniques to bring about collaboration
Communicate progress of work on a timely basis 2.8 3.2
Openness/responsiveness to your requirements or to changes in requirements
3.2 3.0
Deliver on time 3.2 3.4
Quality of output 3.0 3.4
Oct 2012 Jan 2013
Enable understanding of incremental delivery and Kanban 3.2 2.75
Team’s understanding of business needs 2.0 2.6
Leadership of Team 3.0 3.4
Customer Satisfaction Survey
Oct 2012: NPS = 20% - 20% = 0
Net Promoter Score
1-20% 3-60% 1-20%
How likely is it that you would recommend the team to deliver IT solutions for a colleague?
Net Promoter Score
1-20% 2-40% 2-40%
Jan 2013: NPS = 40% - 20% = 20
How likely is it that you would recommend the team to deliver IT solutions for a colleague?
• Improvement in customer satisfaction • Fully engaged Business stakeholders
Results
What worked well
IT Team+Bus working very well together
We are more in tune with
Kanban process now
Good working relationship
(professional, friendly,
responsive)
Open Communi-
cation Business
IT Team
Business willing to adapt to changes
with the team and support new ideas
Working with Business to
gather requirements
Cooperation between IT &
Business
• Unstable team • Getting Business to correctly classify work
according to cost of delay
Additional Challenges of Kanban
Improvement Focus: Lead time
Improvement Focus: Quality (3rd party)
High performing team capable of delivering QUALITY and VALUE
to Business
3rd party Feature Lead time Avg = 76 days 3rd party generated high/serious escaped defects > 0
Reduce Feature lead time by 10% 3rd party generated high/serious escaped defects = 0
Requirements not clear to testers
3rd party engagement model not followed
People not 100%
allocated
By getting the agreement from the Business on the 3rd party engagement model, requirements will be better understood by the Testers and will result to reduced lead time & escaped defects
Business has agreed to model Business now going through team
By having BDD collaboration sessions,
a common understanding of the requirements will be
achieved and will result to less requirements
churn/decrease in lead time & escaped defects
Business was receptive to BDDs during training
Improvement Focus: Lead time
Lead time = 39 days 3rd party generated high/serious defects = 0
Gaining an understanding of req before passing it on to 3rd party is essential
BDDs helped in gaining common understanding of requirements
Key Points
Kanban is a framework that enables continuous improvement. The deeper your Kanban adoption, the more you can utilize the system to bring about kaizen. Supplementing Kanban with Kata (routines) enables kaizen through data-driven improvements executed via short experimentation cycles.
