Making products fly involves more than just the development team. So how do we involve, intract and improve with the non software parts of the value chain? Let me walk through lean techniques and thinking that helps drive improvements across organizational borders. I’ll share experiences and examples from real case studies where they have been put to use.

1. Improving the full value stream
Lean Kanban Central Europe, 2013
Mattias Skarin
Kanban / Lean coach
www.crisp.se
http://blog.crisp.se/mattiasskarin
mattias.skarin@crisp.se

2. Core thinking guiding (our)
LEAN TRANSITION
Mattias Skarin
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3. 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.
Mattias Skarin
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4. Lean improvement prioritization
Remove
waste
Improve
flow
”End to end”
Add
Value
Continuously
improve
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5. Value – are we there yet?
Value demand
Unvalidated
demand
Failure demand
False demand
5

6. Change thinking, is useless
What
we do
Values,
attitude
Culture
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7. Improvements happens by
•
•
•
•
Improve
Maintain
Achieve
Define
Quality over
speed
Mattias Skarin
Facts first
7

8. That help drive good behaviour
TOOLS
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9. Tools
Interfaces
Improvement pulse
Concepts
Statistical sampling
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10. ”Interfaces”
Product management
Development
Interface
 Answers: What is good quality input?
 Owned by people working in the process
Mattias Skarin
Support
Interfaces
Behaviour (meet up once a month)
 Did we keep it?
 What should be changed?
 What is superficial?
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11. Concept name:
Created by:
Impact:
(how do you want to improve the world of the end user? Use a comic strip to illustrate)
Date:
GUI idea
Experienced advantages, per role or customer segment
(what not to comprimiizeaway)
Surprice
Productfeatures tradeoffs
(the most important)
(wowfactor)
Linear functions
(the more the merrier)
Basic
Market size
(estimation)
Why do it?
(from a market perspective)
Grab new customer
> 1’’
300’ – 1’’
100 ’– 300’
0 – 100’
Browser support (versions we need to be compatiible with)
Firefox
IE
Safari
Chrome
Mobile dev.
Keep customer
Stay on market
Expend customer
Be more effective
Other(what:
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12. The big idea
Concept owner
Happy client
Team
Release
Function
The person passionate about the idea
takes it all the way to happy client
There is no handover
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13. Why care? Example
Business Analysis
Wait
Pre study
Wait
Prestudy, Estimation, Approval, Waiting
Project Gov.
Relearning
Wait
Relearning
prestudy
39 months
Dev
Dev
Wait
Building it
Test
Wait
Rel
9 months
Total time: 4 years
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14. Customer
Concept
owner
Customer
Dev
Working software?
Customer
Process change
Training
Customer
Data config
Hardware
Third party
Legacy code
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15. Improvement pulse
Purpose:
- Free management time!
-”Fingerspitzengefühl”
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16. Improvement pulse
Experiment, with confidience
http://sv.wikisource.org/wiki/Kultur_och_teknik
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17. Improvement pulse - dashboard
Sales - $
Quality
Sales
Prod
Dev
Support
Focus:
Improve:
Lead time
(optional)
Mgmt
Purpose:
- Shared view / split vision for teams
- Avoid local suboptimization
- Alignment / Focus
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18. Improvement pulse– the behaviours
Before (walk)
1.
2.
3.
4.
Who owns charts and board?
Set interval for walk – a fixed time (participation: managers from all functions)
Before walk: Update my charts
Highlight ”what’s odd”
During (walk)
1.
2.
3.
4.
5.
6.
Mattias Skarin
What’s current focus?
What’s are you improving on?
What do we need to focus on
Any problem teams want to raise?
Do we take it on?
Who owns it (manager)?
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19. Learning to use statistical sampling
”Trust, but verify!”
Behavour:
When in trouble – facts first
Mattias Skarin
Ronald Reagan
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20. Case study
Improving a product
line
00:33
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21. Market
 Existing customer base
 Product judged as key to future
 Market window is ”now”
2013 Q1/2
Staff
Ebit
15500
20,3’’
17,6’’
(84%)
3300 (21%)
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22. Product in bad need of repair
Product face lift
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23. Sales team
We are Distributed
Sales
Customer
specialists
Product owner
Development
Dev teams
India
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Swe
Support
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24. PO / Department Manager
Customer
Specialist
Sales
Dev
Support
Not sure we can afford
hire more support staff
We all push
it
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25. Mapping the value stream
2sp
7
New
idea
Try it
on
specialist
Write user
story
Estimat
e
4 months
Spri
nt
Regr.
test
3 months
Lead time: 28v / 7m
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26. Define process
Ideas
Concept
Simplify
Development
1.
3.
2.
Runnable
by client
4.
MMF
MMF
MMF
Kund
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27. Interfaces
2014-01-14
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28. Achieve?
2014-01-14
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29. Maintain.. ?
I hear this test driven
development stuff is slowing
developers down..
Manager
We must be twice as
slow now!
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30. Before: 196
After: 203
Velocity week 46 (2010) to week 34 (2011)
45
43
40
35
35
29
30
24
25
24
22
23
22
22
20
20
18
17
17
20
17
15
11
10 10 10
10
5
5
0
1
2
3
4
5
6
7
8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37
2011
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31. Lead time
500
Lead Time
450
400
350
300
250
200
150
100
50
0
2009/10/01 2009/12/01
2009/11/01 2010/01/01 2010/03/01 2010/05/01 2010/07/01
2010/02/01 2010/04/01 2010/06/01 2010/08/01 2010/10/01 2010/12/01
2010/09/01 2010/11/01 2011/01/01 2011/03/01 2011/05/01 2011/07/01
2011/02/01 2011/04/01 2011/06/01 2011/08/01
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32. Problem #2
There are too many bugs!
We can’t ship!
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33. Check the facts
How are we doing in production?
10
9
8
7
6
5
4
3
2
1
0,5 0
0,6
2014-01-14
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34. Check the facts - what’s being reported?
20
18
16
14
12
10
8
6
4
2
0
Bugs
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Feature req. New feature 3rd party
old product
integration
Usability
Production
env.
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35. Where could we have found them?
10
9
8
7
6
5
4
3
2
1
0
Function test
Different role
Quite few, but developers
should find
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Different brower Testing on prod.
data
Only to find using regression testing
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36. Maybe we moved a bit too fast..
Before: release interval: 6m
Now:
Release interval
2 weeks
Mattias Skarin
Fix: Inject regression testing
Increse time between release to 3w
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37. 1. Improvement Kata - Define
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38. Maintain
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39. Seek perfection
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40. Let’s try it again..
PO
Sales
”It has to shine!
We have promised!”
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Dev & Support
”Are you willing to invest go get
Quality?”
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41. Define..(now by manager)
Sales
Customer experts
Interface
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42. What’s sticky?
Let’s check
facts first
I’ve got a bug
 Pull quality, in every step
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43. What’s changed?
”If it wasn’t for lean,
I don’t think this product
would be here today”
Sales
Department manager
Cust. spec.
Product
Dev
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44. Summing up
01:32
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45. Your untapped upside
Discovery - from idea to sprint
Pull, validated , customer value
...over short term profit
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46. What behaviour are you going to change?
Links:
crisp.se/concepts
blog.crisp.se/mattiasskarin
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