Talk #1 - Kanban for Developers There is much hype about Kanban since it was perfected and introduced to the world by Toyota. Since then, not only manufacturers but all businesses looked into this simple but extremely powerful approach. As software developers are yearning for better project management and visibility on all aspects of their work, Kanban naturally blipped on their radar. In this session, we will look at the origins of Kanban, how it applies to software development along with misunderstandings and myths. We will also compare manufacturing practices with software development techniques and see how we can benefit from their experiences. During the session we will have some interactive exercises to help us better understand Kanban and becoming more efficient and productive by limiting the amount of work we do. Talk #2 - Kaizen: Continuous Process Improvement Enterprises can utilize Process Improvement to improve their workflow, allowing them to be more efficient, eliminate bottlenecks and problem areas, and as a result, achieve reduced costs, on-time delivery and increased profits. Currently, enterprises are facing stiffer competition to win customer acceptance through quality, and the need to develop more customer-oriented products and services faster than ever before. Einstein said "We can't solve problems by using the same kind of thinking we used when we created them.", and that is what lies at the heart of Kaizen. Improvement comes with a different look at the problems and doing this continuously every day and everywhere. It is more of a company culture than a project. But where do we start improving? British comic writer Douglas Adams said "See first, think later, then test. But always see first. Otherwise you will only see what you were expecting.". And that is exactly where we start. By looking deep into our workflow and process. In this session, we will look at Kaizen philosophy, why change is important and very hard to do. we'll also analyze waste and why it is bad for our business and see how quality-first approach makes us better at what we do. I will also provide some test cases and finish off by looking into implementing a Kaizen culture at the office by involving everybody.

1. Kanban
For Software Development
TJ Gokcen
Chief Software Architect at codebyts
codebyts

2. Agenda
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•
•
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A Brief History
Basic Concepts and Visualization
Kanban in Action: Software Development Scenarios
Kaizen and Continuous Improvement Culture
codebyts

3. codebyts
TJ Gokcen
•
•
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Chief Software Architect at codebyts
Kanban, Kaizen advocate
@tjgokcen @codebyts
www.codebyts.com
codebyts

4. A Brief History – World War II
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5. USA - Japan.
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6. William Edwards Deming (1900 – 1993)
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7. Toyota Production System: Just-in-Time and Autonomation
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8. Toyota Production System using Kanban
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9. Eliminate Chaos by Finding Bottlenecks
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10. •
93% communication is non-verbal
•
Images : Simultaneously deciphered
•
Language: Linear decoding
•
Children recognize objects before they
can speak
•
Visuals are processed 60,000 times
faster than text
© www.visual-learners.com
Visualize: Why does it matter?
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11. Waste is
• anything that does not improve the quality of the
product
• does not reduce the amount of time and effort it
takes to produce the product
• does not provide real value to the customer
See Waste, Eliminate Waste
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12. Bugs creeping into production. Leads to low quality customer perception, the longer it takes to
attend to it, the worse.
Waste: Defective Production
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13. Writing more code or functionality than required.
Waste: Overproduction
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14. Delays in starting a project, delays in staffing, delays due to excessive requirements
documentation, reviews, approvals, testing and deployment.
Waste: Waiting
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15. Take advantage of your team’s skillset.
Waste: Neglected Talent
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16. Task switching
Waste: Transportation
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17. Think of your favourite person or letters from A-J, and numbers 1-10
With the timer ready
1. Write each word on separate lines. Time it.
2. Write each word letter by letter on separate lines, switching
from word to word.
letters and numbers would be
ABCDEFGHIJ
1 2 3 4 5 6 7 8 9 10
In this case, first A, then 1, then B, then 2 and so on…
Context Switching Game
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18. With letters and numbers:
90
80
70
60
50
40
30
20
10
0
to 10
to 20
Linear
3rd Project - to 10
3rd Project - to 20
Context Switch
Context Switching Game: Compare Your Times
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19. Functions and/or methods (“dead code”) that are not being referenced or used by any other
function or method.
Waste: Inventory
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20. Finding information. From business consultant, to sales department, to project manager or
owner.
Waste: Motion
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21. Manual deployment vs. continuous delivery, manual testing vs. automated testing etc.
Waste: Excessive Processing
Source: Crisp Blog
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22. Defective Production
Overproduction
Waiting
Neglected Talent
Transportation
Inventory
Motion
Excessive Processing
DOWNTIME
Waste: Downtime
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23. In order to be able to write down your process, you need to go to the Gemba.
Visualize: Gemba (workplace)
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24. Kanban Board
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25. Visualize: Kanban Board
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26. Physical Kanban Board
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27. Visualize: Kanban Board
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28. Backlog
Analyze
doing
Dev
done
doing
Test
Ready
Production
done
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Initial Stage
Kanban In Practice: Perfect World
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29. Backlog
Analyze
doing
Dev
done
doing
Test
Ready
Production
done
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Problem: How do we know what do to and how much to do?
Kanban In Practice: Perfect World
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30. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Ready
Production
done
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Work In Progress Limits
Kanban In Practice: Perfect World
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31. Backlog
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doing
done
Dev (3)
doing
Test (2)
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done
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Kanban In Practice: Perfect World
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32. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Ready
Production
done
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Workflow
Kanban In Practice: Perfect World
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33. Backlog
Analyze (2)
Dev (3)
Test (2)
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done
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done
doing
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Ready
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Seeing what’s about to happen, before they happen
Kanban In Practice: Seeing is Believing
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34. Backlog
Analyze (2)
doing
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Dev (3)
doing
Test (2)
Ready
Production
done
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Seeing what’s about to happen, before they happen
Kanban In Practice: Seeing is Believing
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35. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Ready
Production
done
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Kanban In Practice: Seeing is Believing
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36. Backlog
Analyze (2)
doing
done
Dev (3)
doing
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Ready
Production
done
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Let’s see where the team’s at.
Kanban In Practice: Our Team
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37. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Production
done
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Ready
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BUG
Change
Request
Maint.
Other Items to work on.
Kanban In Practice: Bugs. Maintenance Issues. Change Requests. It’s
Feature
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38. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Production
done
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Ready
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URGENT
Things that should work but don’t. They need to be treated as “urgent”.
Kanban In Practice: BUGS
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39. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Production
done
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Another approach is to block the line.
Kanban In Practice: BUGS
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40. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Production
done
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Ready
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Kanban In Practice: Diminished Workflow = Bottleneck
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41. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
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Production
done
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Ready
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URGENT
Supply > Throughput (Capacity)
Kanban In Practice: Team Work
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42. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Production
done
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URGENT
Kanban In Practice: VIP
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43. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Production
done
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Policy: Feature over Maintenance
URGENT
Make policies that work for your team. Make your own rules.
Kanban In Practice: Policy
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44. Backlog
Analyze (2)
doing
done
Dev (3)
doing
Test (2)
Production
done
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Your wait time from here is
24 days
URGENT
Measure Every Step For Better Predictability
Kanban In Practice: Disneyland Wait Times
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45. - 24 stories completed in 3 weeks
- 8 stories per week
- 160 stories in backlog
- 160 / 8 = 20 weeks to complete (+/-)
- 3 weeks is 15 working days
- I have 5 developers, that is 75 developer days
- 75 / 24 = 3.125 avg. developer days per story
- This is the load factor in XP
Kanban Metrics
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46. TFS: 32897
18-11-2013
As a…
I want to…
A: 04-11-2013
D: 10-11-2013
Kanban In Practice: What’s In A Card?
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47. - Daily standups in front of Kanban Board
- Reflect every * - Kaizen
- Demonstrate every *
- Collaboration happens all the time,
otherwise line stops
* Determined by the team
Kanban for Software Development
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48. Kaizen
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49. Kaizen: Process should never be the bottleneck
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50. Planning
Features
doing
done
Development
doing
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Legal
Marketing
Released
done
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Kaizen: Kanban Board for Upstream and Downstream – The Big Picture
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51. Kaizen: Fear of Change
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52. Kaizen: No Suggestion Box
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53. 20
18
16
14
12
10
18
8
6
4
2
0
0.166666667
Suggestions Per Year
US(West)
Japan
Kaizen: Employee Suggestions Per Year
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54. 120
100
80
60
108
40
20
0
1
Suggestions Per 6 Years
US(West)
Japan
Kaizen: Employee Suggestions Per 6 Years (so the West reaches 1 suggestion)
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55. 100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
US(West)
Japan
Accepted
Declined
Kaizen: Suggestion Acceptance Rate
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56. On Time Arrivals
- 7th Place in 1994
- 1st Place in 1995
Kaizen: Case Study of Improvements: Management Driven
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57. Kentucky, US Plant
- Bolt bin pricing
- Local store
vs.
- Toyota Purchasing
Kaizen: Case Study of Improvements: Culture
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58. Quality First: Toyota’s Andon Cord
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59. Quality First: Toyota’s Andon Cord
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60. - 25,000,000 units
- 80 defective
- That is Six Sigma (6.01)
- 3,000,000 deliveries / day
- 99.9% = 2,997,000
- 3,000 people not getting their
packages
Mental Block: Success rate is 99.9%
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61. Mental Block: Don’t Fix It If It Ain’t Broken
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62. Mental Block: No Reports Does Not Mean No Mistakes
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63. Humans Will Make Mistakes
© Simpsons Fox Network
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64. Jeff Bezos, of Amazon:
“I encourage our
employees to go down blind alleys and
experiment. If we can get processes decentralized so that we
can do a lot of experiments without it being very costly, we’ll get a lot
more innovation.”
Policy For Dealing With Mistakes
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65. Shared Responsibility
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66. Too Big Too Soon
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67. Policy For The Organisation: What is Our Goal For This Year?
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68. Kaizen: Company Genes
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69. Thank You
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