Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

LKCE16 -Upstream & Customer Kanban by Patrick Steyaert

1.701 Aufrufe

Veröffentlicht am

Talk given at Lean Kanban Central Europe 2016

Veröffentlicht in: Leadership & Management
  • Als Erste(r) kommentieren

LKCE16 -Upstream & Customer Kanban by Patrick Steyaert

  1. 1. CUSTOMER KANBAN © Patrick Steyaert, 2016 1
  2. 2. CUSTOMER KANBAN © Patrick Steyaert, 2016 2 Success average lead &mes have dropped from 8 to 2 weeks all the while reducing failure load by improving quality Increased delivery rate by 40%
  3. 3. CUSTOMER KANBAN © Patrick Steyaert, 2016 3 Local optimization Success Customer Business Delivery
  4. 4. CUSTOMER KANBAN © Patrick Steyaert, 2016 4 Looking at the whole UPSTREAM Improve capability to beMer meet demand 1 AnPcipate, manage and shape the demand 2 End-to-end flow from request to delivery! DOWNSTREAM 3 Collaborate
  5. 5. CUSTOMER KANBAN © Patrick Steyaert, 2016 5 IMPEDANCE MISMATCH key challenge DeliveryDemand STOCKS SILOS TENSION Flow of outgoing work Flow of incoming work
  6. 6. CUSTOMER KANBAN © Patrick Steyaert, 2016 6 The Case 1 IT maintenance team 2 Change requests (CR) and small projects 3 Across domains of ERP, Business Intelligence (BI), Electronic Data Interchange (EDI), ApplicaPon development (APP)
  7. 7. © Patrick Steyaert, 2016 CUSTOMER KANBAN 7 Incoming versus Outgoing Change Requests Customer lead Pme varies between a few days and 30+ weeks. New CR Closed CR Backlog
  8. 8. © Patrick Steyaert, 2016 CUSTOMER KANBAN 8 Points of dissatisfaction The customer Long customer lead Pmes No reliable indicaPon when a request will be fulfilled Large backlog Lack of transparency Too much process
  9. 9. © Patrick Steyaert, 2016 CUSTOMER KANBAN 9 Points of dissatisfaction The team Interrupt work, mulP- tasking Small projects become suddenly urgent Unclear require- ments Late changes Business not being available Business not accepPng in Pme
  10. 10. © Patrick Steyaert, 2016 CUSTOMER KANBAN 10 UATReady to start Analysis Development Test Ready for UAT Ready to deployReady to commitIdea/Request Synthesis Analysis Kanban board visualization Upstream Downstream Large WIP (Work-In-Progress) Blocked items (many because of dependencies)
  11. 11. © Patrick Steyaert, 2016 CUSTOMER KANBAN 11 UATReady to start Analysis Development Test Ready for UAT Ready to deploy 10 14 5 ∞ ∞∞ System lead Pme WIP limits Start what you can finish!
  12. 12. © Patrick Steyaert, 2016 CUSTOMER KANBAN 12 Kanban success
  13. 13. © Patrick Steyaert, 2016 CUSTOMER KANBAN 13 System Kanban Idea / Request Ready to prepare Ready to commit Ready to start Ready to accept Ready to deliver Delivery System Kanban Upstream System lead +me Downstream Boundary Boundary Commitment point WIP Limit WIP Limit WIP Limit Worker Pull System Kanban Token FLOW
  14. 14. © Patrick Steyaert, 2016 CUSTOMER KANBAN 14 Limits to success 0 1 2 3 4 5 6 7 8 9 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30+ Frequency of occurrence Customer lead +me Customer lead &me Time between request and fulfillment of the request
  15. 15. © Patrick Steyaert, 2016 CUSTOMER KANBAN 15 UATReady to start Analysis Development Test Ready for UAT Ready to deploy 10 14 5 ∞ ∞ ∞ System lead Pme Ready to commitIdea/Request Synthesis Analysis End-to-end customer lead Pme Push-pull boundaries System Kanban boundaries Upstream Downstream … and work piles up here. Work piles up here …
  16. 16. © Patrick Steyaert, 2016 CUSTOMER KANBAN 16 Upstream process Fragmented, ambiguous, conflic&ng ideas and requests are captured SYNTHESIS ANALYSIS Ideas and requests are turned in a shared, coherent high level concept Concept is split in detailed work items that can be allocated to teams
  17. 17. © Patrick Steyaert, 2016 CUSTOMER KANBAN 17 Upstream Kanban Visualization Ready to commitIdea/Request Synthesis AnalysisReady to prepare Small, simple items skip the synthesis step.
  18. 18. © Patrick Steyaert, 2016 CUSTOMER KANBAN 18 OPTION Selection analysis synthesi s capture downstre am Commitment point selection selection ideas selection option s commitme nts Upstream
  19. 19. © Patrick Steyaert, 2016 CUSTOMER KANBAN 19 observations 1 Small, simple items move quickly into “Ready to commit” (ogen too early, flooding the inventory) 2 Large, complex items move slowly into “Ready to commit” (ogen too late, leading to starva&on or expedi&ng)
  20. 20. © Patrick Steyaert, 2016 CUSTOMER KANBAN 20 Flooding Ready to commitIdea/Request Synthesis AnalysisReady to prepare Small, simple items are pushed from “Request” into “Ready to commit” because of approval process.
  21. 21. © Patrick Steyaert, 2016 CUSTOMER KANBAN 21 UATReady to start Analysis Development Test Ready for UAT Ready to deploy 10 14 5 ∞ ∞ ∞ System lead Pme Ready to commitIdea/Request Synthesis Analysis End-to-end customer lead Pme starvation System Kanban Upstream Downstream … we may end up with gaps in our upstream pipeline that lead to starvaPon later. But, when all aMenPon goes to downstream because of the pressure to deliver … Team members that mainly work downstream are also needed upstream (and vice versa).
  22. 22. © Patrick Steyaert, 2016 CUSTOMER KANBAN 22 Expediting Ready to commitIdea/Request Synthesis AnalysisReady to prepare As Pme pressure builds up, requests are expedited directly to downstream without proper preparaPon.
  23. 23. © Patrick Steyaert, 2016 CUSTOMER KANBAN 23 orientation Ready to commitIdea/Request Synthesis AnalysisReady to prepare Some items only require short upstream lead &me, and move too early through upstream Other items require longer upstream lead &me, and move too late through upstream
  24. 24. © Patrick Steyaert, 2016 CUSTOMER KANBAN 24 Triage We can always pull the item when needed, not much effort is needed in preparaPon Green Will pass selecPon if it is given due aMenPon, Pme and effort in preparaPon; risk of becoming red otherwise Yellow Needs immediate aMenPon; criPcal problem or opportunity; immediate selecPon for downstream needed Red Won’t probably survive the selecPon process regardless of what effort is put in preparaPon Black
  25. 25. © Patrick Steyaert, 2016 CUSTOMER KANBAN 25 Order points Ready to commitIdea/Request Synthesis AnalysisReady to prepare >10 >12 >3 Green Yellow >=1 Minimum opPons limits act as order points! As long as minimum limits are not met appropriate acPon must be taken.
  26. 26. © Patrick Steyaert, 2016 CUSTOMER KANBAN 26 Wait … there is more 0 50 100 150 200 250 Analysis Dev Test UAT R To D Out Cumul. IT Maintenance Team - Cumulative Flow Diagram … and here. Work piles up here also…
  27. 27. © Patrick Steyaert, 2016 CUSTOMER KANBAN 27 UATReady to start Analysis Development Test Ready for UAT Ready to deploy 10 14 5 ∞ ∞ ∞ System lead Pme Ready to commitIdea/Request Synthesis Analysis End-to-end customer lead Pme Upstream – Downstream collaborationSystem Kanban Upstream Downstream Business users need to be involved upstream. They are also needed downstream.
  28. 28. CUSTOMER KANBAN © Patrick Steyaert, 2016 28 Customer Kanban Finish request Start request
  29. 29. © Patrick Steyaert, 2016 CUSTOMER KANBAN 29 Pushing the boundaries Idea / Request Ready to prepare Ready to commit Ready to start Ready to accept Ready to deliver Delivery System Kanban Upstream “Kanban” Customer Kanban System lead +me Customer lead +me Downstream “Kanban” Boundary Boundary Boundary Boundary Customer Pull CONWIP Commitment point Customer Kanban Token WIP Limit WIP Limit WIP Limit Worker Pull System Kanban Token FLOW
  30. 30. © Patrick Steyaert, 2016 CUSTOMER KANBAN 30 Pushing the boundaries of Kanban Flow of demand with customer pull Flow unit is requests Customer Lead Time CONWIP & Minimal opPons limit CollaboraPon between customer and team in co-creaPon System Kanban Flow of work with worker pull Flow unit is work items System Lead Time WIP limit CollaboraPon within team to deliver and improve service Customer Kanban (including Upstream Kanban)
  31. 31. CUSTOMER KANBAN © Patrick Steyaert, 2016 31 Are we there yet? System kanBan Upstrea m kanban custom er kanban
  32. 32. © Patrick Steyaert, 2016 CUSTOMER KANBAN 32 Flow is When value is created for the customer through meaningful WORK It is the action, or fact, of moving along in a steady, continuous stream
  33. 33. CUSTOMER KANBAN © Patrick Steyaert, 2016 33 Picture: http://s117.photobucket.com/ The image of a snowmobile was oLen used by John Boyd to illustrate the role of analysis and synthesis in innova&on Ingenuity
  34. 34. © Patrick Steyaert, 2016 CUSTOMER KANBAN 34 Learning and change Discovery Kanban Reflective observation (OODA) Hypothesis Active experimentation (PDCA)ObserveOrient Abandon Decid e Read y to Act Plan Do Chec k Adjust Observa&ons 5 4 6 5 >5 >6 >3 >8 Hypothesis Viability Feasibility Desirability Abandon Experiments
  35. 35. © Patrick Steyaert, 2016 CUSTOMER KANBAN 35 business agility Looking at a part Looking at the whole Respondi ng to change Driving change team network Conformit y Ingenuity
  36. 36. CUSTOMER KANBAN © Patrick Steyaert, 2016 36 Getting started Flow needs to be experienced Team flow Cross team flow End-to- end flow And more hMp://www.okaloa.com/flowlab
  37. 37. © Patrick Steyaert, 2016 CUSTOMER KANBAN 37 Thank you Download article: @PatrickSteyaert patrick.steyaert@okaloa.com bit.ly/CustomerKanbanArPcle Stay in touch hMp://www.okaloa.com/flowlab Find out about Okaloa Flowlab:

×