TOPIC: Lean Leadership is the need of the hour!

1. Copyright ® 2015 Phalguna. All rights reserved.
Version: 1.0
Nov, 2015
1
Phalguna K Ramaraju
phalguna.ramaraju@innovationroots.com
phalguna@yahoo.com
Enterprise Lean Agile Transformation Coach,
& Management Consultant on Agility
SPC, CSP, CSPO, CSM, PMI-ACP, PMP
http://lkin15.leankanban.com/

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Agenda
 Why Lean leadership?
 Lean Leadership in Kanban
evolutionary change
 Practicing the Leadership traits

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It’s Story Time!

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Leadership!
“Leadership is a behavioral privilege to
serve a living system” - Phalguna

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Why Leadership?

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High impact behaviors of
Leadership!
1. Inspire & motivate others
2. Driving for results
3. Strategic perspective
4. Collaboration
5. Walk the talk
6. Trust
7. Develop & Support
others
8. Building Relationship
9. Courage

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Kaizen minded!
Lead
business
success! –
small
increments
of change

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Creating right Culture - “Building Enterprise Success”!
The
Leadership
that builds
strong
success
culture in
which people
learn & grow!

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“The true
measure of a
team is that it
accomplishes
the results
that it sets
out to
achieve;
consistently”
Align to Values and Vision!

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Continuous learners
Commitment
to self-
develop, and
develop
others!

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“True Teamwork improves self-organizing!”
Foster “Teamwork”
Collective
Results
AccountabilityCommitment
Unfiltered
Conflict
Trust

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Hire the right individuals!
 Listening Skills
 Problem Solving
 Teamwork  Initiative
 Leadership
Right person on the job
adds value across the
organization!

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Lean is the mother of
Kanban and Agile!
Lean leadership is a natural fit
Kanban and Agile!

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Kanban
Fundamental Principles
&
Core Properties

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Fundamental Principles of Kanban
The four Foundational Principles as FP1–4:
 Start with what you do now.
 Agree to pursue evolutionary change.
 Respect current processes, roles, responsibilities,
and job titles.
 Act of leadership at every level.
Source: “Kanban from the Inside”, by Mike Burrows; and Kanban – David J Anderson

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Core Properties of Kanban
Ready
Develop
Done
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
Test UAT
4 3 2 4
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
1. Visualize the Workflow
2. Limit Work-In-Progress
3. Measure and Optimize Flow
4. Explicit Policies
5. Implement Feedback loops
6. Improve Collaboratively, Evolve Experimentally
In Progress DoneIn Progress Done In Progress
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
5
WIP
Limits
Analysis
In Progress Done
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
Story or task you want to
control.
FLOW: Average Lead Time: ‘n’ units
Story or task you want to
control.  Root Cause Identified
 Solution proposed
 …
 Solution approved
 Solution implemented
 …
 Solution implementation
validated
 Automation scripts executed
 …
 UAT done
 …

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Lean Leadership in Kanban as
change management method
Catalyzing a Lean Outcome!

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The Lean Leadership Values
PHILOSOPHY
Add value to the
organization by
developing
PEOPLE and
PARTNERS
The right
PROCESS will
produce the
right results
Continuously
solving root
PROBLEMS
Genchi GenbutsuRespect & Teamwork
THE SPIRIT OF CHALLENGE
KAIZEN MIND

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Typical Goals of Kanban as Change
Management System in an Organization
1. Optimize existing Processes
2. Deliver with high Quality
3. Improve Lead Time Predictability
4. Improve Employee Satisfaction
5. Provide slack to enable Improvement
6. Simplify Prioritization
7. Provide Transparency
8. Enable a High-Maturity Organization
Source: Kanban – Successful Evolutionary Change for your Technology Business – by David J. Anderson

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Kanban as a Change Management System
1. Optimize existing Processes
 Visualize Workflow
 Limit Work-In-Progress
 Respect existing Roles
 Minimal resistance to change
 ’T’ shaped skills

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Kanban as a Change Management System…
2. Deliver with high quality
 Focus on Quality
 Development & Technical Practices
 Tools
Limit Work-In-Progress
 Expicit Policies – SLAs, DoD, WIP Limits,
’Stopping the Line’, Other quality-focus policies,
etc.
 Deliver often
 Feedback mechanism
Create Slack to lift stress;
Autonomation
...

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Kanban as a Change Management System…
3. Improve Lead Time Predictability
 Efficient Pull mechanism
 Limit Work-In-Progress
 Balance Demand against Throughput
 Improve Practices
 Feedback mechanism
 Address sources of Variability
 Consensus Decisions
 Learning Organization

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Kanban as a Change Management System…
4. Improve Employee Satisfaction
 Respect
 Learning Organization
 Gemba Walks
 Coach & Develop People
 T-Skills

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Coach and Develop Others
 Actively engage in coaching
everyone on the team
The Lean Leadership – Respect for People
 ‘Servant Leader’ - Natural
leadership instinctively
harmonizing with values
 Learn by teaching others
 Go See... to deeply understand;
ask right questions, try things;
encourage others to try things

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Lean Leader’s role in Kanban…
5. Provide slack to enable improvement
Waiting times more than
double as utilization
moves from 80% to 90%
and double again as it
moves from 90% to
95%!
Source: Six Myths of Product Development. Harward Business
Review, May 2012. Stefan Thomke and Donald Reinertsen
 High utilization in IT is counter-
productive!
 Intrinsic variability exists in
software development work!

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Lean Leader’s role in Kanban…
5. Provide slack to enable improvement…
 High utilization in IT is
counter-productive &
impairs efficiency!...
 High utilization of
resources inevitably
creates queues!
 More features not
necessarily mean more
customer satisfaction!
 Software Work-In-
Process inventory is
predominantly invisible!
Queues affect economic performance!

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Lean Leader’s role in Kanban…
5. Provide slack to enable improvement…
 Enables focus with pression and quality
 Provides time for people to self-improve
 Knowledge sharing,
 Training, better skills, improve tools
 Enables Kaizen
 Support Kaizen culture
Slack enablers:
 Limit WIP
 Balance demand against throughput
 Input Queue / Prioritization by insisting COD
 Being watchful for Muri, Mura
 Focsu on bottlenecks in the Flow...
Waiting times more than
double as utilization
moves from 80% to 90%
and double again as it
moves from 90% to 95%!
Source: Six Myths of Product Development. Harward Business
Review, May 2012. Stefan Thomke and Donald Reinertsen

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It is time…
Let’s go, make the difference!

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References & Courtesy
Also, courtesy: Respective pictures on the internet.

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Thankyou
Thank you
ThankYou
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