First delivered at Agile Europe 2016 (Gdansk)

1. Value Stream Mapping
Using Lean and Agile to Improve
Processses

2. Angel Medinilla
angel.medinilla@proyectalis.com
www.proyectalis.com/en/AngelMedinilla
(Slides, Videos, Newsletter, Books, Blog, LinkedIn, Sketchnotes, Twitter...)
Twitter: @angel_m
(pictures, followers & feedback welcome)
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www.improvement21.com
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@improvement_21
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5. My
Pleasure!
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6. How long, you said?

7. “All we are doing is looking at the timeline,
from where the customer gives us an order
to where we collect the cash. And we are
reducing the time line by reducing the non-
value adding wastes.
- Taiichi Ohno

8. Lean Principles
•Maximize customer value
•Optimize the Value Stream
•Continuous Flow
•Pull Production
•Improve everything

9. What’s value?
•Project - Product - Problem
•Customer centricity

10. Exercise
•In groups of three people that don’t know
each other, introduce yourselves, then tell
what project you are working on, what
product or service your provide, what’s the
problem you are solving and for whom
•Extra points if you can do that for your
company and for you as a professional /
individual: what team are you part of?
What service do you provide? What
problem do you solve?

11. What’s Waste?
•In short: mostly everything is waste
•Muda: Not needed / not value adding
•Mura: Unevenness, irregular, unbalanced
•Muri: Overburden / irrational

12. Can you give some examples?

13. How does Waste manifests?
•Wrong products
•Long time to market / Delays
•High costs
•Low quality
•Frustration and stress

14. Waste
• Unwanted features / overprocessing
• Wrong priorities
• Repeated work
• Loops
• Bugs (before production)
• Bugs (in production)
• Overload
• Unskilled people
• Underutilized people
• Context Switching / parallelizing
• Too much work in progress / excesive
workload
• Non-automated work
• Inadequate technology
• Waiting for resources / information /
knowledge
• Bureacracy / Compliance overkill
• Excessive inspection / audit

15. Exercise: Waste Poker (30 minutes)
• Unwanted features / overprocessing
• Wrong priorities
• Repeated work
• Loops
• Bugs (before production)
• Bugs (in production)
• Overload
• Unskilled people
• Underutilized people
• Context Switching / parallelizing
• Too much work in progress / excesive
workload
• Non-automated work
• Inadequate technology
• Waiting for resources / information /
knowledge
• Bureacracy / Compliance overkill
• Excessive inspection / audit
Rate, Cause,
Solution.

16. What are (some) causes of waste?
• Dependencies
• Over specialization
• Suboptimization
• Lack of empowerment / Trust
• Lack of support / development
• Wrong / no strategy
• No learning
• Wrong strategy implementation
• Politics
• Fear / lack of emotional intelligence
• Rewarding wrong behaviors
• Noise / interruptions
• Handoffs / Touchpoints
• Batch size

17. Value Stream
• Concept to cash
• Request / deliverable
• System wide

18. UML
(Universal Modelling Language)

19. Notation
Non-Value
adding time
Value adding
time
Lead Time
Flow Efficiency = VAT / LT
Queue
Process
Customer
Order
Customer
Delivery

20. Exercise: 30 minutes
• Client calls requesting a feature. PO schedules meeting within 1 or 2 weeks
(call time: 20 minutes)
• Meeting takes place (2 hours). PO writes brief.
• PO meets team within next week. Gets initial quotation (2 hours)
• PO schedules meeting with client within 1-2 weeks
• Meeting takes place. Client accepts (1 hour). PO schedules meeting of client
and team for requirements refinement (20 min call).
• Meeting takes place in 2 weeks. Refinement takes 4 hours.
• During the next 2 weeks, team will work in a final proposal (8 hours).
• When the proposal is done, PO will schedule a meeting with the client (1
weeks). Final proposal will be presented and accepted in this 2 hour
meeting.
• PO will tell team to start development. Team will introduce it in the next
Sprint (starts in 1 week). They will dedicate 25% of their capacity during 4
2-week sprints to do it.
• Client will come to final demo (2 hours). Refinements and modifications will
be discovered. Team will dedicate 25% of their next sprint to them.
• Client will come to SP5’s demo (2 hours). Accepts.
• Team asks infrastructure department to release the feature into production.
They will schedule it on the next release, 1 week from now (4 hours)

21. More or less...

22. What can be improved?
(15 minutes + 5 minute briefing)

23. Value Stream + Kanban
SelectedBacklog
Code
Test
Done!
Design
Rdy RdyOn On

24. Optimizing Value Streams
• Remove waste
• Remove impediments (flow!)
• Remove unnecessary steps
• Start earlier / parallelize
• Work in smaller / more frequent batches
• Remove bottlenecks (ToC)
• Subordinate to the pacemaker and free
resources
• As a final option, only when all the others
have been done, add resources

25. How can we solve?
• Enforce value maximization, both by
communication, rewarding right behaviors
and pointing out wrong ones
• Enforce long term thinking & planning
• Involve leadership and form cross-
functional teams
• Define relevant metrics
• Consider the hidden cost of “not doing”

26. Resources

27. Thanks...And share it!!
www.improvement21.com
facebook.com/improvement21
@improvement_21
http://www.proyectalis.com/en/AngelMedinilla

28. http://creativecommons.org/licenses/by-nc-nd/3.0/
This presentation is based upon the ideas and
work of many people. And while I’ve tried to
recognize copyrights and give credit and
attribution where possible, I cannot possibly
list them all, so if you feel like there’s
something that should be added, changed or
removed from this presentation, please drop
me an e-mail at
angel.medinilla@proyectalis.com
All drawings and materials in this presentation
are CC BY-NC-ND by Angel Medinilla. You are
free to use them in the terms of this license.