STATIK Beyond the Classroom: Adopting Systems Thinking with Powerful Simplicity

442fa25c37186d4c998c7923790af1c7?s=47 Travis Birch
April 10, 2018

STATIK Beyond the Classroom: Adopting Systems Thinking with Powerful Simplicity

The Systems Thinking Approach to Introducing Kanban (STATIK), is a core element of the LeanKanban University (LKU) Kanban System Design (KSD) aka Kanban Management Professional I (KMPI) foundation course.

A central characteristic that runs through the Kanban Method is its ability to convey highly effective approaches to managing complex work in a clear and simple way, such that students of Lean Kanban University classes leave the classroom with powerful tools that they can apply immediately to the improvement of their organizations. However, students sometimes struggle to fully realize the potential benefits after they return to their own work environments.

What are the steps of translating classroom learning into acts of leadership that result in the shared understanding and agreement required for organizational introduction of Kanban?

442fa25c37186d4c998c7923790af1c7?s=128

Travis Birch

April 10, 2018
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  1. None
  2. STATIK Beyond the Classroom: Adopting Systems Thinking with Powerful Simplicity

    @xroadstree
  3. @xroadstree 1. Purpose of the Service 2. Sources of Dissatisfaction

    3. Demand Analysis 4. Capability Analysis 5. Workflow Mapping 6. System Design 7. Socialize The Systems Thinking Approach to Introducing Kanban
  4. Systems Thinking

  5. @xroadstree Your organization is an ecosystem of interdependent services, a

    complex adaptive system. You introduce Kanban such that the complex system will be stimulated to improve. The Systems Thinking Approach to Introducing Kanban is how you make this transition more successful. -A. Zheglov
  6. @xroadstree The observed behaviour of individual parts* is not predictive

    of the behaviour of the whole system. *i.e. Agile teams Complex Adaptive System
  7. @xroadstree Optimization of parts leads to the sub-optimization of the

    whole.
  8. @xroadstree Dynamic networks of interactions; Relationships are not aggregations of

    the individual static entities*; *i.e. “Scaled Agile” Complex Adaptive System
  9. @xroadstree But aggregations are so tantalizing…

  10. @xroadstree But aggregations are so tantalizing…

  11. @xroadstree But aggregations are so tantalizing…

  12. @xroadstree PROVIDED BY But aggregations are so tantalizing…

  13. @xroadstree

  14. @xroadstree Individual and collective behaviour mutate & self- organize* in

    order to adapt to the changes in their environment and increase their survivability. *i.e., not necessarily into Scrum Teams with ScrumMasters, Sprints and Story Points. Complex Adaptive System
  15. @xroadstree

  16. @xroadstree The Need for Change Our customers are dissatisfied. Let’s

    reorg around Scrum Teams. Scrum teams aren’t solving all of our problems. We need to focus on making teams more effective.
  17. @xroadstree Install Scrum We need to improve. Let’s install Scrum.

    Scrum fails to install. We must be doing it wrong.
  18. @xroadstree Leadership Change To improve our business, leadership needs to

    change. Servant-leadership! Empathy, encouragement, cheerleading, hugs. Our service delivery to our customers is not fit for their purpose(s).
  19. @xroadstree Respond to our Customers’ Needs Services: What We Do

    for Our Customers Highly complex and difficult to manage ?! Sense our Customers’ Needs Fulfill our Customers’ Needs !
  20. @xroadstree ?! Highly complex and difficult to manage ! $$?!!

    $? $$?! $?!!! $$$?!!!! $$?! FEELS LIKE A BIG PROBLEM ! Services: What We Do for Our Customers
  21. @xroadstree Big Fix We are losing market share to our

    younger, faster, cheaper competition. Let’s go Agile. Huge “transformation” J-curve: deep, long, expensive, painful. We must have the wrong people: complacent, not aligned.
  22. @xroadstree Big Change with Humans Our business is struggling. Let’s

    force our people to change. People resist change. Resistance causes change failure.
  23. @xroadstree How Thinking Really Changes Beliefs & Assumptions Strategy or

    Method Goal Change in course of action expected to achieve initial goal. Change in course of action decided by rethinking the initial goal and reevaluating beliefs and assumptions. Single Loop Learning Double Loop Learning
  24. @xroadstree Systems Change as Thinking Changes We want our services

    to be fitter for the purposes of our customers. Let’s do something about it. Try something small and safe to fail/ rollback. Did we improve as expected? Highly complex and difficult to manage.
  25. @xroadstree 1. Purpose of the Service 2. Sources of Dissatisfaction

    3. Demand Analysis 4. Capability Analysis 5. Workflow Mapping 6. System Design 7. Socialize STATIK Changes Thinking
  26. @xroadstree How can a Kanban initiative "take hold" and how

    can STATIK be used to drive ongoing improvement? Transparency Balance Collaboration Customer Focus Flow Leadership Understanding Agreement Respect Survivability Service-Orientation Sustainability Start with what you do now Agree to pursue evolutionary change Encourage acts of leadership at all levels Understand & focus on customer needs & expectations Manage the work, let people self-organize around it Evolve policies to improve outcomes Visualize Limit WIP Manage Flow Make Policies Explicit Implement Feedback Loops Improve Collaboratively, Evolve Experimentally Values Agendas Principles Practices
  27. Powerful Simplicity

  28. @xroadstree Your Service As a Shop

  29. @xroadstree Your Service As a Shop Who are your customers

    & what do they ask you for? You
  30. @xroadstree Demand Matrix Type Source Destination Arrival Rate Pattern Expectations

    Deliverable Request Requestor Benefactor, Receiver Of requests, not promises Random, Regular, Predictable, Seasonal Time, Quality, etc. Add Change Fix Clean Up
  31. @xroadstree Initial System WIP Limit Calculator Use Little’s Law to

    evolve towards survivability. A number that everyone is comfortable with. < Amount of work items in your system now. ~
  32. @xroadstree All the work in here is WIP System WIP

    & Lead Time “I promise” ?! ! “Here you go” System Lead Time
  33. @xroadstree Workflow Mapping Knowledge Time Stages of Knowledge Generation Not

    Hand-offs Shifts in Dominant Activity & Collaboration Patterns
  34. @xroadstree Customer-Recognizable Value 1 2 3 x y z }

    2 3 Z Y X 1
  35. @xroadstree Type/Class Matrix Class Expedite Fixed Date Standard Intangible Drop

    everything else, do it now. Type Absolute drop dead date. ASAP We will need it eventually. Add Change Fix Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria Yes/No? Criteria
  36. If you can do a half-assed job of anything, you're

    a one-eyed man in a kingdom of the blind. -Kurt Vonnegut
  37. @xroadstree Travis Birch Consultant | Trainer @xroadstree