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09
Jan

Apply Principles of Flow – France 2014

Update Feb 2014: as of End of Jan, already 11 people were interested in attending 2014 workshop with Don. Thus we decided to organize a new one in 2014, registrations are open.

Last year I organized the first ever Don Reinertsen’s workshop in France. As always when an event is organized, I was afraid to not have enough participants at the end, but finally, thanks to the support of french Agile community, international Kanban community, and Don himself, we did it! Even more, some people are interested to attend to the workshop if I organize it in 2014 in France. I probe and sense the demand until end of January, if I find at least 10 people interested, I’ll respond to that demand by organizing a new workshop in France, 2 days before or after Lean Kanban France 2014, in fall 2014 (probably in October).

Feedback from 2013 participants

On a scale from 1 (I strongly do not recommend to my acquaintances to attend) to 4 (I strongly recommend this workshop), the average feedback from last year participants is 3,55 with 6 people who recommend this workshop and 9 people who strongly recommend the workshop. Please find below what people said about the workshop:

Finally we have a shared unit to go from the strategy to the functionnal and « vice et versa ». => cost of delay !

The workshop explains what is only guess in Agile software. — Franck Depierre

The exercices were very valuable. Appreciate the handouts also. — Mike Burrows

Practical field proven advice and anecdotes that demonstrate how we might apply these ideas tomorrow morning. — Troy Magennis

The food. The economic framework, a way to talk to managers. — Samuel Retiere

Based on feedback about the logistic and the organization, we’ll try to extend the workshop time by decreasing lunch time, and probably set a cadence per topic to have more time to cover the last topics, especially « Decentralizing Control ».

You can find other customer testimonials for this workshop.

Prices, places and dates

Regular price will be set between 1600€ and 1750€ VAT excl. It will take place in Paris France 2 days before or after Lean Kanban France 2014, in fall 2014 (probably in October). I will offer discount for people who help me to make it known, and even greater discount for people who make others come.

Who should join

Anyone who look for

  1. a practical toolkit to challenge management current paradigm
  2. a way to extend agility to the entire enterprise
  3. an approach to improve value for money without changing demand and capacity

I think that most readers of my blog may be interested in attending this workshop!

How to attend?

  1. Help me to spread the word, so we reach 10 people interested and I can maintain it for later this year
  2. Follow me on Twitter or follow this blog
  3. Contact me, so I’ll keep you posted when registrations are open

What will be the content

Through experiential exercises, lectures and facilitated Q&A, you will learn how to:

  • identify when queues cause economic damage
  • use batch size reduction and WIP constraints to improve flow
  • create fast feedback loops to increase quality and efficiency
  • reduce the economic cost of variability without stifling innovation
  • develop a step-by-step implementation plan to incorporate lean principles into your own development process

I – Introduction
II – Establishing an Economic Framework
III – Managing Queues
IV – Exploiting Variability
V – Reducing Batch Size
VI – Applying WIP Constraints
VII – 
Controlling Flow 1: Congestion & Cadence
VIII – Controlling Flow 2: Synchronization & Sequencing
IX – Accelerating Feedback
X – Decentralizing Control
XI – Finding Waste
XII – Implementation

I. Introduction

Most companies that applying lean methods in product development fail to appreciate the critical differences between repetitive manufacturing processes and non-repetitive development processes. Such differences mean that waste is found in very different places. Until this is recognized, companies will only attack easily visible, but superficial forms of waste.

This section will cover:

  • An overview of how lean techniques improve product development speed, quality, and cost
  • An understanding of the critical differences between product development and manufacturing
  • An explanation of importance of Design-in-Process Inventory


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II. Establishing an Economic Framework

Every product development process has multiple economic goals. To balance these goals we must express them in the same unit of measure. This method allows us to quantify the Cost of Delay and to use it to determine the economic cost of queues in our process.

This section will cover:

  • How to quantify the Cost of Delay
  • How to use information to improve decision-making


——————————————————————————–

III. Managing Queues

Variability is a greatly misunderstood concept in product development. Paradoxically, you cannot add value in product development without adding variability, but you can add variability without adding value. A product must be changed to add value, and this change creates uncertainty. This section will cover:

Key Learnings

  • How queues affect economic performance
  • How variability and over-utilization cause queues
  • How to measure and manage queues
  • The 10 most important product development queues


——————————————————————————–

IV. Exploiting Variability

Variability is a greatly misunderstood concept in product development. Paradoxically, you cannot add value in product development without adding variability, but you can add variability without adding value. A product must be changed to add value, and this change creates uncertainty.

This section will cover:

  • How to distinguish between good and bad variability
  • How to eliminate unnecessary variability
  • How to reduce the economic consequences of necessary variability


——————————————————————————–

V. Reducing Batch Size

In manufacturing, batch size reduction is the key factor that creates order of magnitude reductions in cycle time. In product development, only 3 percent of companies have formal efforts to reduce development process batch size.

This section will cover:

  • The importance of small batch size and how to achieve it
  • How to recognize the ten most common batch size problems in product development


——————————————————————————–

VI. Applying WIP Constraints

Most product development processes neither measure nor control WIP. Yet, excessive WIP leads to long cycle time and slow feedback loops. Effective WIP management requires knowing when WIP is excessive, and having tools to correct this problem.

This section will cover:

  • The science and economics of WIP constraints
  • Nine practical ways to react to WIP explosions


——————————————————————————–

VII. Controlling Flow 1: Congestion & Cadence

Processes with variability, such as product development, are prone to congestion. Both traffic systems and telecommunication systems provide valuable insights on congestion avoidance and congestion control. Today’s development processes underutilize cadence.

This section will cover:

  • What causes congestion and how we can prevent it
  • How a regular cadence improves performance
  • Examples of cadence applied to product development


——————————————————————————–

VIII. Controlling Flow 2: Synchronization & Sequencing

Synchronization reduces the formation of queues. When queues form we can reduce their cost by sequencing work correctly. The First-in First-out methods of manufacturing are poorly suited to this challenge. Fortunately, product developers can exploit more advanced approaches that are used in computer operating systems.

This section will cover:

  • How synchronization reduces queues
  • Economically-based methods for sequencing work
  • A network-based approach for managing flow


——————————————————————————–

IX. Accelerating Feedback

Slow feedback loops cause enormous waste in product development. Yet, many developers do not measure feedback speed or try to improve it. Well-structured feedback loops actually create spectacular opportunities to smooth flow, increase efficiency, and improve quality.

This section will cover:

  • Why fast feedback is critical
  • How feedback reduces variability and improves flow
  • Metrics for managing flow-based product development


——————————————————————————–

X. Decentralizing Control

Some product developers see highly centralized control as the only way to improve performance; others argue for complete decentralization. We will examine the lessons that can be learned from military approaches that balance centralization and decentralization.

This section will cover:

  • The advantages and disadvantages of decentralized control
  • How to preserve alignment without sacrificing initiative


——————————————————————————–

XI. Finding Waste

Because product development processes add value in different ways than manufacturing processes, waste is found in different places. Typically, waste shows up in predictable places in development processes.

This section will cover:

  • Ten common areas of product development waste

——————————————————————————–

XII. Implementation

The final section will review factors that are likely to lead to successful implementation. Course participants will begin designing a plan for implementation. This section will cover:

This section will cover:

  • How to initiate pilot programs and scale them up
  • A group exercise to identify immediate next steps
Commentaires ( 1 )
  • Using options to better manage uncertainty of events organization | YisY says:

    […] Last year I organized Don Reinertsen 2 days Workshop in Paris. I’ve written a behind the scene blog post, in french, to share what I learned along the journey. But I missed something about Mauko proposition: he was not sure to be able to attend due to business priorities. As he wanted to be sure to get a seat if he was able to join, he proposed me to buy an "option to attend", price = 50% of price, expiration date = when all seats are sold, exercice = paying the rest of the cost. His proposition made full sense for him and for me, as I guaranteed him a seat until the expiration date, and if he didn’t exercice the option, I secured 50% of the money. I realize that I should explore this experience to organize next year workshop. […]

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