Kaizen Camp: Seattle–What We Did at Camp

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This year’s Seattle Kaizen Camp was awesome.I loved the range and diversity of the attendees, with people from health care, education, government, software development, and a host of other occupations. We had attendees from college students to C-Level management. We were once again very close to gender parity. And we had people from across the US, as well as Europe and Asia.All this to discuss our experiences with continuous improvement, Personal Kanban, and lean.The weather co-operated, so most of our 75+ sessions were held outdoors in the beautiful Seattle summer. Just warm enough to be comfortable.Sessions included:

• Kanban at Home

• Failing Well

• Lean Contracts

• The Cynefin Framework

• Accelerating Innovation

• Metaphors to Convince Others of Lean Principles

• Resilience with Kanban

• Extreme Self-Organization

• Personal Kanban Experiences

and more .. about 70 more.What was most important for Tonianne and me as organizers was the speed at which people created topics and the depth of conversations.All the topics and conversations were conceived of, led, and participated in by the attendees themselves. There were no official speakers, no lengthy powerpoint presentations, no middle-of-the-day sugar crashes in dark rooms. Kaizen Camp: Seattle was people practicing Lean, Personal Kanban, and Continuous Improvement talking about what they did and how they did it.We are looking forward to Seattle’s event next year, but in the interim we have several planning across the US.Coming up later this year (announcements for each will be made soon):

• Kaizen Camp: Boulder

• Kaizen Camp: SoCal

• Kaizen Camp: NYC

Please come to one near you!   Several of the Photos and notes have been posted here.

Gemba Symbolizer: Element #12 of the Kanban

In Lean the “Gemba” is where everything happens. It’s the crime scene, the shop floor, ground zero. In manufacturing, the Gemba is a physical location, filled with gear, that you can walk along and evaluate for operational productivity, efficiency, and effectiveness. This is called a “Gemba Walk.”The Gemba is also synonymous with the people who work there. So, if you are a manager and you notice something is amiss, you can “Go to the Gemba” and ask the people there what they think. The Gemba will then help you find a solution tempered with both management and line-worker sensibilities.In knowledge work, however, we have no Gemba. If I go do a Gemba Walk, I will walk around a bunch of cubes and everyone will look like Dilbert. By and large, in knowledge work, there is simply no physical representation of the work. I would, and management consultants often do, have to rely on asking everyone “What do you do, how do you to it, where are things good, where are things bad, etc.”And, everyone involved in the day to day work will tell me their views, which are all slightly or not-so-slightly different. Then I’d have to make sense of it all and then give the client some sort of report that is a mix of spot-on-brilliance derived through finding the common wisdom in what I heard and cumulative error by chasing threads of little value.And why was I hired? Because neither the managers nor the line-workers knew what was really going on in the first place. They all “knew” - meaning they believed their own interpretations - but no one seemed to realize that all the interpretations were different because they were all ill informed.So the kanban shows us all this. It shows us what the team is doing, the steps they take to do it, where things are breaking down, where people are working together, what options are coming up, and so on.By now, at Element 12, we know all this.The kanban, then, becomes a symbolic Gemba. It gives everyone a physical artifact, much like the assembly line, for everyone to go to, have conversations, and engage. We don’t fight over interpretations, we merely suggest new ones. And we suggest the new ones in context - standing in front of the board and saying things like, “This outsourcing partner seems to be slowing us down - can we get them more information up front that could help them process our work faster?” or “If we moved some of the graphic designers to the front of the project, we could work with better designs throughout product development.”We can do Gemba Walks of our teams and others by simply walking the board.This is #12 in a 13 part series on the elements of kanban. Read them all!

Collaborative Aid: Element #10 of the Kanban

collaboration kanban

“Hey Tonianne, I see you’ve pulled the ‘Strike sheet for Kaizen Camp’ ticket. I took some notes from our meeting the other day, they are in the ‘Kaizen Clean Up’ mind map. Just take a look at that, it should be almost everything you need.”“Thank you Jim, it is such a pleasure to work with a helpful, conscientious, and wickedly funny man as yourself.”We seldom work alone.Our best work is done through collaboration.The kanban’s strength here is unprecedented. Since the board is broadcasting in real-time, help also arrives in real-time.Of course, while it would be great if I were all those things the not-so-realistic reply from Tonianne states, we all naturally tend to provide simple assistance when it is easy to do so. The assistance I provided to Toni in the above exchange took me only seconds to provide - so it was very easy.However, the results are stunning. I leveraged my previous work, she saved a few hours of re-inventing the wheel. In the end, the ticket moved much faster.Only because I knew what she had pulled when she pulled it.When I talk about collaboration, people like to bring up the recent book “Quiet” which talks about how we should make room for introverts. A prominent point in the book is that society tends to focus on collaboration, while introverts like to work alone.After 25 years of working on projects of all sizes, I can safely say that introverts make the best collaborators.And here’s why.Collaboration does not mean working together as a group 100% of the time while talking non-stop and demanding constant feedback and decision making.Webster’s definition is simply this: to work jointly with others or together especially in an intellectual endeavorYou cannot work for a company and work alone. Everything we do in an organization is in concert with others. If we are doing something and someone else is doing something and we know about it and we put those pieces together later to make a whole - that is collaboration.I built my initial mind-map, Toni is writing a document, we had a very brief - but universally beneficial - exchange where I shared some information with her. We are collaborating.To be sure, there are more intense forms of collaboration. We can also see on the image above that Toni and I are both working on the AAR for a client. In that project, we are pair writing. We will both be in the document writing at the same time and talking or otherwise communicating while doing it.But for this post, I want to focus on that simple, human courtesy. I notice you have pulled work, I have helpful information, I give you that information, and we both move on.If a team understands in real-time what the other team members are doing, these exchanges become common, rapid, and even anticipated. The time savings is enormous.This is #10 in a 13 part series on the elements of kanban, read them all!

You're In My System: Lean Muppets Post 5

Gonk and Geefle Build a Collaborative System

Petri Net For Geefle and Gonk

This one might seem a little blatant, but Geefle and Gonk are doing more than simply dividing labor - they are systems thinking in action.Initially, the system is every Snooian for himself.  The trees provide fruit and feeding  should be a solo endeavor.Unfortunately for Geefle and Gonk though, Darwin apparently skipped Snoo. But they've somehow managed to develop shared but spacey verbal language without ever having actually eaten. (This could easily be one of the least defensible Muppet sketches for the Continuity Director.)So they set up a multi-part system that requires Geefle (the tall French/Welsh character with frozen elbows) to harvest the fruit, and then for Gonk (the short, enabling and emotive Italian character) to feed the fruit to both of them. Luckily for them, nectarines are excellent sources of calcium, potassium, magnesium, and vitamin C - and they have a bit more protein than the average fruit.One can see a clear value stream emerging: fruit grows on the tree and enters the backlog. When Geefle and Gonk are hungry, Geefle picks the fruit, then bounces it off of Gonk's head. Gonk responds with a "gonk," and then feeds the fruit to Geefle and if he's hungry, takes some for himself.A petri net for the Snooian System would look like this:This chart shows that only when fruit exists and Geefle and Gonk are both hungry does the feeding system activate. We can then dispatch Geefle to pick the fruit, when he has the fruit he can throw it to Gonk, who then can feed himself and Geefle.But the system has a bit more complexity that the normal Personal Kanban; it's not quite linear. Three conditions must be met before the work can begin to flow. If there are no nectarines, work cannot commence because there is no fruit to pick. If Gonk is not hungry, then he'll be off playing Snoo-ker and not be anywhere near the tree. If Geefle isn't hungry, he's also unlikely to be available. (Remember, these guys just invented cooperation - they're not even close to being ready for altruism.)And it might turn into a Personal Kanban like this. As Geefle and Gonk celebrate the success of this system, they appreciate that each others performance is contingent on the system. So in the current hunter/gatherer state of Snoo, nectarines come when they want. However, the video implies that there is only one nectarine tree on the entire planet. If we ignore the obvious issues of one specimen from each race and you know...reproduction, this means that Geefle and Gonk are going to need to become skilled at husbanding an orchard, which requires an expansion of their value stream.Which means expansion of their system.Likewise, this means that Geefle cannot be blamed for lack of harvesting if the nectarine tree is bare. Until the value stream expands in some way to control the supply of nectarines, interruptions in service are in no way Geefle-centric.This is fifth in a series of Lean Muppet posts. For a list of Lean Muppet posts and an explanation of why we did this, look here -> Lean Muppets Introduction.

Complexity Calming: Why Limit WIP Series, Post 4

In a wonderful meta moment today, I (Jim) was prepping for this post and listening to a talk on Library Futures by Jabe Bloom, the CTO of the Library Corporation. A large part of his talk dealt with complexity in modern life.

None of us can know everything; each of us knows something; and we can put the pieces together if we pool our resources and combine our skills. ~ Henry Jenkins via Jabe Bloom

This was one of Jabe’s slides.It reminds me of a discussion I had while I was living in DC with a recently retired CIA friend. We were discussing how intelligence was gathered in the past, and how current reality was more complex. Before we had a few, easily defined enemies who behaved according to fairly predictable patterns.

Mean Jabe

The Bad News

Today, we are working against a more amorphous “enemy.” By definition, the amorphous enemy is less defined. Because it is less defined we know less about it. Because we know less about it, it is more scary. Because it is more scary, it is more stressful.In short, our enemies have become more complex, unknown, and scary.This means two very important things.1. We can’t have one standard response to threats2. We are going to imagine a lot more danger than is actually thereIn our own work, we feel these threats all the time. Too many tasks, too many data streams, too much stuff coming from too many directions. We don’t have time to think, let alone collaborate.

Happy Jabe

The Good News

The good news is that we can use Jabe’s quote from Jenkins to deal with this complexity more effectively. And we approach Jenkin’s counsel through Limiting WIP.In our personal lives, we have the same problem as the CIA. The CIA has too many avenues of input. Too many distractions. And, oddly enough, too many experts. The only way they can solve their problems is through collaboration. The only way they can truly collaborate is to understand their own work and have the capacity for collaboration.The CIA used to have a linear problem. One, two, three other countries that were potential threats. Now they have an exponential problem. Potential threats that can form, execute, and disband before anyone knows who they are or why they did it.The CIA cannot solve their exponential problems with the linear problem solving solutions of the past. They cannot rely on solitary agents or even small groups. The organization as a whole needs to collaborate to remain effective.When I was growing up, I could choose between 4 TV channels, the telephone and maybe a movie at the theater for incoming streaming media. Outside that, I could read a book, magazine, or newspaper. Or maybe I could listen to music on my stereo or Walkman.At that time, we thought that was a pretty lengthy list. But it was a linear list. I could filter them out simply by walking away from them.The other day during a lunch with a friend, my Android Phone buzzed non-stop with tweets, text messages, Facebook updates, Foursquare updates, phone calls, and emails. Finally, I shut it off. I had to apply “aggressive filtering” to my lunch. But that was not enough.The number of distractions we have grows as the number of avenues for distractions grow. Not only that, but - like the CIA fearing more danger than is really there - even when the phone wasn’t vibrating, I was waiting for it to vibrate. Even when I shut the phone off, I could feel it was off and was vaguely worrying I was missing out on something. However, I was able to focus much more intently on my conversation.When we limit our WIP, we are filtering our work. We are filtering distraction, filtering data sources, filtering complexity. But that is only a temporary solution. Just like if the CIA only focused on one hot-spot, they could focus, but they would be ignoring everything else. But their collaboration would mean nothing if there weren’t sub-groups actively focusing on specific tasks.In this case, we want to limit our WIP so that we can focus in the service of becoming very aware of what we are doing, what we are not doing, and why. This lets us know, very well, what we know so we can begin to pool our resources and combine our skills. In our increasingly complex world, our role as individuals is changing. There’s too many things going on at once for any of us to take in, process, and act on.When we limit our WIP, we are recognizing that we can either pay attention to some things with great effectiveness, or we can pay attention to many things with little effectiveness. If we choose the first path, we are creators, if we choose the second path, we are consumers.Lastly, when we limit WIP and calm our own complexity, we are better able to find others to collaborate with, to add our unique value, and to create stronger teams. As we collaborate, we learn more about other disciplines and find ways to incorporate that learning our future work.