After 3.5 years at Avega Group, I have decided to move to a new Kingdom. As of the 6th of October I will start the next chapter of my professional saga. I will take employment at King in Stockholm as an internal coach.
It has been 3.5 awesome years at Avega Group. I have been very lucky to work with some of the best people in the industry. I have learned so much from all of you. You have made me grow and develop. I will miss you all!
I have also had the greatest privilege to represent Avega Group at many different conferences and events around the world. It has been very rewarding and I have learned a lot.
Nevertheless, it is now time for me to venture into the new and exciting King Kingdom.
This is my slides from the European LEAN EDUCATOR Conference 2014 in Stuttgart, Germany.
In this session I reflected on the use of Toyota Kata in knowledge work. It is not a complete description of how to do Toyota Kata in knowledge work. It is me sharing with other Lean Educator of similarities and difference of using Toyota Kata in knowledge work compared to manufacturing. I also reflected on how I use storytelling and LEGO illustration to communicate.
For a more detailed description of Toyota Kata please see for example:
- Toyota Kata – Habits for continuous improvements MIX-IT
- Kanban Kata – Lean Kanban European Conference Tour 2012
And here you can find all my Toyota Kata posts
This is my second Q&A post for my #Agile2014 session: How to improve Flow Efficiency, Remove the Red bricks! In this, my previous and upcoming posts I will answer some of the questions I have received as session feedback after the session.
Q2: The presentation gave a full demonstration of the issue and how to address the problem. However the only issue I had with it is that it is essentially teaching to have your highly skilled, highly paid people sit and wait for work when it is ready. I would like to see the real metrics when you consider the overhead of these highly skilled people. But in general, I think you did a really good job of pointing out the issue and ways to address it. Entertaining presentation as well.
Yes, I am proposing that for some organizations, based on their context, it is a valid business/operational strategy to focus more on having the flow units (e.g. user stories, features, MVP, project) being worked on all the time over having our highly skilled, highly paid people utilized all the time.
Thank you all of you who attended my #Agile2014 session: How to improve Flow Efficiency, Remove the Red bricks! In this, and upcoming posts (part 2) I will answer some of the questions I have received after the session.
Q1: I was hoping to better understand how to improve flow efficiency when the number of resources varies on our scrum process. For example, we have more developers than testers. We typically have a bottleneck in the test step. Not sure I got my answer.
This question is not necessarily a flow efficiency question. It may be more of a balance demand to capacity question. Nevertheless, let us explore the flow efficiency side first, as this was the main focus of the session. First, a short description of flow efficiency.
I had the great opportunity to present at two separate sessions at Agile2014 in Orlando.Here are the slides.
My first session was called “How to improve flow efficiency, remove the red bricks”
In these posts I try to answer some questions I received as feedback for this session:
- How to improve Flow Efficiency with Scrum
- Waste of overproduction > waste of highly skilled people idling?
The second presentation that I co-presented with Erik Schön was called “The Mental Leaps at Ericsson 3G”.
Here are some book recommendations for your summer vacation. I have divided them into four categories: The must reads!, Great reads!, Lean & Leadership and finally Change & Coaching
The must reads!
This is Lean by Niklas Modig, Pär Åhlström
Kanban by David J. Andersson
The Goal by Eliyahu M. Goldratt
Toyota Kata by Mike Rother
The Toyota Way by Jeffrey Liker
Great reads! Read more…
Learn how to shift your focus from keeping people and equipment busy to having work flowing to your customers without unwanted waiting time and how that new focus will affect your meetings, process management, and metrics.