Lean production system is about
delivering better value to customer and continuous improvement is a key pillar
in lean. In simplest terms, in continuous improvement, delivery processes are
constantly evaluated and improved systematically over time. However, after
working with agile teams for a period of time, I have often observed that teams
will be able to improve a lot of aspects apart including delivery processes as
well using continuous improvements.
I am a big fan of Japanese discipline
and way of life and hence my passion with kaizen, a popular flavor of
continuous improvement. Following are what I consider the key aspects :
-
Small workable changes over big
changes. Preferred that changes are visible in shorter term.
-
People participation and
ownership is the key and ensure no one is left alone. Ideas should come from
teams and feedback session is a tool to bring about this inputs. As the
simplest form of evaluation, if after a period of time, if a couple of junior colleagues
feel that their opinions are not taken in to consideration, that’s a symptom.
-
No quick fixes in general. Long
term solution is preferred over small term quick fixes.
-
Multiple aspects -> Improvement
in multiple parameters (rather than just delivery processes), improvement from
multiple views etc.
How
can you go about this key cycle:
-
Retrospective sessions after
each and every sprint is a key tool for this. Its time reserved for team as a
whole to sit together and reflect on the various aspects on the sprint and review
the effectiveness of improvement points made in past cycles.
o
Each member should be given
talking time and each of them should be equal for effectiveness.
o
Dig into the root cause.
-
Have feedback boxes and make
them accessible to team (near scrum board) so that any one anyday can give
inputs anonymously if required (however please understand the spirit of lean is
openness and not anonymity. Use this if there is lack of openness and as a
short term option only)
-
Feedback from multiple
stakeholders in open forum – say product owners, quality managers, people
managers, customer etc. Once a month or so
– so that team is aware of the perspectives of various stakeholders. Also, this
will take away any resistance from team and bring accountability in making
changes.
-
Share your knowledge with other
teams in organization and make this culture an organizational culture.
Potential
dangers in feedback meetings:
Time boxing is key aspect of this
meeting and you could go crazy.
Expecting equal maturity from
everyone. Their inputs and feelings are important but their maturity levels and
knowledge might differ.
Lost trust in the improvement process.
Participants should see results.
