Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks.     If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: • Red = Non value adding waiting time • Yellow = Non value adding activates required due to how work is organized • Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks.   In this session, you will be learn how flow efficiency can be drastically improved in a concrete example.   You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks.   We will take a close look at the three laws that define the performance of all processes: • Little’s Law • Law of bottlenecks • Law of variation   By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency.   When time is gone, it is gone. Time to start removing the red and yellow bricks

1. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

2. I’m so efficient
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

3. Good work!
Keep it up.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

4. Everyone is busy but
we seem to be very
slow getting things
to our customers!
How are
we doing?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

5. Håkan Forss
Agile Coach
@hakanforss
Flow Sensei / The Plumber
International Speaker
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

6. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

7. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

8. I’m a huge LEGO fan!
DISCLAIMER
LEGO® is a trademark of the LEGO Group,
which does not sponsor, authorize or
endorse this presentation.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

9. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

10. © King.com Ltd 2015 – Commercially confidential
We make great games
About King
Page 10

11. © King.com Ltd 2015 – Commercially confidential Page 11
Some stats and facts
1.000.000.000.000
463 million monthly active
users around the world
(Q1 2016)
Approximately 1.4 billion
average daily game plays across
our games (Q3 2015)
More than 1 trillion levels played!
3 games in the top 15 grossing games
on the Apple App Store and on Google Play in the US in Q1 2016
About King

12. © King.com Ltd 2015 – Commercially confidential
We make great games
About King
Page 12
2000Employees (approx. Q1 2016)
King has offices and studios in
Stockholm, London, Barcelona,
Bucharest, Malmo, Berlin, Singapore,
Seattle, San Francisco, Malta, Tokyo,
Seoul and Shanghai.

13. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

14. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

15. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

16. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

17. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

18. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

19. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

20. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

21. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

22. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

23. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

24. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

25. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

26. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

27. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

28. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

29. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

30. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

31. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

32. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

33. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

34. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

35. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

36. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

37. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

38. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand

39. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

40. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

41. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

42. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

43. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

44. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand

45. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

46. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

47. > 1000 hours < 60 hours
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

48. A Question of focus
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

49. Strategy to increase utilization
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

50. Strategy to fulfill needs a.s.a.p.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

51. Niklas Modig
Stockholm School of Economics
@LeanOnMyself
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

52. Strategytoincreaseutilization
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

53. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

54. Strategy to fulfill needs a.s.a.p.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

55. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

56. Low utilization
Short lead-times
Low Work-In-Process
Small batches
Focus on customer value
Little waiting for flow unit
Fast to respond to change
High utilization
Long lead-times
High Work-In-Process
Large batches
Focus on unit cost
Lots of waiting for flow unit
Slow to respond to change
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

57. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

58. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

59. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

60. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

61. Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

62. Which process is most expensive?
≥
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

63. Flow efficiency
Touch time
Total lead-time
Flow efficiency =
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

64. Flow efficiency
Green + Yellow
Green + Yellow + Red
Flow efficiency =
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

65. Flow efficiency in numbers
Usually 1-5% value added of
total lead-time
20% value added is a high
number
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

66. How many
and
bricks do you have?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

67. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

68. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

69. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

70. How to improve
Flow Efficiency?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

71. Start with the bricks
Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

72. Non value adding
bricks: Wait time
Waiting in a queue
Waiting for a decision
Waiting on dependency
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

73. Then take on the bricks
Non value adding: Wait time
Non value adding: Required waste
Value adding: Actual demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

74. Non value adding
bricks: Required waste
Over processing
Backlog maintenance
Reporting and status meetings
Rework due to
Defects
Handovers
Long lead-times
Lack of understanding the requirements
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

75. Yes!! But how?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

76. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

77. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

78. We need to
Shift our focus
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

79. From local awareness…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

80. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

81. ..to global awareness
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

82. Create a shared and visual understanding of
End-To-End flow
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

84. We need to
Shift our focus
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

85. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

86. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

87. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

88. Blockers and Impediments
are like Gold and Gems
for improving flow
in your process
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

89. The three ”laws”
Little’s Law
Law of bottlenecks
Law of variation
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

90. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

91. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

92. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

93. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

94. Little’s Law
Work-in-Process
Throughput
Lead Time =
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

95. Little’s Law
12
12 / min
1 min =
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

96. Little’s Law
6
12 / min
0.5 min =
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

97. Little’s Law
24
12 / min
2 min =
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

98. ABC ABC ABC
AAA BBB CCC
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

99. ABC ABC ABC
AAA BBB CCC
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

100. ABC ABC ABC
AAA BBB CCC
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

101. Time
Capability
100%
Utilization
planed at 70%
Plan for less than 100% utilization
Inspired by Mårten Pehrson
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

102. Time
Capability
100%
Lower planned utilization
Inspired by Mårten Pehrson
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

103. Lead-time Insurance
Time
Capability
100%
Utilization
planed at 70%
Acts as an insurance policy for
shorter lead-time
Inspired by Mårten Pehrson
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

104. Options
Time
Capability
100%
Utilization
planed at 70%
Creates option to do the important
things when you need it
Inspired by Mårten Pehrson
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

105. Time
Capability
100%
Utilization
planed at 70%
Creates the time for increasing capability
Inspired by Mårten Pehrson
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

106. Time
Capability
100%
Utilization
planed at 70%
Plan for less than 100% utilization
Inspired by Mårten Pehrson
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

107. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

108. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

109. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

110. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

111. Lowering the water level uncovers process
improvement opportunities
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

112. Lower Work-In-Process
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

113. The three ”laws”
Little’s Law
Law of bottlenecks
Law of variation
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

114. Law of Bottlenecks
Every process has one
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

115. Capacity = 6 Capacity = 4 Capacity = 6
Throughput = 4
You can’t go faster than your bottleneck
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

116. Equal too or greater capacity in front
You can go as fast as your bottleneck
You can’t go faster than your bottleneck
Capacity => 4 Capacity = 4 Capacity > 4
Throughput = 4
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

117. Full use of a higher capacity in front of the bottleneck will make
lead-time go up
You can’t go faster than your bottleneck
Capacity = 6 Capacity = 4 Capacity > 4
Throughput = 4
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

118. Equal to or greater capacity after
You can go as fast as your bottleneck
You can’t go faster than your bottleneck
Capacity => 4 Capacity = 4 Capacity >= 4
Throughput = 4
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

119. Higher capacity after the bottleneck will not improve throughput
over time
You can’t go faster than your bottleneck
Capacity => 4 Capacity = 4 Capacity >= 4
Throughput = 4
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

120. Process stage without WIP Limits
Demand Stage 1 Stage 2 Stage 3
WIP Limit WIP Limit
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

121. Process stages without WIP Limits
Demand Stage 1 Stage 2 Stage 3
WIP Limit WIP Limit
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

122. Demand Stage 1 Stage 2 Stage 3
WIP Limit WIP Limit
Process stages without WIP Limits
Nobackpressure
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

123. Demand Stage 1 Stage 2 Stage 3
WIP Limit WIP Limit
Stage 2
Set WIP Limits on every
process stage!
Backpressure
WIP Limit
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

124. Setting first WIP Limits
Low Organizational friction High
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

125. Adjust WIP 20-30%
Identify the problems
Resolve the problems
Stabilize processRepeat
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

126. The three ”laws”
Little’s Law
Law of bottlenecks
Law of variation
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

127. Low variation
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

128. High variation
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

129. Low variation
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

130. High variation
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

131. Common sources of variation
Large batches
Ad-hoc processes
Swarming on work
Load balancing processes
Uneven arrival rate of work
Uneven work duration
Uneven availability of capacity
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

132. Reduce unnecessary
process variation
Use a mixed feature portfolio
Remove iterations, or reduce length
Avoid Ad-hoc processes
Swarming on work
Loadbalancing processes
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

133. Time
Capability
100%
Utilization
planed at 70%
Plan for less than 100% utilization
Absorbs unwanted variation
Inspired by Mårten Pehrson
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

134. “A bad system will beat a
good person every time.”
W. Edwards Deming
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

135. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

136. Q & AHåkan Forss
Mail: hakan.forss@king.se
Twitter: @hakanforss
Blog: http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com