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Kanban Change Leadership: Creating a Culture of Continuous Improvement

Book Description

Explains how and why Kanban offers a new approach to change in 21st Century businesses

This book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace. The book emphasizes critical aspects, several traps which users repeatedly fall into, and presents some practical guidelines for Kanban change management to help avoid these traps. The authors have organized the book into three sections. The first section focuses on the foundations of Kanban, establishing the technical basis of Kanban and indicating the mechanisms required to enact change. In the second section, the authors explain the context of Kanban change management—the options for change, how they can be set in motion, and their consequences for a business. The third section takes the topics from the previous sections and relates them to the social system of business—the goal is to guide readers in the process of building a culture of continuousimprovement by reviewing real case studies and seeing how Kanban is applied in various situations.

Kanban Change Leadership:

  • Explains how to implement sustainable system-wide changes using Kanban principles

  • Addresses the principles and core practices of Kanban including visualization, WIP limits, classes of service, operation and coordination, metrics, and improvement

  • Describes implementation, preparation, assessment, training, feedback, commissioning, and operation processes in order to create a culture of continuous improvement

  • Kanban Change Leadership is an educational and comprehensive text for: software and systems engineers; IT project managers; commercial and industrial executives and managers; as well as anyone interested in Kanban.

    Table of Contents

    1. COVER
    2. TITLE PAGE
    3. APPRAISALS
    4. FOREWORD
    5. PREFACE
    6. PART 1: KANBAN
      1. 1 INTRODUCTION
        1. 1.1 WHAT WE CARE ABOUT
        2. 1.2 WHO SHOULD READ THIS BOOK
      2. 2 KANBAN PRINCIPLES AND CORE PRACTICES
        1. 2.1 SEEKING PRODUCTIVITY
        2. 2.2 KANBAN AND KANBAN
        3. 2.3 EVOLUTIONARY CHANGE MANAGEMENT
        4. 2.4 KANBAN CORE PRACTICES
        5. 2.5 IMPLEMENTATION OF THE CORE PRACTICES IN AN ORGANIZATION
      3. 3 VISUALIZATION
        1. 3.1 FIRST STEP: DEFINING THE EXTENT
        2. 3.2 SECOND STEP: VISUALIZING THE PROCESS
        3. 3.3 DETERMINING THE WORK ITEM TYPES
      4. 4 WIP LIMITS
        1. 4.1 THE ADVANTAGES OF WIP LIMITS
        2. 4.2 SETTING WIP LIMITS
      5. 5 CLASSES OF SERVICE
        1. 5.1 COST OF DELAY AND POLICIES
        2. 5.2 CAPACITIES OF CLASSES OF SERVICE
        3. 5.3 SLAS
      6. 6 OPERATION AND COORDINATION
        1. 6.1 DAILY STAND-UP MEETING
        2. 6.2 QUEUE REPLENISHMENT MEETING
        3. 6.3 RELEASE PLANNING MEETINGS
        4. 6.4 TEAM RETROSPECTIVES
        5. 6.5 OPERATIONS REVIEWS
      7. 7 METRICS AND IMPROVEMENTS
        1. 7.1 METRICS IN KANBAN
        2. 7.2 CUMULATIVE FLOW DIAGRAM
        3. 7.3 MEASURING THE LEAD TIME
        4. 7.4 REWORK AND BLOCKERS
        5. 7.5 IMPROVEMENTS
    7. PART 2: CHANGE AND LEADERSHIP
      1. 8 FORCES OF CHANGE
        1. 8.1 TURBULENT TIMES
        2. 8.2 TURBULENT CHANGE
      2. 9 ENVIRONMENTS AND SYSTEMS
        1. 9.1 ORGANIZATIONS CLOSE-UP
        2. 9.2 A ROADMAP FOR CHANGE
      3. 10 ORGANIZATIONAL AND PERSONAL CHANGE
        1. 10.1 THE ICEBERG OF CHANGE
        2. 10.2 THE CHANGE CURVE
      4. 11 EMOTIONS IN CHANGE PROCESSES
        1. 11.1 UNCERTAINTY, WORRY, AND ANXIETY
        2. 11.2 ANGER AND AGGRESSION
        3. 11.3 SADNESS AND DISAPPOINTMENT
        4. 11.4 ENTHUSIASM, JOY, AND COURAGE
      5. 12 CORPORATE CULTURE AND POLITICS
        1. 12.1 THE POWER OF CORPORATE CULTURE
        2. 12.2 CORPORATE CULTURE AND MICROPOLITICS
      6. 13 CONCLUSIONS FOR KANBAN CHANGE LEADERSHIP
        1. 13.1 MINDFULNESS
        2. 13.2 COMMUNICATION
        3. 13.3 PROCESS DESIGN
    8. PART 3: KANBAN CHANGE LEADERSHIP
      1. 14 FROM THE IDEA TO THE INITIATIVE
      2. 15 GENERAL CLARIFICATION
        1. 15.1 CLARIFY THE METHOD
        2. 15.2 CLARIFY THE ORGANIZATIONAL CONTEXT
      3. 16 DEEPER UNDERSTANDING
        1. 16.1 THE PERSONAL RETROSPECTIVE
        2. 16.2 THE TEAM CONSTELLATION
        3. 16.3 THE CHANGE DIALOG
        4. 16.4 THE TEAM CONVERSATION
        5. 16.5 THE TEAM RETROSPECTIVE
        6. 16.6 THE STAKEHOLDER MAP
        7. 16.7 THE STAKEHOLDER INTERVIEW
        8. 16.8 STAKEHOLDER WORKSHOP
        9. 16.9 SOLO, DIALOG, COACHING, OR TRAINING?
      4. 17 THE SYSTEM DESIGN WORKSHOP
        1. 17.1 IDENTIFYING THE WORK ITEM TYPES
        2. 17.2 IDENTIFYING THE PROCESSES
        3. 17.3 DETERMINING THE WIP LIMITS
        4. 17.4 DETERMINING THE CLASSES OF SERVICE
        5. 17.5 DEFINING THE MEASUREMENTS
        6. 17.6 DETERMINING THE FREQUENCY OF MEETINGS
        7. 17.7 CONCLUDING THE SYSTEM DESIGN WORKSHOP
      5. 18 OPERATION
        1. 18.1 MOVING FROM A FAILURE CULTURE TO A LEARNING CULTURE
        2. 18.2 FACILITATION
        3. 18.3 CONFLICTS IN OPERATION
        4. 18.4 CARRYING THE KANBAN FIRE ONWARD
    9. LIST OF FIGURES
    10. REFERENCES
    11. INDEX
    12. END USER LICENSE AGREEMENT