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The Flow System: Leadership for Solving Complex Problems
The Flow System elevates Lean Thinking in an age of complexity by combining complexity thinking, distributed leadership, and team science into the Triple Helix of Flow, which organizations can use to become more innovative, adaptive, and resilient. This second article on The Flow System dives into the three helixes of complexity thinking, distributed leadership, and team science.
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The Flow System: Getting Fast Customer Feedback and Managing Flow
The Flow System elevates Lean Thinking in an age of complexity by combining complexity thinking, distributed leadership, and team science into the Triple Helix of Flow, which organizations can use to become more innovative, adaptive, and resilient. This first article explores the importance of quality, getting fast feedback from customers, the concept of flow, and The Flow System.
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The Toyota Way: Learn to Improve Continuously
The book The Toyota Way, 2nd Edition by Jeffrey Liker provides a view of the Toyota Production System with fourteen management principles for continuous improvement and developing people. The book, including the 4P model (Philosophy, Processes, People, Problem solving) and principles, has been updated to reflect new insights in systems thinking.
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Q&A on the Book Leading Lean
Leading Lean by Jean Dahl describes a journey that leaders can embark on to respond to disruptive change. It leads them through the six dimensions of leading self, others, the customer, and the enterprise, by creating an innovative culture that delivers value. It provides not just the theory behind Modern Lean, but also practical methods, tools, strategies, and case studies.
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Working Together in the Same Direction with Obeya
Obeya1 is a proven approach that facilitates teamwork and the alignment of activities around seven panels to deliver IT or manufacturing products. It accelerates the regular resolution of good problems by breaking down barriers between teams and it also benefits from the support of the management. The purpose of this article describes the first Obeya panel: vision
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The Evolution of Lean Thinking - Transitioning from Lean Thinking to FLOW Thinking
The Flow System provides a re-imagined system for organizations to understand complexity, embrace teamwork, and autonomous team-based leadership structures. It is a holistic FLOW-based approach to delivering Customer 1st Value. It is built on a foundation of TPS and LEAN, plus a new triple helix structure known as the DNA of Organizations.
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Scrum The Toyota Way
Toyota Connected uses Scrum combined with the Toyota Production System to deliver Lean Production, enabling teams to deliver rapid PDCA cycles. Scrum of Scrums, Meta Scrum, and the chief product owner, are some of the approaches used to scale Scrum for multiple teams and products. Agility is not the goal. It’s a result, an outcome.
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Can You Scale Kanban?
When organizations are scaling agile and want to apply kanban as one of their agile methods the question can pop up if kanban can also be scaled? InfoQ interviewed Klaus Leopold about using kanban for managing a program, deploying and connecting kanban boards on team and program level, managing work in progress across the full delivery cycle and the benefits that kanban can bring.
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What has happened and is happening in Japan’s Agile movement
Kenji Hiranabe is a recipient of the 2008 Gordon Pask Award for Contributions to Agile. He discusses the current state of Agile in Japan, and reflects on the influence that Japanese approaches (such as the Toyota Production System and Lean) have had on the Agile movement. He examines changes happening in the Japanese software industry that is creating an Agile friendly environment.
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Kanban Applied to Software Development: from Agile to Lean
In this InfoQ article Kenji Hiranabe applies lessons learned while working with Japanese manufacturers. While many Agile teams are optimizing only a portion of the value stream, Hiranabe proposes a simple way to adapt lessons from Lean Manufacturing's "Kanban" visual tracking system to make process visible to more of the organization, for better communication and process improvement.