#lkuk09 – A Tweetrospective

I ended up making notes at the Lean & Kanban UK Conference with good old fashioned pen an paper. Rather than try and write up those notes into something coherent and meaningful, I have decided to write them up in the style of a twitter stream. These are the things I would have tweeted if I’d been on my laptop. The quantity of “tweets” in no way represents the quality of the presentations. I also make no promises that all of the following “tweets” are actually <= 140 chars!


Mary Poppendieck – The The Tyranny of the Plan

  • Plans – what did construction do before computers?
  • Eliminate design loops by consulting experts early
  • Design for decoupling workflow
  • Cash Flow Thinking – Cost of Delay
  • Design based on constraints of situation
  • Establish a reliable workflow 1st
  • Schedule is orthogonal to workflow
  • Build schedules based on experience, not wishful thinking
  • Variance from plan is a learning opportunity, not a performance failure
  • Reliable workflow – output, pathway, connection, method, improvement – Steven Spears, Chasing the Rabbit
  • Polaris Success – Quality of Leadership, Focus on deployment, Decentralised Competitive Org, Emphasis on Reliability, Esprit de Corps

Alan Shalloway – Creating a Model to Understand Product (and Software) Development

  • 3 types of value: Discover what a customer needs, Discover how to build it, Build it

Jeff Patton – Lean Product Discovery

  • There is a difference between Delivery & Discovery
  • Undelivered software is a solution hypothesis (usually incorrect)
  • Include discovery in the VSM
  • Market demand = pull (but is post delivery)
  • “Lets go to marble”
  • Discovery Kanban + Delivery Kanban
  • Visualisation creates collaboration
  • Storyotype 1: Bare Necessity – minimally demo-able
  • Storyotype 2: Capability + Flexibility – options-
  • Storyotype 3: Safety – invisible
  • Storyotype 4: Usability, Appeal, Performance – differentiating
  • Chess analogy – Opening Game, Mid Game, End Game
  • Use options when cost of iteration and failure is high

John Seddon – Re-thinking Lean Service

  • If you manage costs, costs go up
  • Failure demand is a signal
  • Incentivising workers get less work done
  • Predictable failure demand is preventable
  • Lean is getting a bad brand
  • The only plan is to get knowledge
  • Improve flow – walk the flow
  • Pull the help, keep the work
  • Do “productivity” tools improve productivity?
  • Make them curious


Don Reinertsen – Second Generation Lean Product Development: From Cargo Cult to Science

  • Understand causal relationships and salient phenomena
  • Scientific v Faith (Science Free) based approaches
  • Faith based = Cargo Cult
  • Every system has Push / Pull interfaces
  • No bad tools, only wrong times to use them
  • In Product Development, Requirements are a degree of freedom
  • Inventory is information and invisible (physically and financially)
  • Agile practitioners are going a better job at LPD than LM practitioners
  • In engineering we are making economical (Profit + Loss) decisions and we have no clue what we are doing
  • Quality = Process x People – If either drops to 0, the quality of the result will drop to 0
  • Don’t tolerate initiative – demand it
  • Chief Engineer doesn’t know better than the customer

Kenji Hiranabe – Learning Kaizen from Toyota

  • Balance process control and process improvement
  • Management fosters human potential
  • Go to the gemba != PowerPoint
  • To know and to understand are different
  • Think within your constraint

Hal Macomber – Lessons from Target Value Design

  • Meld planning with execution + control
  • What signals do we pay attention to?
  • Articulate + activate the network of commitment
  • Only start work when it is in the condition to be finished.
  • Embrace the contradictions of Lean
  • Focus on tool users, not the tools
  • PDSA – Study, don’t Check
  • Creating constraints creates innovations
  • Create constraints so that we can do our work
  • Don’t open the trenches until you know you can fill them

Marc Baker – Lean Thinking: what is distinctive about it and where it is going?

  • Pull means take the payment first
  • Visual controls mean that nothing is hidden
  • Standardised tasks are the foundation of employee autonomy
  • Go see, ask why, show respect
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One comment on “#lkuk09 – A Tweetrospective

  1. Hey Karl, I love the way you’ve retrospectivley tweeted … it works!


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