Pierre Neis
Transcript
Yes, Pierre, you're right. Come on. I will talk slowly. I have huge, fancy slides with a lot of documentation. So you need to read all the details. Don't want to come closer to me.
Okay.
I'm bored.
Who has some notion about Hoshin Kanri?
Yeah? Yeah? Cool.
So it's a challenge for me.
You want to kill me, you all, you can. I will say a lot of stupid things.
It's not by intention, sometimes happen. So, go ahead.
So, I'm in.
So just a quick launch. It's not Neil, it's Agile at Scale, the Hoshin Kanri way.
Who understand this? What is your expectations? Let me know.
Nothing. Something boring. It's boring. Exactly. So it's just, I say, sometimes I come with boring stuff and say, okay, what are we talking about? Or perhaps what are we referring to? We're talking about lean here. We're talking about agile.
And at the moment what is hype is scaling Agile, because from the growing, the teams are going out from the grandma's kitchen board to something very big. Now we are facing problems. And I say perhaps, and we're talking about, Don is talking about, Don Wainson is talking about alignment, cost of delay, very interesting stuff. And you have all these presentations about how you can use Kanban boards for portfolio management. Very interesting. This morning, Bart de Boek is talking about beyond budgeting. And we have all a feeling in our gut that there is something.
I'm coming from the BART side, I'm coming from the management side. Before going Agile, I was Kaysen coach. And so, two or four years ago, I was with another colleague from the Lean community in Luxembourg. It's very big. So big that everybody knows everybody. And we make master classes for executive MEA on operational excellence. And one of my colleagues came and made something about Hoshinkanri. Hey, this shit I know since years, I'm doing this. So I don't come to give you input about how to make coach Shinkari. I give you just input, I just want to have a nice talk with you. And say perhaps, perhaps, there is something quite old, because the early steps of Hoshinkan came in the 50s, but it's very linked to total quality management. And perhaps there is something that can perhaps be a glue between Kanban portfolio, skilled agile, our lean approaches, beyond budgeting, flow, etc. So this presentation is a guest, is, okay, this is my point of view. Help me to make it better.
We are here a team and let's have a look.
Do we have an agreement?
Last day, okay. It's going to be more boring than this.
So this is now, okay, advertisement.
This is me, really. So officially I'm senior lean agile coach, but I'm also a senior scrum coach and trainer.
We created a brand new brand, it's Agile Management Catalyst, because it's very stupid, but I like stupid things. And so I discovered sometimes I'm a father,
Sometimes I'm a brother and sometimes I'm a son. This is a list of some of my customers. So I'm passing, to be honest, more time on the field because I like it, as just giving trainings, etc. I like testing new things, going in the deep and to solve the problems.
Apologies.
Everything here in the slides has been stolen.
Let's say it's not stealing really, it's collaboration. But the owners doesn't know that it's collaboration, but indeed it is because we're agile, we collaborate a lot. So it's a mix of a lot of documents. You can get, I have the credits behind anywhere. So it's not about a tool. I'm not calling to selling something. I'm calling asking help. Help me please guys. And it's not about metrics.
I don't say this is a scientific method. I'm a scientist, I'm a researcher, but this is not, I think, it's about one single purpose, it's inspiration. Because my own guess is you have two types of conference, a tool to sell or inspiration. Don, what he said also with metrics, is for me inspiration. I came out and said, he blew my mind. This morning, Bart is, he blew my mind. You blow my mind. Meetings, the purpose of this kind of conferences is blowing the mind. It's a symposium. So, the real question is why this session?
Really is asking perhaps this principle, I would just come to play to explain not in detail this horsing canary, just the purpose of horsing canary, very simple, very easy, And you tell me if it's stupid, if it's simple, and you can stop me. Making an Agile conference, I tried to make it Agile because it's the last run of this day, of these amazing two days. So first, I want to thank you all to be here.
Also, you can sleep. I have no problem with this. Or you can sleep with a smile, so I have perhaps the guess that what I say is not too stupid. But thank you very much. But Agile is don't wait to ask. You have a question, don't raise up the hand. Ask. It's a conversation. You are my peers. I'm not teaching here. So, Horshing County is about strategic approach to continuous improvement.
But to understand, and so we have our Korean colleagues here, the perps can say what I will say now is completely stupid, but in my brain is,
People from Azure are not thinking like us. And we are not thinking like them.
I have been teaching people to say, okay, when you're Japanese, when you're working with Toyota, think the first, you're not Japanese.
In Japanese culture, it's about kaizen, continuous improvement, making something very small, lean, and better.
Like this single sentence to explain the whole world. We are people from the Occident, from the other side, like US. We are looking for performance, results, quick results, not building something long to be perfect. So we try now, with Slink Agile, we try to fix both worlds to make something global. To pick everything and to share. It's what we're doing here. So, in my brain, it's how it works. It's my understanding of this purpose.
Something more critical basics is total quality management from Dave Hutchkins. This is the guy who doesn't know I collaborate with him. Said the purpose of total quality management, say each individual in an organization is recognized as being the expert of their own job. Humans seek recognition, want to be involved, motivated by a desire to be recognized as a contributor to the success of the community to which they belong.
When you see books like in the Kaysen book, it's something that's based, we start with human. We don't start with, I want to reduce the flow to make it leaner, and the process is not the behavior. The first thing is, people are here, are working for the process, but everything is built around people. First step about perhaps are we agile and lean and perhaps lean is not really Japanese but more US because in Japan is called Toyota production system which is a little bit different. Anyway,
A second slide, so you have time to read it. The overall objective is to attempt to create an organization in which the collective thinking power and job knowledge of all of these individuals is galvanized into a program in which everyone is working both individually and collectively to work towards making the organization the best in its field, both in fact and the eyes of its customer and all of the interested parties.
This is the first page.
And everybody doesn't read the first page. They are reading the last page. But this is a sequence of page. If he doesn't understand the concept, so the result will be bad. Meanwhile, if you are lean, you're going on a shop floor and ask people, how are you working? We are following the process. Really? No, I don't care about the process. This is the process keeper or the process manager. He has a nice drawing about a value stream mapping. He follows, and really on the shop floor, what are we doing?
We're making like everybody, we try to fix the shit.
And this is something that everybody understands or doesn't understand in Lean is just a single thing, we have a velocity stream, it goes to the Gemba. Going on a shop floor, I go, and the other side of the flow to improve the flow. If I say, if I have the belief that my flow is just a stream, who say there's a stream?
Or you go to the river and see the stream, and you go from the river, from the sea, and go up to the mountain, and you see, I walk through, I see what happened, I see, oh, there's a hole, here's a stone, here's another stone, fix it, fix it, and you move it. So it's upside down. Perhaps you have here a process coming from up, But you have to go down to see if it's realistic or not. As is to be, sorry, this is the way. And we have to measure the gap.
As my former job as a Kaizen coach, I have to measure just the gap. When we say Kaizen coach in Agile, it's called Scrum or Agile coach. It's a Kaizen coach. And the retrospective is measuring this gap. And how can I fill it? How I can reduce this flow? To just make it leaner, because if it's not lean, everybody will understand this is stupid.
Am I right?
Who disagrees?
Really, who disagrees?
Oh, damn.
You're too gentle. I hate this.
You're not from IT.
Okay, Ho, Shin, the verbs. You have different kind of translation. I like this one. I choose this one. It's Ho means direction, Shin refers to focus, Kan refers to alignment, and Ri means reason. This is the same Ri from Shu-Ha-Ri.
Am I right? Or perhaps you don't understand Japanese? No? My colleagues? No? From Seoul? No?
Oh, shut up. Okay.
Okay, so behind, this is the theory, 10 principle, Hoshinkanri, so perhaps you can tell me if I'm right or wrong. Establish a company motor quality policy and promotion plan, devise long-term and medium-term management strategy, collect and analyze the information, plan the target, et cetera, et cetera, et cetera. I share this presentation with you later on. The main thing is, okay, this is a theory. This is the purpose of the thing. How can I make it simple? Organization as a flow.
We very often use it to understand how Shinkana is, how Toyota
has made to be number one in the world car manufacturing company in 2007.
How did they make this?
If you see in the books of Toyota, and other books on Toyota, you just see the strategy they used. They start, we are going global, so we are no more Japanese anymore. We are global.
Meanwhile, we don't have offshore activities. Is our plant, we are global. Meanwhile, when I start plants, just think, okay, this is just another office, but we have to think at the whole. The company as a whole. My company is global, my company is a whole. Not has a whole, but it's a whole. So think of the whole.
To make this happen, they try to use Hoshin Kari to start before starting the launch of the company, of each one, they want to start to be aligned. Then align first, then start to doing the thing.
So this is the example.
So, to make this, they ask some questions. Meanwhile, when I start plants, just think, okay, this is just another office, but we have to think at the whole. The company as a whole. My company is global, my company is a whole. Not has a whole, but it's a whole. So think at the whole.
To make this happen, they try to use Hoshinkari to start before starting the launch of the company, of each one, they want to start to be aligned.
Then align first, then start to doing the thing. So this is the example.
So, to make this, they ask some questions.
What is our mission? Why are we doing this? Is it a top-down? It is a bottom-up or both sides? We're talking about catch-ball process. Who knows catch-ball process? This is a funny thing that we are trying to apply in, not to say this is how she can carry, but we try in agile transformation. Catch-ball process, PECA, plan, do, check, act. Everybody knows it? Yeah, but I prefer they make because I'm more lean six sigma. No, PDCA basic. Less is more because make it simple. So I try to make it simple. We have to say we have all to manage complexity. You know, if you have small teams, five, three men, we have a lot of complexity. And now if the methodology or perhaps the process you use is complex, so you add you add complexity to complexity, then just say you're crazy. Make things simple as possible.
So if you want to make a kata, kata should be simple.
Can we see? Make this. Why? Just make this. If you talk to business analysts after one hour, why are you asking me to make this? Oh, shut up. Just make this.
This is simple. The process should be very, very easy. And a simple strategy, we find thinking. Meanwhile, if you have one simple strategy, think about, you try to apply a single strategy to your company, to your office. Let's say with 20 people. How long does it take to have everybody on board?
To be honest, sometimes never. If you're in Paris,
Sometimes happens. And I like Paris. And so meanwhile, if you have 1,500 plants, how can you be aligned if you're not simple? This is complicated. So simple, less, everything in this mindset. So we start, starting, Hoshin Karing is starting with tune off.
Tune off. Who knows tune off, the principle? Yeah. What is tune off?
Is through North, is the vision, is the vision in Scrum, is one direction, but it's here at this level and the company level, let's say we are not talking about IT, it's really about company, about the business, is are we aligned?
Ten years ago I made company restructuration. I worked for a venture capitalist, I'm portfolio manager, my assets were companies. So when I come to the company to see if it's good or bad, I just came to the housekeeper and said, hey guy, do you know what are they doing here?
No, bad point. Not for the housekeeper, but for the portfolio manager. This is it. Housekeeper, the cleaner, everybody should know what you are doing here.
So if you work in the IT world and you ask people, do you know what is the purpose of your work? They say, I just want to make Java. I just want to make DevOps. I just want to make Scrum. Say, okay, guys, this is completely stupid.
You're working for a paper, a grocery, I don't know. This is what you're doing.
Another example from Toyota. Toyota made a plan. This is a small story. Perhaps everybody knows it. It's in Chicago. They bought an IT company. And the Japanese guy asked the US guy, oh, what are we doing here? What is the purpose of your job? Oh, we're making all the software, etc., etc. And after one hour, he said, stop. Thank you very much. I think you are very clever. To be honest, I understand just nothing. I have just one question for you. We are Toyota. We are building cars. Can you help me making good cars for our customers?
This is a tune-off. It's not about what you're doing. This is good. If you hire people, don't think about it, okay, I need six months to hire a peer-paid and I need six months to test you, perhaps. I'm not quite sure. If you have this kind of manager, just say, you're just stupid. If you hire the people, this is a good guy. What we say in Arja is, the good people are in a good place. That's it. Perhaps you're wrong, it's not a problem. So the thing is, to be sure, if you are here, you're just the best one to be here. That's it. Have no doubt about it.
Just hear he's sleeping.
Okay, so where to start? What is our mission? Who are we?
What do we have to do? What makes us special? And what are we? So I have just a small game for you. Want to have a small game? But you need to participate really.
Not really. Okay, this is the game. We have some vision statements, quite a little bit old. Anyway, it's okay. What is the vision statement of the company? What is the company to make people happy?
Any idea?
One point. This is the purpose. What is to preserve and improve human life?
It is for US, US real.
What?
Money.
Money?
Lehman Brothers?
What is to make a big shit in the whole world? Lehman Brothers. Yeah, okay. Sorry, but really. You make the noise, we make the boop here, the bell. What? Generally. Generally? No, I go. This is quite very US. We have this one. It's Merck.
And what is this? No child in our city will go hungry to bed in the evening.
No idea? I'll help you. This is sub-kitchen.
We will be the easiest pharmacy retailer for customers to use.
Pfizer, well, sounds good. Very close. CVS Corp, I don't think they exist anymore. To constantly improve what is a chance of human progress by mastering science and technology.
No, everybody wrong. You're not that good. I was wrong before. First age, this is all shit. I found you were experts, but not really. Sorry.
To be the number one athletic company in the world.
Nike, whatever.
Nike. Cool. And the split marketplace leadership.
To make the worst information universally accessible and useful.
Yeah! So just an example of what is a tune-off. It's very easy, it's very close to marketing. But it's a driver.
You have to see the CIO of a company should be like a coach. I get the direction, this is the direction. So if you have very complicated like 100 centers, we are that in case of, but perhaps if you understand, so we use this SWOT metrics and this KPI balance for this. Sorry, operation doesn't understand anymore. If you send it to India, oh yes sir, I understand, very well, thank you. But they're just nice. But really, yeah, oh, it's not their problem, this is our problem. We are not clear. We should be very easily clear. What is the purpose, let's say, what is the purpose of the income on France? Any other questions?
Too long, but a nice idea. Whatever. Something else.
Thanks to Beate Wogners.
No. Yuval, any idea? I like to disturb you. I see you're looking through your emails, but I like to just...
Yeah, to be honest, the first purpose of Incomer France is to explain to the French market how we are using Condor.
Then it was having international community meeting here in Paris to share ideas. This year is something different. It should be different because now it's more have a point in Paris to see the community. It's like family meeting, it's like a symposium. So it's not like there are gods here and everybody is not very... We take this Arjaway as just a good time to share ideas, new concepts, new ideas, perhaps to jump in something else. This is the purpose of my thing. Because I believe we have a brain. I guess. Sometimes. If you insist. Oh, damn. It was very stupid.
We can apply true enough to strategy. It will be very simple. We try to have in the focus, we have three, four, five things to focus on. And we are looking for the boulders. You have to remember is here you have, let's say, 2,000 plants. Maybe you have 20,000 or 200,000 teams to align.
Three or five points is very much.
What is the point of the fix? You have to fix alignment, you have to look Quick response.
That is James.
Who understand this?
What is the purpose of this?
Yeah. Yeah. Enough ideas?
Who is the first time who see the word ballast ring?
Honestly?
Thank you.
But I disagree. You know it.
Okay, so value stream is everything. So you have a value stream. If you want to have a true and off as a company leader, if you have a bid, your value stream, you have to know that you have a value coming from here to the demand, to the delivery, from the company and from all the plants. All the plants are just part of it. So sometimes you have to take care that your plants are not stones in your flow. They're just perhaps accelerator or focuser on the plant.
Okay, I go over with roughly. We are using A3. There are also a nice session on A3. Who attend the A3 session?
Who knows A3?
Who knows why A3?
What?
Paper size.
Paper size, and why?
And why?
And why?
It's very easy because when they start this in the 70s, you didn't have internet. You just have telefax. And A3 was the maximum size that they can push in there to telefax. That's why A3. If the telefax was too small, you were spread in A4.
And it's the single thing, the simplest thing that you can get alignment to. Using Telefax, making your whole business case from the small plant, from a team, to the whole organization, corporation, on a single A3. So you need to be very precise So Japanese boots are different from ours. They are all very precise. They know how to make it. So we have to learn to be precise because we are coming from a lot of diversity. They are very focused, focused. And this is a very good exercise. When you have, let's say, managers saying, you have to do this. Why? Do you have a business case? No. Just because I have a golf play with a colleague, with a competitor last week, you say he can make it. I say, I can make it better. This is not the purpose. If you want to start, you have to know why you're making, how many money you get. It is the same, the company is a project, it's a program. So you have to manage it with here. You have just not only flows, you have also batches and pieces to deliver. So you need to say, you need to know, if you attend the objective that you expect, you need to have a goal first.
If you don't have a business case, let's say an A3, who is a business case, how can you measure lessons learned?
How can you measure that you make benefits? So we're sensing another point, so it's a good thing if you go in a company and say, we're using Azure, do you have A3? Or we are going, we are very keen in project management. Okay, great. Can I can see, have a look to the benefits report and to the lessons learned log? We don't have this. Okay, thank you. That don't make it. If you never stop the project you're doing, you're just consuming time and capacity from the project. You have to limit the whip there. Stop starting, stop finishing, typically. And nobody finished the project. But in the whole world, not only here, everybody. But this is based on fear. If you have A3, so it's a simple business case. You have several points, you check it out, it's okay. Are we in or not?
And A3 is in the Horschen-Kanigwe to start alignment. You have several layers of A3, almost driven by the two off, which is the concept. This is the line. Then you have a strategy A3, then you have AB, baby A3. So you have a lot of A3s.
So everybody is aligned. And a subset, the smallest subset of A3, like in a small project, is consolidated in the higher levels, which is then consolidated in the higher level, and still consolidated until he attains the strategy A3, or perhaps in the corporate A3. With a consolidation. Because almost in this value stream of the company that we don't have an alteration or perhaps a problem with the flow of the whole system like in what I say when I go to the Gamba and I see the difference between the reality and the 2B and the as is, it is the same for this. The same mindset, same idea. A3 in detail is looking like this. The smallest subset of A3, like in a small project, is consolidated in the higher levels, which is then consolidated in the higher level, and still consolidated until he attains the strategy A3, or perhaps in the corporate A3, with a consolidation. Because almost in this value stream of the company, that we don't have an alteration or perhaps a problem with the flow of the whole system, like in what I say when I go to the Gemba and I see the difference between the reality and the to-be and the as-is, it is the same for this. The same mindset, same idea. A3 in detail is looking like this.
This is basic. It's still on Google.
You Google A3, you get this. Very easy.
One funny thing is this. Okay, we have our tune-off.
Based on this true enough, we have A3 and several models of A3, but we still not have alignment. We have an idea how to manage the element.
We know how to manage. No, but this is how we can lead it, how it's driven. How it's people involved, like I said, people. I expect, or perhaps my assumption is that we have experts in our company. Meanwhile is, what is implicit is, is continuous improvement of the system, with the freedom of everybody of the whole company is improving the whole system. So we have A3 at the development, so everybody knows what to improve. My A3, not only my process, but my A3 has to be improved. Anyway, now, catchphrase is this.
You have, let's say here, this is just an example, just to show you that on-site management at each layer, to have this kind of alignment that Bartel Bungus explained this morning with the process of beyond budgeting, aligning leadership with tactic on operations anyway. So before starting you have here this vice president operation has his A3 model and is selling to VP of sales and they're sending back. So you have here my ball, catch ball. I send it to plant manager who sends his A3 model back to the VP of president before starting just to improve. Are we talking the same language? etc, etc, and back, and back, and back, and back, and back. It's the same thing. So instead of... Oh, shit. So I... Oh, come on.
Yeah, here. So the idea is before starting, we are aligned. This is something that we want to test next month at our customers, who is not about lean, but this is something that we have stolen from lean. I think this makes sense. Before saying, you're not agile, you have to be flat. They need to have gut feeling that it's not working. So we are starting. Do you have a business case? No. Okay, let's make it A3. And then send your... from your system of finance sending in free to IT, and IT sending to accountants, etc., just to understand. But you have one day of delay to give an answer.
But it's not here. We are tricking the system to use this to be aligned first.
And so we are aligned, so we can talk, not about talking just methodology. You say, hey guys, this is nice, Arjun is a nice thing, thank you very much. We are doing work here, thank you. So this is typically something we are using to align. You start here, it's a single learning. You don't have a business case or something else, take this. And we make it together, all right? Then send it to your colleague, and send it back. You can review it, and send it back. And it's valid until you have an agreement. So, this way is, you open, to managers and to organizations and give also managers the freedom to improve their work and their organization. Meanwhile, CEO is not the garden people. He's not daddy keeping the house clean. He's just the first line of defense of the company who almost focus on the strategy, on the leadership strategy of the company. This is giving some time of agility to the whole system. This is how I understand it. Perhaps I'm wrong. What do you think?
Matt?
So an A3 can start at any level, right?
Yeah.
Or for each level.
It's just an example. It can go down and up to each level. Meanwhile, if you have a big board meeting, just talking about the A3, but the big A3, which is a consolidation of this. Then you can perhaps zoom like in Kanban, perhaps you can zoom it, then you can see the different layers, but you have a big picture, and this big picture should be perfectly aligned with the rest.
It's not going into the portfolio. Oh yes, these data are not clear, but this, oh yeah. We put it on blue, but perhaps it's orange. No, really, good data.
Okay, again.
Spooky?
No?
Come on. My balls, playing catch ball. So this, oh come on. This is the next level of the ManU-D-Pro strategy, just to say we don't have only this single A3, you can put here also metrics and graphs and so forth. If you like more an agile way, you have on the web, you can find Henrik Knieberg's A3, or something which is very visually designed. He used this kind of visualization, not only facts and figures. This is my process. Here's my sword. That's something that we are very typical around.
Are your Houshin Kanri players agreeing with me? You?
Are you using this?
And theory.
Yeah, theory.
Kidding.
You will?
To be very honest, this is quite a little bit complicated in the IT world, but this is how manufacturing works. To be honest, manufacturing is, if you remember product lifecycle curve, they are in a maturity level, which typically is each input produces the same output. So it's much easier. We are more in this development phase. And we know when it's going to mature, it's just for support. And we are jumping to the next level. But in the meantime, I guess my point of view is,
We don't want to consume too much time in documentation to make it as simple as possible. I like this A3 personally, this, because it's very synthetic and simple. And you can help people and to make it visual.
And then you can use it, you have this. This can be a true north to start to count on board.
Kanban board is just a tool.
And if you focus and explain with a tool to a corporate level, oh, I'm a Kanban coach, I can explain how we can have a lot of metrics with a Kanban just by counting my posting cards. And you have the college of privacy, thank you guys, you're from IT, okay, go away.
If you come with this and they say, okay, I have a nice tool, very easy, low cost, it's called Kanban, then it's definitely a quick win for you.
Yeah?
here, then we have K-Zen to deploy strategy. These terms are typically coming from lean manufacturing, for my colleagues. If you're from the agile world, from the scrum world, replace K-Zen by retrospective.
We have different K-Zen, you know, K-Zen, Blitz K-Zen, and so forth, but it's still what we call Blitz K-Zen is called now in Scrum, grooming session.
It's Blitz K-Zen, and K-Zen is retrospective. So natively, Agile is doing this without understanding what I do. So when you can see, so you can steal like myself, something from Toyota, something from total quality management, just have nice tricks and tips to make your life easier, perhaps to don't lose time with politics and so far, to get an ear from your CIO or from the management people, say a management. If you have this, in case they say, we are making Kaysen, oh yeah, we have patents, oh, cool. And you say, well, we're just wanting to understand voice of the customer.
Voice of the business, voice of the process.
Who is using voice of business as metrics? I know Julien and myself are working on the same project, but our customer is using voice of the business. Voice of the customer is quite usual. Voice of the process.
Then we are reaching the difference between voice of the process is very interesting because this is the main difference between lean and agile.
because lean is focused on maturity and focusing on process. And in Agile, I just replace, I call it VOIP, or V-O-P, and I replace process by people. Voice of the people who is dealing with a voice of our colleagues, voice of our teams. In West we want to keep the balance of the whole, all these stakeholders involved on our company project, company as a project. So we measure this. So we can have the strategy, the tune-off, value streams, key project, alignment, etc. Communication, review process and dashboards. We can say, okay, this is the output from the scrums or for the Kanban boards. We have here lessons learned. This is for my VOP, voice of the people. Then I have, perhaps you can use a second voice of a process to say, my Kanban board headers are representing the process. And we give to each with this loop of one week to my development team, whatever, this, and I do retrospective on a Friday in the morning, say, are you happy with this? Do we add a column or reduce the column? Oh, we add a column, this is okay, great. Then you have your coach who say, okay, we have a new column, so we have improved the process. And this, the headers, are the new process. in the new AI3 model. Meanwhile, you are handling, you're working, you're owning the process.
Okay?
Still aligned? Is it not too stupid?
I hate to be the last one.
Okay, then here's some details, but it's more or less so you can download the presentation with some key points. Don't be afraid. I try to make it simple, easy. Then you have this one.
Thank you.
Nima Washi?
What is Nima Washi? Good question, thank you.
You don't know Nemawashi? Shame on you.
Honestly, I don't know it.
We are more using Kamishibais.
So I hate talking about lean because we have a lot of Japanese words. So we have this, this, this, this, need to translate. Thank you for the input.
You know what? I'm very happy. I'm really happy because if you didn't ask this question now, I feel you're not following, you're not reading my documentation.
You never make this kind of thing in documentations?
Like this small is, if you attend this speech, you will be, come to me, you get a free beer. They are waiting. And six years later, I come to my free beer. Which one?
There's a great story about David Lee Roth.
the band, they had a lot of requirements for their shows.
Should I jump?
And so to make sure all the safety requirements were being read by the arena or the host facility, he would put something in great detail at the very end of the contract about having a certain color of M&Ms in the dressing room.
...thing in documentations. Like this small is, if you attend this meeting, you will be, come to me, you get a free beer. They are waiting. And six years later, I come to my free beer. Which one?
There's a great story about David Lee Roth, the band, the band Hayley. They had a lot of requirements for their shows.
Should I jump?
And so to make sure all the safety requirements were being read by the arena or the host facility, he would put something in great detail at the very end of the contract about having a certain color of M&Ms in the dressing room. And he knew when he arrived, when he arrived at the arena, if it didn't have the color of M&M's, that they didn't actually read the safety instructions. Because they had all these pyrotechnics and stage stuff. So he knew that the place probably wasn't safe to perform it.
To be really honest, I just was asking, should I keep this slide? Because I'm not very sure about Nima Washi.
Really? And I say, okay, let's see. And this could be fun to see what happens. So good point to you, Val. Good point to you. Good point to everybody.
I was going to sleep, but I figured.
Yeah, thank you. But you are too nice with me.
Is everything okay for the rest?
No problem anymore.
Non, il n'y a pas de machine, c'est cool.
Okay, so here is a representation of everything. And so we have this house of quality afterwards that you can make and people are making house of agility, house of lean, house of whatever. It is based on this. Just to represent that we need to take care about the voice of the people or the process, voice of the customer, et cetera. Single measures.
And so we can say, this is still about organization. So we have to say, okay, we have a customer, we still have in mind, we have customers, we have people working here, and we have the business to align. How can this work all together?
This is high level. In the meantime, all the questions are in the A3. And the A3 just works if you have a tune-off. Elsewhere, you have each plant making selfishly in this corner his own A3. And then you have this, what is this company here? What kind of puzzle is that?
So it's a driver. It's really a driver.
Now here, this is another tool to visualize everything, is to make very David Hutchkins, stolen by myself, a collaboration with David Hutchkins.
He makes this fine, I think this picture is very cool, to explain that we have a mission and vision. Then we have policy development to reach total quality, then you have feedback loops. Still feedback loops. And the feedback loops are on the continuous improvement, with the core of everything. And this is where Arja and Nina are working together. They're talking the same language.
Okay?
And if you want the documentation of the AV touch, you can get it. Just if you ask. If you don't ask, shame on you.
Okay, so the Agile factor here. Who has an idea what is about Agile factor? If I have a big company, an Agile company, what is my Agile factor? Who has an idea?
Let's have a nice jump back to Archon Manifesto. Not for the, I prefer, individual iteration, no, no. The 12-fingered principles behind, so side two that nobody is reading. And then you consolidate it. Now I wish to have a small debate. The purpose of Agile is this.
Continuous improvement, self-organization, changing requirements, changing requirements, not changing scope.
The difference is, changing requirements is, we detect defects and we fix the defects.
And you have here simplicity, sustainable pace, iteration, working items, technical excellence, customer satisfaction, business and dev working together, motivated individuals, and clear communication.
Are you finding this from, are you agreeing with this between the 12 principles?
So I'm still a new Yuval. I think you can challenge me. They say, Pierre, this is shit.
The purpose of the journal?
Yeah, purpose, the 12th hidden.
12 principles behind the manifesto. Consolidated.
Yeah. Yeah.
Meanwhile, if I have 12 principles behind the manifesto, and if I try to fix everything just with adding technical excellence into something who doesn't care, what is about communication, what is about simplicity, what is about changing the comments, etc.
Yeah.
Working items. Each iteration proves a working item. Firstly, how you can have a discussion with your stakeholders.
Example.
In whatever. In whatever. Working software, exactly. Working items. So it's because it's not only perhaps software, it's something else. So if I have, let's... So example is, I have a sprint or an iteration. I say, hi customer, you can come and show. Do you see, this is my code. We have bug fixing. Before, after. Before, after. Thank you. I came from, let's say, from the US, especially for this event, just to see before, after. Thank you very much. I stopped this.
But this kind of basic mistakes we are making all day. Me first.
10 minutes left, I'm done.
I'm really done. And definitely I'm done.
So, really, so what?
So what is... How can I apply the 12 principles of Agile in the Hoshin Kanri way? Let's say to make it easy, I'm the owner of a huge corporation globally wide and I want to make it Agile and lean.
Can be easy.
Thank you for the support. So, my idea is, if I can, my personal view is, if I use these 12 principles behind our job, and I can apply this with Hoshin Kanri, I have not a big gap.
I just to change the VOP of the P of process with the P of people. This is my understanding. So my question to you, how can we make it better?
Any ideas?
I'm too tired to answer you now. I didn't understand anyway, but you were very funny.
Something else? Basile?
Is it a matter of trying to speak the language of the people that you're trying to share understanding with?
My understanding is you're completely right. This is how I understand. It's just we are talking really the same languages. Now it's about the details. This is flow, we are manifesting, we are Linux. I don't care at this level. I do not care about Linux Sigma or whatever. So they do not care about Kanban, they do not care about Scrum. But they want to have agility because it's now a KPI.
It's really so. But we have this tool, the old tool of horsing canary. My guess is perhaps you have something that we can use to introduce the principle of peer budgeting in a transition phase to open the system Because if you make a kerezu, a big bang, like in the US, like, we do it. No, transition phases and change. You say, okay, you're using this kind of process. Okay, to be honest, it doesn't work. Okay, let's improve it. Now, if you are in the let them feel the pain behavior, this can take 10 years. After six months, they say, you're nice, we love you, get out. We want to have results. But if you come with some easy tips, tricks that has been documented, not that much in reality, but I guess my point of view is very helpful to have a discussion on this kind of level of people. They are not stupid, they know about Agile, or about Lean, or about Kanban. They say, okay, I have Kanban, okay, but this is Hoshin Kanri, we have A3, and to make it work, this is our tool.
about communication exactly. And then you have a quick win. This is how I use my contracts.
I don't say to nobody, this methodology, whatever it is. What is your problem? How I can help you? How can I fix you? This is my quick win. And then the first layer, solution focus, then you open, you open, you open. You have enough to do. This is one of my tricks. Perhaps I'm wrong. And this is, I guess, something I will come to the DevOps community. You say, if you want to make this DevOps kitchen cookbook now, so you have to fix in the marble that this is a methodology. Take care that you don't go to the lean way and have somebody say, oh, we can perhaps make lean six sigma in the system now. Then you're dead. You're not improving the system as a whole.
Yes, no, no. How much time? Five minutes?
So my last word is something that I couldn't find from a company called Bombardier in Canada. It is something I used to tell everybody each day once. So I'm very boring. Sorry for my colleagues, I'm very boring. It is here.
In the retirement interview from a former operation guy, HR, the architect. What? Ah, cool. So I can say it. What happened to this? Keynote. Keynote.
It was so better with PowerPoint.
So it was the last one.
Perhaps I can restart with something else.
So, last words? Okay.
Again, so it's a defect. Okay, so the idea is a retirement team. Hoga, oh sir, I'm very, very, very happy. You worked for our company during 40 years. What is your feeling about?
Well, it was okay. Really? In detail? Okay, just one stupid thing is what? During 40 years, you paid me for this. And think for the same price, this was for free.
This sounds stupid, a gimmick or a motto or whatever, but in real time it's, think people have brain.
So again, about the first principle of Kaizen in the whole shimway is people are smart.
And their level of expertise, they are here, they are experts. So if you talk with people for accountants, if you're taking for operation with the housekeeper, we don't have need to respect them. If you say they are experts, you will respect them. If you respect them, they respect you. Then you start alignment. You don't have to struggle or fight or whatever. Now I have to jump perhaps to the last word is this one.
Again, it was a big thank you. So I'm really done with this, and I'm really done again.