der agile coach

Valuable and reliable deliveries.

It is not enough to deliver results at the right time. They must also be of the necessary quality.

Specialist areas enable company success through their contribution from “standard business”, core competencies and unique selling points for the products.

If the “standard requests”, the “straight-forward cases” and the “volume business” are perfectly orchestrated through KANBAN, there is more time and energy to devote to innovations and innovations with dedication and focus. This is only possible if you have to think less about the things that could actually be repeatable.

Kanban helps here through the transparent process representation as well as the collection and evaluation of data on past orders and tasks: how long did it take us for most of the orders of a type? How long did the “outliers” last at most? Where can we still make up time in our work process? A KANBAN team can provide better answers to all of these questions if they have observed and gotten to know their delivery performance over a longer period of time.

With this knowledge behind you, more demanding requests can be tackled with greater relaxation, calm and confidence, since most of the work happens “automatically”, like accelerating, braking and clutching when driving a car. Through repetition and clear methods, KANBAN creates routines so that time is freed up for the special things: unique selling points. This will unlock key player special operations.

der agile coach

Person-independent quality.

,,But you will only get the order if Erica does it! It has never disappointed us so far…” In this probably justified appreciation of a person, there is at the same time the concern as to whether the order will be processed just as well if Max takes over it.

From the company’s perspective, the quality of execution should not depend on individuals, as these then represent a bottleneck and robustness risk. It is important to make everyone’s knowledge usable for everyone because it is written down explicitly. With KANBAN, this is done by defining step transition criteria for each individual work step. This corresponds to the definition of done for the stories in the sprint of AGILE teams. These criteria make it clear to everyone what really needs to be finished. Any remaining questions are clarified by the team in the KANBAN stand-ups – so the customer doesn’t care whether Max, Erica or Bernd did it.