Lean Panel Analysis: flow efficiency

Flow efficiencyIs a measurement organizationLeanDegree indicator.

For ITC:

• According to Zsolt fabok, lean agile Scotland, SEP 2012, lean Kanban France, Oct 2012, the flow efficiency is 2%.
• The flow efficiency between 5% and 15% is considered normal.
• Flow efficiency> 40% is good!

As described in this is lean, there are three main reasons for low flow efficiency:

Long lead time). More customer requirements are generated when the product or service is waiting for a long time. These new requirements need to be solved by time, which often leads to more latency.

For example, the longer a customer waits for the required applications or services, the higher the possibility of changing or even canceling the order. In addition, managing these changes will further increaseDelivery Time(Lead time).

Therefore,

Agile teams are more efficient because they use short-term iterations.

Shortening the delivery time is one of the ways to improve efficiency.

One way to shorten the delivery time is to reduce the size of work items and batches. Therefore, when I see the requirements for each-person-on-demand iteration over three months, I suggest reducing both the demand size and iteration length.
Reducing the demand size can improve efficiency.

Too many work items are produced.If too many work items are processed in parallel

• Pay-as-you-goAdditional workload, time, and resourcesTo manage these work items: Which of them have been completed, where they exist, and what to do next.
  
  
• CauseMulti-task processing.Multi-task processing is another major cause of inefficiency. Here is a good summary of the high cost caused by multitasking.
  
  
• Cover upProblemBecause when there are multiple work items that are not closed, it is difficult to locate and solve the quality problem.
  
  
• CausedAnxietyAndPressureIt will reduce the quality of work, increase the time for problem solving, and thus reduce the efficiency.

Therefore,

Reducing the number of WIP in the panel system can improve workflow efficiency.

Excessive transmission.For example, when you call a mobile phone manufacturer, you are transferred from one person to another again and again, and you have to explain your problem again and again. For customers, multiple transfers will produceFrustration.

PairService ProviderPassing a job to another person will certainly bringLosing Infomation)As a resultDefect (defects)Risks. In addition, any transfer of work requires an explanation of the current state of work and the considerations to be taken into consideration in subsequent steps. Such explanations are required either orally or in writing.Additional workload and time.

Delivery is not always avoided, but cross-functional teams can reduce the negative effect of delivery.

Lean Panel Analysis: flow efficiency