These at a glance techniques provide a snapshot of essential knowledge to draw upon when you need proven methods to solve specific problems right now.
Over thirty quick-glance technique cards provide step-by-step guidance and practical tips. Leverage these tools while problem solving on your own or guiding your team to navigate a challenge in a new and interesting way.
This analytical tool is intended to get to the root cause of a problem by asking ‘why’ or ‘what caused this’ several times. Each question seeks a deeper understanding until the asker discovers the root issue. It was first popularized by the Toyota Production System to try and separate symptoms from causes in order to ensure any corrective action is treating the right problem. Taiichi Ohno said, ‘by repeating why five times, the nature of the problem as well as its solution becomes clear.’
An easy tool
Promotes teamwork & cross-functional thinking
to the source
Lead time measures the total time it takes for work to flow from the moment when it is recorded to the time it is released to customers or users. Lead time is measured in actual time, usually hours or days, and this includes processing times, as well as time work spends sitting in queues or waiting to be started. It is the most important measure of flow in product development. Other terms frequently used synonymously with lead time are time-to-market or concept-to-cash.
Assess the impact of change on your process
Lead time improves with smaller batches
More predictable, more accurate forecasting
A retrospective is a meeting held by a team to reflect on its practices, teamwork, achievements and failures with the aim of identifying and committing to actionable improvements. In order to adapt to changing circumstances and get better, a team needs to learn from its own experience. Running retrospectives helps team members understand and discuss what is working well and what is not working. If the team applies this understanding to continually make improvements, it will ultimately become a high performing team.
Consistent checkins, constant improvements
Discover what works and what doesn’t
Hear how Product Owner, Chris B., used the Three Question Model technique to help her team:
When Chris went through the VFQ Agile Practitioner course, she learned the Three Question Model technique as a way to systematize continuous improvement in a team. She immediately recognized how it could help her team reach a higher level of performance, but it wasn’t the right time to introduce a new idea. They were close to launching a critical new product and everyone was heads down. A couple months later, when they came up for air, Chris couldn’t quite remember all the specifics of the Three Question Model but she knew she wanted to give it a try. So she pulled out her Technique card, quickly refreshed her knowledge with it, and used it to walk her team through the technique at their next team improvement session.TRY ONE NOW
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