In September, I presented at Lean Agile Scotland, based on our experiences of introducing Lean thinking to IBM AMS Delivery Teams, and how we’d moved from a default position of starting with fundamentally re-engineering Value Streams to a light-touch approach based on

  1. Hoshin Kanri
  2. A3
  3. Kanban

These play off each other to drive Lean improvements and culture change in a way that technology delivery teams working in predominantly traditional environments will accept and use.

Since then, I’ve started to develop the model, and explicitly incorporated the context and conceptual framework that’s always in my mind as the goal of what these tools are trying to accomplish.

Behind even this is a set of principles that should be so universal in Lean (and many Agile) environments that they don’t need stating every time, but for completeness, they include:

  1. Customer centricity — in particularly a customer-focused definition of value
  2. 5 Lean Principles
  3. Systems Thinking
  4. Long term, directional journey towards the unattainable True North of perfection
Everyday Lean Model

Everyday Lean Model

Time permitting, I hope to expand on all of this, but for now, here’s a rough diagram!

Comments and queries most welcome, either below or to me on twitter: @martinburnsuk

Originally posted on my Martin Burns: PM PoV site at

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CC BY-NC-SA 4.0 PoV Developing: Everyday Lean for Enterprise Delivery by Martin Burns is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

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