KANBAN-Introduction at Soennecken eG

Some time ago we talked about the Kanban-Board and ist usage and advantages in teams. It is not just us using it in actual business every day, but our consultant Moritz Aly actively introduced and implements it in his current project.

In the following text he reported how a Kanban system can be handled in ‘real life’:

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KANBAN-Implementation in Daily Ticket GmbH

Soennecken eG is a German 500 employee company, which sales office equipment and other services. Two SCRUM teams work in three-week sprints on the internal assortment management and several web-shop systems. Every team has its own product owner and a common Scrum-Master (by sternkopf-consulting). So far so good.

In addition to the development, the shop team has also to handle a huge amount of maintenance-tickets. This is also a problem in the IT-System administration, which oversees the internal IT-hardware and the stock and office systems.

In different departments, different ticket-systems are used, and tickets are personalized to individual employees. This leads to a situation, where one co-worker has a ticket workload of 40 items or more, which he or she cannot handle anymore. Another negative effect is a lack of transparency and no visibility of bottlenecks.

That’s why we implemented a KANBAN-Workflow in several teams for the work on the maintenance tickets. The shop team now work with a virtual SCRUM-board for development and a physical KANBAN board for the tickets. In front of this board every day the tickets are discussed with the support team and if necessary reprioritized. The ticket rise is now fully transparent and could be better controlled.

In the so-called PaNiK team in the IT-system-administration a large KANBAN-board was installed. We also implemented rules for different process steps and WIP-limits (work in progress limits), where necessary and useful. Here the dependencies to external suppliers where striking and one reason for the long delays. These bottlenecks could now be visualized, addressed and discussed much easier and the first improvements, like direct contact persons, were made.

Among other teams started to use KANBAN, we implemented a Portfolio-KANBAN to control topics across different teams and special projects. Therefore, we choose the Horizon-Modell, which we already suggested to you before.

As usual in KANBAN, we don’t only focus on short term visualization and metric creation, but also on a long-term continuous improvement process. Through KANBAN, Retrospectives and team workshops, we can identify bottlenecks and solve or manage them for the future.

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