Individual Assignment Unit 8

Presented by: Eliana Lopez

To: Professor Joe Malak

Lean Metrics

Write: Create a metrics subsection to your paper. In this section create a “Metrics Dashboard”
and document your work’s major workflow with perceived WIP limits.

Also, calculate your AAR and ADR to determine what WIP optimizations you could realize. Further,
calculate the cycle time and lead time for a given workflow. Write 750-1000 words about your
findings and recommendations to remediate issues.

Metrics Dashboard: Kanban Board - Attending a customer request

In our company, the tickets are handled in the following way. First, an interview is made with the
client where the requirements are identified, the result of this interview describes a ticket that is
in the To Do list, action followed by the ticket is moved to the Doing list by a developer who first
reads the existing information. The tickets that are in the development to list to which the changes
in the source code will be made. Once completed these changes and published in the test server
proceeds to move the card to the column Where in development. The project administrator
notifies the client, based on the priority, moves the cards to test in order to define which
developed tasks can be published productively. Finally, it is passed to release and in the next
publication, the changes are integrated into the production server.

According to the arrival of works in our company, we have elaborated the following graph, in which
we have placed the date, along with the number of the day. We have noted the value of the WIP
for the shrimp board, which has been modified according to the size of our development group
since our team is dynamic and may have more or fewer developers depending on the amount of
work above.
It is observed after drawing a line that crosses the points of the AAR and the ADR in a linear way
that optimization is required since the company always has around 2 free employees, who are
prepared to work although at that moment they do not have pending tasks.

As the workflow is variable and the WIP has been adjusted accordingly, the optimization is also
variable, we have calculated the average of the adjustment values that should be implemented to
know beforehand which would be the appropriate value, identifying that with about + / - 1.9
adjustment there is approximately zero difference between AAR and ADR.

The 10 tasks executed during the month of May are the final part of a project that has been
executed that we call in the company creation of a monitor system of web servers.

This project was conceived in the month of April of this year, the 1st of April was the first meeting
and based on this it was requested that the project managers distribute the tasks according to the
customer's need.

The following can be concluded from the above:

Lead time = 1 month and 5 days (March 1 to May 10)
Cycle time = 10 days (May 1 to May 10)

After the analysis performed it is observed that there is always more developers than tasks or
tickets assigned, so there is always one or two people who do not have tasks assigned.
It has been observed a short queue in the workflow since there are always more developers than
tasks assigned, this is good for the company but has an economically negative aspect and is
because a developer without assigned tasks consumes the capital of the company and does not
produce activities during his working day.

It is observed from the evaluation made earlier that the waiting time between processes when in
production is quite low because from one developer to another the ticket moves smoothly,
however when designing the project in the first stay the waiting time is very long (1 month).
When making these follow-ups it is evident that the two problems that exist in our company are:
1. Too much time to design and structure a project.
2. A very large proportion of developers/tasks.
To solve this must implement the metrics of the Kanban board and monitor them constantly to go
making small adjustments that favor productivity and improve the efficiency with which projects
are developed in the company.

The objective in our company is to improve the value produced daily, that is to say, to have a better
performance, for that reason we maintain a constant and stable workflow that offers confidence
as much for our team as for our clients. These metrics have helped us to define and adjust our
processes, defining in advance the economic aspects and defining with certainty the human talent
required in the development of a project.
These metrics have been monitored thanks to our time control platforms such as toggle, metric
and Jira as a project management platform, we are in the permanent search for continuous
improvement.