Too much work in process (WIP) confuses priorities, causes frequent context switching, and increases overhead. Overloading teams and ARTs with more work than can be reasonably accomplished is a common and pernicious problem. An individual SAFe article discusses how these accelerators apply to each flow domain: Team Flow, ART Flow, Solution Train Flow, and Portfolio Flow.

These powerful accelerators of value are relevant to all Framework levels, but the challenges differ for each. Making value flow without interruptions can best be achieved by adopting the eight ‘flow accelerators’ described in this article. They may be local policies - like team-based policies that determine how a work item moves from step to step- or global policies like those that govern how work is performed within the company.Įach flow property is subject to optimizations, and often many steps encounter unnecessary delays, bottlenecks, and other impediments to flow. People do the critical work of moving work items from one state to another. In addition, each value stream needs a prioritizing mechanism to sequence the work for the best value. It all starts with a set of work items to be done. Therefore, work through the system occurs in batches designed to be as efficient as possible. As any system has a finite capacity, all the work can’t be done at once. Ideally, feedback happens throughout the entire process. Customer and stakeholder feedback is integral to efficient and effective outcomes. Each plays its part in moving a work item through the system. But in any material flow system, different individuals and teams will have different skills and responsibilities. Handoffs wouldn’t be necessary if one person could do all the work. In every flow system, one or more bottlenecks effectively limit the flow through the entire system. There is always some work in process in the system if there weren’t, there could be no flow of value. While the details of any flow system are based on its context, all flow systems have eight common properties, as illustrated in Figure 1. Flow occurs when there is a smooth, linear, and fast movement of work product from step to step in a relevant value stream. What is Flow?įirst, it’s essential to understand what SAFe means by flow. This article, SAFe Principle 6, describes how to make value flow without interruptions by introducing ‘eighth flow accelerators’ that can be used to improve flow at any level of SAFe. Let the customer pull value from the producer.Identify the value stream for each product.The principles and practices that enable the uninterrupted flow of value in SAFe are integral to the Lean-Agile Mindset, Value Stream Management, and Lean Thinking, which can be summarized as: Achieving continuous flow requires a new way of working that eliminates the traditional start-stop-start project cycle and the waterfall phase gates that hinder flow. Doing so requires moving new system features through the development value stream as quickly as possible. Delivering a continuous flow of value to customers in the ‘shortest sustainable lead time’ is the central theme of SAFe. These are Value Stream Management, Principle #6- Make value flow without interruptions, Team Flow, ART Flow, Solution Train Flow, Portfolio Flow, the extended Guidance articles Accelerating Flow with SAFe, and Coaching Flow.Įnterprises must respond quickly to market changes to remain competitive in the digital age. While flow-based guidance is embedded throughout SAFe, a special collection of eight articles directly addresses impediments to flow. As such, any interruptions to flow must be identified and addressed systematically to enable continuous value delivery. Jones, Lean Thinking Principle 6 – Make Value Flow without Interruptions When we start thinking about ways to line up all of the essential steps needed to get a job done into a steady, continuous flow, it changes everything.

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