1. Using Lean in Application
Development to achieve
competitive advantage and
customer delight
Balaji Ganesh
Senior Manager - LEAN
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2. Agenda
Project Context
LEAN Tenets / Techniques used
Implementation Details - Visual Controls, Mistake
Proofing, DSM, OA
Benefits Summary
5
2
Conclusion
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3. Project Context
Project Brief

Team size: 40 (Peak)

Add-on Development project, executed in a release based model, spanning requirement gathering to
UAT/Warranty support

Functionality rollout to 5 states spanning 2 releases
Business and Technical Challenges


Team performed Requirements Gathering for the first time

High interlocking and dependencies between modules in scope for development

High ratio of fresh / new developers

Huge number of data combinations for testing.

High ratio of defect slippage (25-30%) to ST and UAT phases from previous similar releases.

Shortened test cycles for IT/ ST / UAT which also included regression testing for states already in
production.

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Project executed under risk-reward model with stringent timelines and quality parameters.
Probable accommodation of CRs at the fag end due to business criticality or regulations.
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4. Lean Tenets/Techniques Used
SL #
Lean Tenet/Tool/Procedure
1
2
Visual Controls
3
Competency Management
4
Design Structure Matrix
5
4
Mistake Proofing
Orthogonal Arrays
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5. What is a Visual Control
“Any
communication
mechanism used in the
work place that tells us at
a glance how work flows
(visual aids) and / or
whether it is deviating
from
the
standard
metrics or expectation
(visual controls)”
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“A powerful technique that
uses charts, diagrams,
signs, labels, color-coded
markings to clearly define
the normal (or desired)
conditions and to expose
the undesired conditions in
the day to day project
execution”
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“Visual controls are like
traffic signals; follow them
throughout your project intervene for correction
when you see a problem, a
waste or a process failure”

6. Visual Control
Challenge
 Ad-hoc task allocation. No work load levelling.
 Student syndrome.
 Team dependent on leads to understand task backlogs and prioritization
 Considerable effort and time for status collation from leads and managers
 Lack of big picture – No idea of overall performance with respect to the goal
Method:
 Feature backlogs and WIP across phases displayed on Kanban board for daily updates.
 Real time status flashed as video
 Synchronization of onsite and offshore VCs once every day
 Daily team huddles to discuss progress
 Process and work flow diagrams as Visual Aids
Benefits:
 Team aware of the big picture. Ownership and transparency.
 Streamlined communication
 Availability of real-time work status
 Improved team morale, collaboration and work load levelling.
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 Team members picked up next task automatically (pull system)
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7. Mistake Proofing
•
•
Flight control software and software for medical equipment are some examples of mission critical
applications that simply cannot be allowed to fail due to programming errors.
•
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Reusing software modules does not guarantee safety in the new system to which they are transferred
Software bugs cost the U.S. economy an estimated $59.5 billion per year, or 0.6 percent of the gross
domestic product
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8. Mistake Proofing
Challenge:
 High number of defects identified in previous similar releases across phases
 Defect slippage of 25- 30% to IT / ST / UAT phases. Delays in final delivery due to high rework.
 High ratio of fresh / new developers. Code re-use from previous releases without impact to quality.
Method:
Identify, explore and implement detective and preventive mechanisms
 Causal analysis to identify top 3-4 root causes of defects
 Usage of checklist, design templates and automation / simulation.
 Identification of skill gaps to address through appropriate training and cross skilling
 Task allocation based on module complexity (output of DSM) and skill level
 Wall charts of process and life cycle diagrams
 Sanity regression suite and pre-IT of critical deployment scenarios post UT.
 Show –Tell phase added for early feedback. Appropriate gating and exit criteria.
Benefits:
 Higher implementation productivity (enhanced by 33%) due to:
 Doing right the first time (effective prevention and detection)
 Effective Task Allocation
 System Testing completed 1 week ahead of schedule
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 Zero critical or high defects in the UAT / Warranty phases
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9. What is a DSM
 DSM is a mathematical and visual representation of the forward and reverse dependencies
between the various elements in the system grouped according to the increased order of dependency.
 Elements could be components / modules, features, use case scenarios, Agile stories.
 Pair wise dependencies between these elements are marked in the DSM.
 Dependency marks can be either binary (0 or 1) or indicate the relative strength of the
dependencies (High, Medium, Low, None etc..).
DSM Output
 Optimal sequence of module execution
 Bands / levels for the modules
 Value Threads – A chain of elements that constitutes a
unit of value to the customer.
 Module or feature level complexity factors
http://www.dsmweb/org -> DSM Tools
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10. Design Structure Matrix– Identify Functional Dependency for
Optimized Planning and Impact Analysis
Challenges:
 High degree of dependency between the modules
 Anticipated Schedule crunch in integration and system testing
 Defect fix turn around time high for similar past releases
 Poor downstream quality in previous releases.
Method:
 Created module level DSM grid based on workshop that included
SMEs, leads, team members and managers
 Processed DSM output through in-house tools to arrive at
Concurrencies, dependency blocks, complexity and value threads
Benefits:
Optimal planning and team ramp-up. Implemented and tested components with more complexity early,
Value threads used for iteration planning, prioritization and alignment across the team .
Streamlined work allocation and distribution - Identifying collocation and distribution, task assignment as per complexity
Faster turnaround for design, change requests analysis and implementation
Enhanced review effectiveness
Improved quality delivered to down stream phases.
No major defects identified during UAT / Warranty phases
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11. What is OA
•
•
Identify the outputs / behavior of the FUT/SUT
•
Identify the inputs conditions / system parameters (Factors) that influence these outputs
•
Use equivalence class partitioning/boundary value analysis to identify the multiple input/parameter values to be
tested (Levels)
•
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Identify the feature under test (FUT)/system under test (SUT)
Feed the factors and levels in a full factorial or a fractional factorial experiment tool and you have the test cases
required for the FUT/SUT
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12. Application of Orthogonal Arrays
Challenge:
 High number of data combinations to be tested for each functionality
 Only 4 weeks of testing window for Integration Testing and Complete Regression Testing.
 High degree of Dependencies between functionalities to be tested
Method:
 System level approach -Identification of factors and levels for key scenarios / functionalities.
 Identified and optimize all possible test combinations.
 Reviewed the combinations and eliminated the infeasible combinations
Benefits:
 System based testing instead of navigation based.
 Reduced number of regression test cases by 64%, without impact to quality .
 Improved test Coverage and traceability for add-on features.
 Team developed better understanding of the scenarios associated with the business requirement
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13. Benefits - Summary
 Overall 10% effort under run and absorption of 9% additional effort as CRs within schedule.
 Number of defects reduced by 69% with comparable previous release
Quality
 Development productivity enhanced by 33.39%
Schedule
 Team got “High Achieves” award and bonus from customer for exceeding quality
Effort
and schedule parameters.
 Zero critical and high defects. Product delivered one week ahead of schedule.
 Enhanced team morale, effective tracking and pull.
 Increase in Per Person Revenue (PPR) from CRs absorbed within schedule and effort.
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 Improved team competency and overall understanding of system level scenarios and
business cases
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14. Conclusion
LEAN levers can be deployed effectively for
• Standardizing processes to Do Right First Time (DRFT)
• Creating a culture of collaboration and problem solving
• Streamlining communication.
• Maximizing “people” potential.
• It is all about
• Managing complexity,
• Making tacit knowledge explicit
• Maximizing business outcomes through waste elimination
• Striking the right balance between standardization and expert
knowledge.
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15. Closing thoughts
Managing Complexity:
“The Checklist Manifesto” by Atul Gawande
Talks about managing complexity effectively through checklists in fields as
diverse as medicine, sky scraper construction, investment banking, disaster
response and business
“What a powerful insight this is: In an age of unremitting technological
complexity…….something as primitive as writing down a to-do list “to get the
stupid stuff right” can make a profound difference.” – The New York Times
Learn, UnLearn and Relearn:
“In the future, illiteracy will not be defined by those who cannot read and
write, but by those who cannot learn, unlearn, and relearn.” - Alvin Toffler
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16. Q&A
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17. Balaji Ganesh
Sr Manager- LEAN
nbalajiganesh@gmail.com
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