Lean Lego Game

1. The Lean Lego Game Francisco Trindade Danilo Sato

2. Agenda Quick Introduction Simulating a production line How about software ?

3. Process

4. Debrieﬁng Hands On Results Process

5. Debrieﬁng Hands On Results 3x Process

6. Why ?

7. Lean concepts being used in the software world But without much contact with Lean principles and practices Why ?

8. “... over the years there have been some ostensibly ʻleanʼ promoters that reduced lean thinking to a mechanistic superﬁcial level of management tools such as kanban and queue management. ... the essence of successful lean thinking is building people, then building products and a culture of “challenge the status quo continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)

9. “... over the years there have been some ostensibly ʻleanʼ promoters that reduced lean thinking to a mechanistic superﬁcial level of management tools such as kanban and queue management. ... the essence of successful lean thinking is building people, then building products and a culture of “challenge the status quo continuous improvement ” Lean Primer (http://tinyurl.com/owvhut) We’re here to introduce you to Lean

10. Lean

11. Toyota Production System

12. Revolutionized manufacturing

13. Revolutionized Applied to manufacturing different areas

14. What we want to show

15. Push What we want to show

16. Push Pull What we want to show

17. Push Pull Flow What we want to show

18. Push Pull Flow Systems Thinking What we want to show

19. Push Pull Flow Yatai Systems Thinking What we want to show

20. Push Pull Flow Yatai Systems Thinking Heijunka What we want to show

21. Hands on - 1st Step

22. Task 1 Task 2 Task 3 Task 4 Hands on - 1st Step

23. Task 1 Task 2 Task 3 Task 4 4 Teams 4 Rounds 30 secs Hands on - 1st Step

24. Task 1 Task 2 Task 3 Task 4 Follow the instructions Build houses 1 Piece = $ 1.00 1 House = $ 25.00 Hands on - 1st Step

25. What went wrong ? Houston, we have a problem...

26. Visible Inventory Over/Under Production Waste

27. Visible Inventory Over/Under Production Waste

28. Visible Inventory Over/Under Production 700 Task 4 Task 3 Task 2 525 Task 1 350 175 0 0 1 2 3 4 Waste

29. 7 Wastes of Manufacturing

30. Overproduction 7 Wastes of Manufacturing

31. Overproduction Waiting 7 Wastes of Manufacturing

32. Overproduction Waiting Overprocessing 7 Wastes of Manufacturing

33. Overproduction Waiting Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing

34. Overproduction Inventory Waiting Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing

35. Overproduction Inventory Waiting Motion Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing

36. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation 7 Wastes of Manufacturing

37. Push and Pull Systems

38. Push Push and Pull Systems

39. Push Expected Demand Push and Pull Systems

40. Push Expected Mass Demand Production Push and Pull Systems

41. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems

42. Push Push and Pull Systems

43. Push “Any colour, as long as it’s black” Henry Ford Push and Pull Systems

44. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems

45. Push Expected Mass Economies Demand Production of Scale Pull Push and Pull Systems

46. Push Expected Mass Economies Demand Production of Scale Pull Customer Requirements Push and Pull Systems

47. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Production Requirements Push and Pull Systems

48. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Adaptation Production Requirements Push and Pull Systems

49. Pull Push and Pull Systems

50. Pull Push and Pull Systems

51. TASK 1 Kanban TASK 2

55. Signals demand Regulates demand Limits Work in Process TASK 1 TASK 2 Aids visual control Self-directing Kanban

56. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban

57. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban

58. Pull System Hands on - 2nd Step

59. Task 1 Task 2 Task 3 Task 4 Pull System Hands on - 2nd Step

60. Task 1 Task 2 Task 3 Task 4 4 Teams Pull System 4 Rounds 30 secs Hands on - 2nd Step

61. Task 1 Task 2 Task 3 Task 4 Pull System Setup minimum buffers at intermediate steps Demand comes ﬁrst Items are produced to ﬁll gaps in the buffers Hands on - 2nd Step

62. Task 1 Task 2 Task 3 Task 4 Pull System Setup minimum buffers at intermediate steps Demand comes ﬁrst nban Ka Items are produced to ﬁll gaps in the buffers Hands on - 2nd Step

64. Another type of waste Some people working more than others Mura (Unevenness) Heijunka Unleveled Process

65. Goal is a leveled process Production line must be a continuous ﬂow One piece is bought when one piece is delivered Sustainable pace Flow

66. Goal is a leveled process Production line must be a continuous ﬂow One piece is bought when one piece is delivered Sustainable pace Flow Watch the baton, not the ru nners rimer (http://tiny Lean P url.com/owvhut)

67. Goal is a leveled process Production line must be a continuous ﬂow One piece is bought when one piece is delivered Sustainable pace Flow Watch the baton, not the ru nners rimer (http://tiny Lean P url.com/owvhut)

68. http://www.youtube.com/watch?v=nq9SnHXIG00 Flow

69. Why does it still feel wrong? What are the other teams doing? What’s the purpose of the system? Systems Thinking

70. “A bad system will beat a good person every time” W. Eduards Deming Systems Thinking

71. Do we need 4 teams to build a house? Teams 1 and 2 have overlapping tasks Systems Thinking

72. Multi-skilled worker Single piece ﬂow Yatai (Work Cell)

73. Hands on - 3rd Step

74. Sell house Build Hands on - 3rd Step

75. Sell house Build Hands on - 3rd Step

76. Sell house Build Each person builds a house Round of 120 seconds Signal if you ﬁnish it Hands on - 3rd Step

78. Continuous Improvement Reﬂect and adapt Learn by standardizing Long term thinking Respect People Kaizen

79. Continuous Improvement Reﬂect and adapt Learn by standardizing Long term thinking Respect People Kaizen

80. Continuous Improvement Reﬂect and adapt Learn by standardizing Long term thinking Respect People “Toyota’s real ad vantage was its ability to harness the inte llect of ‘ordinary’ employees” Gary Hamel Kaizen

81. Is that all ?

82. Push System Is that all ?

83. Push System Pull System Is that all ?

84. Push System Pull System Yatai Is that all ?

85. Push System Pull System Yatai What’s next ? Is that all ?

86. Push System We saw some of the practices Pull System Practices are contextual Principles must be understood Yatai Is that all ?

87. What TPS is Not A recipe for success A management project or program A set of tools for implementation A system for production ﬂoor only Implementable in a short- or mid- term period What is Lean ?

88. What TPS is A consistent way of thinking A total management philosophy Focus on total customer satisfaction An environment of teamwork and improvement A never ending search for a better way What is Lean ?

89. Lean in Software Development

90. X Lean in Software Development

91. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation Lean in Software Development

92. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development

93. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development

94. Extra Features Overproduction Waiting Unnecessary Transportation Gold Plating Overprocessing Partially Completed Work Inventory Motion Defects Unused Employee Creativity Lean in Software Development

95. Kanban Board Lean in Software Development

98. Controlling Kanban Do you have a stable process ? Lean in Software Development

99. Controlling Kanban Lean in Software Development

103. Much more: Lean in Software Development

104. Much more: Eliminate Waste Create Knowledge Build Quality In Defer Commitment Deliver Fast Respect People Improve System Lean in Software Development

105. Much more: Eliminate Waste Genchi Genbutsu Create Knowledge A3 Build Quality In 5 Whys? Defer Commitment Stop the Line Deliver Fast Andon Respect People Jidoka Improve System Mistake Prooﬁng Lean in Software Development

106. Lean in Software Development

107. X Lean in Software Development

108. Agile Open Ofﬁce http://connect.thoughtworks.com/agile2009/ TW One on One http://connect.thoughtworks.com/1on1 Something extra...

109. Thank You! Questions ? dsato@thoughtworks.com dtsato.com @dtsato ftrindad@thoughtworks.com franktrindade.com @frankmt