Adam Parker's 6/19 presentation at DCSUG, "Finding Lean in Agile - What They Can Learn from Each Other"

1. Finding Lean in Agile
D.C. Scrum User Group – June 19, 2017
Adam Parker
First Born Consulting

2. 2
Agenda
• Set the Table
• Introduction to Lean
• Connecting Lean and Agile
• Explore Lean Tools

3. 3
Agile Manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive
documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

4. 4
The 12 Principals of Agile Software
1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.

5. 5
Brief History
Henry Ford:
Standard Work &
Flow Production
Charles Deming:
Systems Thinking &
Human Psychology
Taiichi Ohno:
Toyota Production
System
1. Understand the System
2. Understand Variation in
the System
3. Have a Theory How to
Act on the System
4. Understand Human
Psychology
Deming’s System of
Profound Knowledge

6. 6
INTRODUCTION TO LEAN

7. 7
Each Role Has Different Eyes
Eyes for WASTE
Eyes for FLOW
Eyes for CULTURE
Gemba -
Manager -
Leader -

8. 8
1) Value from the eyes of the Customer
2) Optimize the Value Stream
3) Create Flow
4) Aim for Pull
5) Seek Continuous Improvement
These have not and will never change
Fundamentals of Lean

9. 9
Strategic
projects
Functional
projects, RIE’s
Daily
Improvement
in Gemba
Managing
processes is the
starting point of
the daily process
improvement
journey (MDI)
From Global changes to Daily improvements

10. 10
Best
in the
World
Traditional
Management
Routine
Working Through
Cross-Functional
Teams
The Leadership Challenge
40%
Daily Operations
20%
Daily
Operations
60%
Fire Fighting
20%
Fire
Fighting
60%
Continuous Improvement
and Innovation
Finding a Balance

11. 11
House of Lean
Just–In–Time
BuildinQuality
STANDARDIZATION
STABILIZATION
RESPECT
FOR
PEOPLE
Customer
Value

12. 12
Characteristics of a Lean Culture
Continuously go through this cycle.
The sum of customer value creating actions in vertical organizations,
becomes world class through a fully integrated horizontal work flow.
Unstable
Process
Stable
Process
Define Normal
Develop/Follow
Standard Work
Make Process
Visual/Expose
Abnormalities
Manage to Takt/
Target 100% TTA
Continuous
Improvement/Break
the Process
Continuous Transformation model

13. 13
Daily Management and Continuous Improvement go hand-in-hand in order to
transform a business and sustain results.
Lean Thinking is a continuous journey of listening, learning,
applying, sharing, gathering and then listening to learn more
Standard Work
Takt Attainment
Problem Solving
Pace of
Continuous
Improvement
CI
Engagement
Transformation AND Sustainment
Continuous Improvement (CI) Managing for Daily Improvement

14. 14
Inefficiencies Attacking Us
Muda = Waste
Mura = Variation
Muri = Overburden

15. 15
Defects
Motion
Over processing
Waiting
Inventory
Over production
Transportation
1
2
3
7
45
Motion of people in the
workplaceProducing more than
what is required by the
customer
People or items waiting while a
process completes a work cycle
Generating excess
material through the
process
Producing sooner or in
greater quantities than
customer demand
Unnecessary moves of items
between processes
Wrong data, errors,
glitches
7 Types of Waste – TIMWOOD
6

16. 16
Samples of 7 Wastes in IT (TIMWOOD)
Waste Type Example Effect
Transportation On site visits to resolve hardware and
software issues, physical software,
security and compliance audits
Higher capital and operational
expenses
Inventory • Server sprawl, underutilized
hardware
• Multiple repositories to handle risks
and control
• Benched application development
teams
• Licenses on the shelf
Increased costs: data center, energy,
lost productivity
Motion Fire-fighting repeat problems within
the IT infrastructure and applications
Lost productivity
Waiting Slow application response time,
manual service escalation procedures
Lost revenue, poor customer service,
reduced productivity
Over Production (Over Provisioning) Unnecessary delivery of low-value
applications and services, duplicate
apps.
Business and IT misalignment,
increased costs, and overhead, energy
data center space, maintenance
Over Processing Reporting technology metrics to
business managers
Miscommunication
Defects Unauthorized system and application
changes.
Substandard project execution
Poor customer service, increased costs

17. 17
Connecting Lean and Agile
• Mary Poppendieck
– 2001: “Lean Programming” article discusses parallels of
Lean Manufacturing and Agile
– 2003: “Lean Software Development” book expanded on
the article
• Comparing benefits of Agile and Lean

18. 18
EXPLORE LEAN TOOLS

19. 19
Standard Work
• One of the most powerful Lean tools!
• A document that captures:
1. Steps
2. Sequence
3. Timing
• Best known way of accomplishing the task at this
time
• Don’t be too specific. Should easily fit on a single page
• Not a manual or training document (but you can have those too)
• Intended as a guide for people that have already been trained

20. 20
Visual Management
• Exposes and communicates problems
• What gets measured and displayed gets done
• Prioritize effectiveness
• It’s not wall art. Living, actively managed tool
Kanban Communication

21. 21
Example of Visual Management

22. 22
5S – Keeping a Clean House

23. 23
Example of Visual Management + 5S

24. 24
1) Value from the eyes of the Customer
2) Optimize the Value Stream
3) Create Flow
4) Aim for Pull
5) Seek Continuous Improvement
Fundamentals of Lean (again)

25. 25
Summary
• Lean and Agile have many parallels
• Each role has eyes (waste, flow, culture)
• Defining normal vs. abnormal
• Stabilization first, then improvement
• 7 wastes (muda)
• Standard Work – there can be no sustained,
continuous improvement without it!