6. Lean concepts
being used in the
software world
But without much contact
with Lean principles and
practices
Why ?
7.
8. â... over the years there have been some
ostensibly âleanâ promoters that reduced lean
thinking to a mechanistic superïŹcial 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 âchallenge the status quo
continuous improvement â Lean Primer (http://tinyurl.com/owvhut)
9. â... over the years there have been some
ostensibly âleanâ promoters that reduced lean
thinking to a mechanistic superïŹcial 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 âchallenge the status quo
continuous improvement â Lean Primer (http://tinyurl.com/owvhut)
Weâre here to introduce you to Lean
61. Task 1 Task 2 Task 3 Task 4
Pull System
Hands on - 2nd Step
62. Task 1 Task 2 Task 3 Task 4
4 Teams
Pull System 4 Rounds
45 secs
Hands on - 2nd Step
63. Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes ïŹrst
Items are produced to ïŹll gaps in the buffers
Hands on - 2nd Step
64. Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes ïŹrst ban
Kan
Items are produced to ïŹll gaps in the buffers
Hands on - 2nd Step
68. Another type of waste
Some people working more than others
Mura (Unevenness)
Heijunka
Unleveled Process
69. Goal is a leveled process
Production line must be a continuous ïŹow
One piece is bought when one piece is delivered
Sustainable pace
Flow
70. Goal is a leveled process
Production line must be a continuous ïŹow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
er (http://tinyurl
Lean Prim
.com/owvhut)
71. Goal is a leveled process
Production line must be a continuous ïŹow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
er (http://tinyurl
Lean Prim
.com/owvhut)
78. Continuous Improvement
ReïŹect and adapt
Learn by standardizing
Long term thinking
Respect People
âToyotaâs real ad vantage was its ability to
harness the inte llect of âordinaryâ employeesâ
Gary Hamel
Kaizen
81. Create a process Build
Each team develops their own process (5 min)
Round of 120 seconds
Who can build the most to meet demand ?
Hands on - 3rd Step
88. Push System
Pull System
Your system
Is that all ?
89. Push System
Pull System
Your system
Whatâs next ?
Is that all ?
90. Push System
We saw some of the practices
Pull System Practices are contextual
Principles must be understood
Your system
Is that all ?
91. What TPS is Not
A recipe for success
A management project or program
A set of tools for implementation
A system for production ïŹoor only
Implementable in a short- or mid- term period
What is Lean ?
92. 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 ?
98. Extra Features Overproduction
Waiting
Unnecessary Transportation
Gold Plating Overprocessing
Partially Completed Work Inventory
Motion
Defects
Unused Employee Creativity
Lean in Software Development
108. Much more:
Eliminate Waste
Create Knowledge
Build Quality In
Defer Commitment
Deliver Fast
Respect People
Improve System
Lean in Software Development
109. 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 ProoïŹng
Lean in Software Development
Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
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20 mins\n
Lean came with definition of waste\nAnything that doesnt add value\nWhat is Value ? Seen through client’s point of view\nEverything that is done but not necessary for the final product\n\nThere is one visible kind of waste now: inventory\nHow may houses produced x 25\nPieces x 1\n\nCompare inventory accumulation with chart\nShow over/under production in the example\nHouses produced but not sold\nHouses demanded but not produced\n\n\n
Lean came with definition of waste\nAnything that doesnt add value\nWhat is Value ? Seen through client’s point of view\nEverything that is done but not necessary for the final product\n\nThere is one visible kind of waste now: inventory\nHow may houses produced x 25\nPieces x 1\n\nCompare inventory accumulation with chart\nShow over/under production in the example\nHouses produced but not sold\nHouses demanded but not produced\n\n\n
Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nAssumption: Ever cheaper labour, ever faster machines -> ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signal when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
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40 min\n\nExplain how the process should work\n\n
40 min\n\nExplain how the process should work\n\n
40 min\n\nExplain how the process should work\n\n
40 min\n\nExplain how the process should work\n\n
40 min\n\nExplain how the process should work\n\n
\n
\n
\n
50 min\n\n
One solution: balance number of people based on constraints\n\n
What’s the ideal scenario?\n\nExplain the baton metaphor\n\nWhen build to stock and when to build to demand (depends on the context)\n
\nWhen build to stock and when to build to demand (depends on the context)\n
\nWhen build to stock and when to build to demand (depends on the context)\n
\nWhen build to stock and when to build to demand (depends on the context)\n
\nWhen build to stock and when to build to demand (depends on the context)\n
\n
\n
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"We are going to win and the industrial west is going to lose out: there is nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor Model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the correct way to run a business. For you, the essence of leadership is getting the ideas out of the heads of the bosses and into the hands of the labor. "We are beyond the Taylor Model; business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive, and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. For us, the essence of effective leadership is precisely the art of mobilizing and pulling together the intellectual resources of all employees in the service of the firm. Only by drawing on the combined brainpower of all its employees can" [we succeed] Konosuke Matsushita Executive Director Matsushita Electric Industria\n
"We are going to win and the industrial west is going to lose out: there is nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor Model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the correct way to run a business. For you, the essence of leadership is getting the ideas out of the heads of the bosses and into the hands of the labor. "We are beyond the Taylor Model; business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive, and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. For us, the essence of effective leadership is precisely the art of mobilizing and pulling together the intellectual resources of all employees in the service of the firm. Only by drawing on the combined brainpower of all its employees can" [we succeed] Konosuke Matsushita Executive Director Matsushita Electric Industria\n
1:10\n
\n
\n
1:20 min\n\n
On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
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Predictable and Repeatable (as in Manufacturing): Build process / Deployment process\nCreative / Information Flow / Create Knowledge (as in Product Development)\n\n
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Common cause vs. Special cause\n Process Capability Chart\nFirst step in a kanban process\n
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Software development is not manufacturing\nPrinciples x Practices\n\n1:30\n\n