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Lean more than startups, software development, manufacturing

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Introduction and overview of Lean both in terms of its origins and in all its new forms

Veröffentlicht in: Leadership & Management

Lean more than startups, software development, manufacturing

  1. 1. Lean: More than startups, software development, manufacturing Jason Yip jyip@spotify.com, jchyip@gmail.com @jchyip http://jchyip.blogspot.com
  2. 2. Build Measure Learn! Kanban! PDCA! Eliminate Waste! Value stream maps! Toyota Kata!
  3. 3. The Toyota Way, Jeffrey Liker
  4. 4. Toyota Product Development 1. Functional managers as teachers 2. Clear emphasis and reward for technical competence 3. Pull scheduling of distributive planning and control 4. Set-based concurrent engineering 5. Knowledge capture and reuse 6. Standardise checklists and design standards 7. Visual management
  5. 5. Lean Software Development 1. Optimise the Whole 2. Focus on Customers 3. Energize Workers 4. Eliminate Waste 5. Learn First 6. Deliver Fast 7. Build Quality In 8. Keep Getting Better
  6. 6. Lean Startup 1. Entrepreneurs are everywhere 2. Entrepreneurship is management 3. Validated learning 4. Innovation accounting 5. Build Measure Learn (MVP)
  7. 7. "A person's life is an accumulation of time - just one hour is equivalent to a person's life. Employees provide their precious hours of life to the company, so we have to use it effectively, otherwise, we are wasting their life." Eiji Toyoda
  8. 8. http://www.shmula.com/shmula-podcast-1-eric-ries-leanstartup-interview/15458/ “Is this okay that every hour of every day -this is a modern lean factory, so it is cranking out appliances, thousands a day of high quality, good price, well designed things- and that means that I don’t know how many hundreds of thousands of person hours a year are being invested in wiring up buttons that are never pushed. Is that not waste?”
  9. 9. How might your work / product look if it was designed to not waste people’s time? How would that feel?
  10. 10. Which tool is missing?
  11. 11. Where is it safe to walk?
  12. 12. Where’s the bottleneck?
  13. 13. “Use visual controls so no problems are hidden”
  14. 14. How might you design your work such that all problems were easily visible? How would that feel?
  15. 15. Just-in-Time = only what is needed, when it is needed, and in the amount needed
  16. 16. http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html
  17. 17. http://blog.crisp.se/2009/11/16/henrikkniberg/kanban-kick-start-example
  18. 18. http://www.gembapantarei.com/2008/08/the_hard_sell_for_cells.html Process village Linear flow Work cell
  19. 19. How might you design your work such that what is needed, and only just what is needed, is available just when it’s needed, no earlier and no later? How would that feel?
  20. 20. Jidoka = automation with human intelligence
  21. 21. http://www.lean.org/shook/DisplayObject.cfm?o=1321
  22. 22. How might you design your work to automate what machines are good at in order to support what humans are good at? That if someone asked for help, someone actually came to help? How would that feel?
  23. 23. Work is worthy of study and managers are the scientists
  24. 24. Work is worthy of study and the people doing the work are the scientists
  25. 25. 物づくりは人づくり monozukuri wa hitozukuri (making things is making people)
  26. 26. http://www.gembapantarei.com/2009/02/tbp_toyota_business_practice.html
  27. 27. 8 steps of “Toyota way of working” 1. 問題を明確にする (clarify the problem) 2. 問題をブレイクダウンする (breakdown the problem) 3. 達成目標を決める (set the target to be achieved) 4. 真因を考え抜く (think through to the true cause) 5. 対策を立てる (develop countermeasures) 6. 対策をやりぬく (follow through on the countermeasures) 7. 結果とプロセスを評価する (evaluate the result and the process) 8. 成果を定着させる (make sure the results take hold)
  28. 28. “Don't look with your eyes, look with your feet. Don't think with you head, think with your hands.” Taiichi Ohno
  29. 29. “Get out of the building!” Steve Blank
  30. 30. http://agileatlas.org/articles/item/problem-solving-with-a3-thinking
  31. 31. “Lean managers focus on responsibility and ownership, which means keying on “doing the right thing,” as opposed to authority, which deals with who has the right to make certain decisions....The authority to make decisions is not established by hierarchy or titles. Rather, the owner of the A3, through the process of producing the dialogue, takes responsibility to get decisions made.”
  32. 32. Every time you tell people exactly what to do, you rob them of their initiative
  33. 33. How do you approach problem solving?
  34. 34. How do you design something like this in less time and less people than all of your competitors?
  35. 35.
  36. 36. Tradeoff curves = reusable knowledge http://www.lean.org/Common/LexiconTerm.cfm?TermId=355 https://madebymany.com/blog/trade-off-curves
  37. 37. http://www.lean.org/shook/DisplayObject.cfm?o=906
  38. 38. http://alexsibaja.blogspot.com/2014/08/obeya-war-room-powerful-visual.html
  39. 39. There’s more... ● Lean Construction - treat projects like short-run production lines ● Lean Health Care ● Lean Product Development (Reinertsen) ● etc. etc. etc.
  40. 40. Follow-up ● Toyota traditions: http://www.toyota-global. com/company/toyota_traditions/ ● Lean Software Development: http://www. poppendieck.com/ ● Gemba Panta Rei: http://www. gembapantarei.com/
  41. 41. Books ● Toyota Production System - Taiichi Ohno ● The Birth of Lean - Shimokawa and Fujimoto ● Lean Product and Process Development - Allen C. Ward ● Product Development for the Lean Enterprise - Michael Kennedy
  42. 42. “Stop trying to borrow wisdom and think for yourself. Face your difficulties and think and think and think and solve your problems yourself. Suffering and difficulties provide opportunities to become better. Success is never giving up.” Taiichi Ohno