Agile Bill.Lean Primer.0906a

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Agile Bill.Lean Primer.0906a

  1. 1. Rockcliffe University www.urockcliffe.com Software Engineering Bill Krebs – AgileBill@AgileDimensions.com SL: AgileBill Firehawk AgileDimensions, LLC. © 2009 Rockcliffe University Consortium
  2. 2. What is Lean? Lean Optimize how we work. AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 2
  3. 3. Father and Son Toyoda Automatic Loom Works, Ltd Toyota Motor 1958 – Exported 230 cars to US 1965 – Toyota wins Deming Award 1985 – Cumulative production exceeds 20 million units Agile Dimensions, LLC. © 2009, Rockcliffe University Consortium 3
  4. 4. At Toyota Andon / Jidoka – stop the line culture Halt if a defect is detected. Fix it right away. Use as a trigger for continuous improvement AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 4
  5. 5. W. Edwards Deming Yale PhD 1950 – Consulting executives in Japan “Better Quality = Better Productivity” 1960 – Awarded Japan’s Order of the Sacred Treasure by Prime Minister Helps Ford 1982 – 3 billion in losses 1986 – most profitable US car company Defects are caused by the process, not the workers Deming’s 14 points # 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost. 1900 – 1993 en.wikipedia.org/wiki/W._Edwards_Deming Seven Deadly Diseases #2. Emphasis on short-term profits. Agile Dimensions, LLC. © 2009, Rockcliffe University Consortium 5
  6. 6. Deming’s 14 points From “Out of the Crisis” 1986. Does any of this still apply today? 1. Improve the product and service, compete, stay in business, and provide jobs 2. Western management must take on leadership for change 3. Build quality into the product instead of inspecting for defects 4. Minimize Total cost. Establish a trusted relationship with a supplier. AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 6
  7. 7. More Deming points 5. Constantly improve the system. This will improve quality and productivity, and decrease cost. 6. Institute training on the job. 7. The aim of management should be to help people and machines and gadgets do a better job. 8. Drive out fear, so that everyone may work effectively for the company. 9. Break down barriers between departments. AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 7
  8. 8. More Deming points 10. Eliminate slogans and targets for zero defects. The “System” causes the defects, not the workers. Fix the system, or process. 11. Eliminate quotas. Substitute leadership instead. Don’t manage by numbers. Substitute workmanship. 12. Remove barriers to workmanship. Focus on Quality, not quantity. 13. Institute a program of education and self- improvement 14. Transformation is everyone’s work AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 8
  9. 9. Lean Mary and Tom Poppendieck’s book helps us understand what Japan did. They translate manufacturing practices into software terms. Not Lean Six Sigma AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 9
  10. 10. 7 Principles 1. Eliminate Waste 2. Build Quality In 3. Create Knowledge 4. Defer Commitment 5. Deliver Fast 6. Respect People 7. Optimize the Whole AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 10
  11. 11. Eliminate Waste By “Waste” we mean work that add no value in the eyes of the customer. “Muda” in Japanese Transport / Handoffs Defects Over-production / extra features Waiting / Delays Extra processing / relearning Motion / Task Switching In process inventory / or Partially done work AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 11
  12. 12. Value Stream Map 1. Identify start and stop 2. Draw boxes for work 3. Lines for wait time 4. Label time for each 5. Divide total work time by total elapsed time 6. Look for bottlenecks AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 12
  13. 13. Quiz Name some types of Waste AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 13
  14. 14. Build Quality In Mistake-Proof the process Example: Test Driven Development Avoid Technical Debt a) Creation of work without associated test b) Work that passes test, but smells bad Avoid big band surprises Integrate smaller batches more often (continuous integration) AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 14
  15. 15. Create Knowledge Learn as you work Use the scientific Method Form a hypotheses, test, observe the results Standards What is their purpose? Conformity against change? Or baseline For change? Evolve knowledge Empirically Learn and adapt, not just predict and plan “Don’t just guess about the future and call it a plan” AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 15
  16. 16. Defer Commitment Break dependencies Maintain Options When is the best time to decide? As early as possible? Or just in time? Can we make some decisions reversible? AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 16
  17. 17. Deliver Fast Speed, Quality, and low cost go together Apply Queuing theory to your business Too much work in process at the same time actually slows you down Limit work to capacity Efficiency bogs down when people are thrashing at near 100% busy AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 17
  18. 18. Little’s Law Where is the sweet spot? AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 18
  19. 19. Little’s Law in Action An Example of Little’s Law in action. Twitter AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 19
  20. 20. Respect People Which is more important? More money? Or more fulfillment (praise, doing what suits you)? Provide effective leadership Bring out the best in the team Respect Partners Build alliances and foster trust, not conflict of interest Also: Thought Diversity. The Servant Leader. AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 20
  21. 21. Optimize the Whole concept to cash Focus on the entire value stream / system When do we start measuring When to we stop measuring? Measure “Up” Don’t sub optimize What you measure is what you get AgileDimensions, LLC. © 2009, Rockcliffe University Consortium 21
  22. 22. Quiz Should we work people at 100% or more? Is there a trade off between quality, speed, and cost? Which of these companies use Lean? Dell Dell Agile Dimensions, LLC. © 2009, Rockcliffe University Consortium 22
  23. 23. Improve like Toyota “When there is trouble, stopping the machine also means identifying the problem” You’re a “Salary Thief” if you have not improved your process 改善 “Kaizen” - Improvement Taiichi Ohno 1912-1990 No work without process No process without metrics en.wikipedia.org/wiki/Kaizen www.poppendieck.com/lean.htm No metrics without measurement No measurement without analysis No analysis without improvement Agile Dimensions, LLC. © 2009, Rockcliffe University Consortium 23
  24. 24. What techniques do you like? DISCUSSION Agile Dimensions © 2009, Rockcliffe University Consortium 24
  25. 25. Rockcliffe University www.urockcliffe.com Bill Krebs – linkedin.com/in/BillKrebs SL: AgileBill Firehawk Agile Dimensions, LLC. AgileBill@AgileDimensions.com

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