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1 hour introduction of Lean principles for Management teams concluded with discussion topics in a follow up work shop.

1 hour introduction of Lean principles for Management teams concluded with discussion topics in a follow up work shop.

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  • Andres,
    I liked the whole presentation even though it is short. In particular I liked slides 9-11 because they summarize the theme of the presentation. I have a presentation on slideshare entitled 'Grinding Time' in which I claim that the main source of time is wasted time. That is why adding value to time by using 'micronized time' is far more effective that using bulk time (ton/day). We need to reduce waste and this you have shown ably. I hope that I answered you.
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  • Thanks for the comment. My home base is lean product development of sw-intensive products and that has of course an impact on the content. I am a bit curious on the value and clarity that you saw here without hearing me presenting it. If possible, give me a hint more specifically what you liked - and not liked. Cheers - Anders
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  • The main source of materials is wasted materials. I like the clarity and value of this presentation
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  • 1. Anders Sixtensson
    Company X Management team
    sept2010
  • 2. Who am I?
    Anders Sixtensson has +20 years of business and business consultancy experience acting as lean coach, project manager, supply chain analyst and senior advisor in different business improvement initiatives
    Senior Consultant and Softhouse Partner
    2
  • 3. Who are you?What are your expectations?
    3
  • 4. My ambitions today
    To increase your understanding of Lean/Agile principles and values
    To inspire with presented examples
    To make you talk ”Lean” with each other today
    To generate some energy and topics for your tomorrow discussion
    4
  • 5. Agenda
    10.00 – 10.30 Introduction and welcome
    10.30 – 11.45 Lean principles
    11.45 - 12.30 Lunch
    12.30 – 13.30 Discussion – how Lean is CompanyX today?
    13.30 – 15.30 Some questions and the Lean answers and examples (incl coffee)
    15.30 – 16.30 Group discussions related to examples
    • Anything for us now? First step? Questions to Anders?
    16.30 – 17.00 Summary and next step
    5
  • 6. Anders Sixtensson
    Lean introduction
  • 7. Taiichi Ohno, skaparen av
    ”Toyota Production System”
    ”All we are doing is looking at the timeline from the moment a customer gives us an order to the point we collect the cash. And we are reducing that timeline in the value stream by removing non value-added wastes”
    Taiichi Ohno, father of the Toyota Production System
    7
  • 8. Short history of Lean
    The Toyodas
    Sakachi Toyoda (1867 -1930)
    Extraordinary inventor of automated looms
    Crucial Idea: Stop-the-line & 5 whys
    Kiichiro Toyoda (1894-1952)
    Bet the family fortune on car manufacturing
    Crucial Idea : Just-in-Time
    Eiji Toyoda (1913-present)
    Championed the development of the Toyota Production System (TPS)
    The road to “Lean”
    • 1950’s Japan is visited by Deming – Taiichi Ohno creates TPS
    • 9. 1960: Toyota teaches TPS to key suppliers; JIT in place 1963.
    • 10. 1990: Lean Production
    • 11. ”The Machine that Changed the World” by Womack & Jones
    • 12. 1991: Lean Product Development
    • 13. Kim B. Clark and Takahiro Fujimoto
    • 14. 2003: Lean Software Development
    • 15. Mary Poppendieck
    8
  • 16. It is simple logistics
    The constraint limit us.
    We strive for
    Increased throughputof value (more revenues)
    Shortened lead times(earlier revenues)
    Reduced cost for deliveries
    Raw mtrl,
    ideas,
    req´s
    9
  • 17. Lean principles
    Value and Waste
    Manage the Flow
    Continuous Improvement
    Optimize the whole
    People and Leadership
    10
  • 18. Value and Waste
    Early and frequentrelease of value
    Remove waste (Muda)
    The Eight Sources of Wastes
    Not used features
    Inventory
    Extra processing
    Motion
    Transport
    Waiting
    Defects
    Unused creativity
    11
  • 19. Manage the Flow
    Reduce batch size
    Pull (Kan-Ban)
    Reduce multitasking
    Time-box (takt)
    Work
    Work

    backlog
    12
  • 20. People and Leadership
    Trust the team
    Clear
    purpose
    Simple Rules
    Visibility
    13
  • 21. Continuous Improvement
    Useretrospectives
    • Change in daily behavior OVERcomprehensive process documentation
    • 22. Simple measurements driving new behavior
    • 23. Do – Learn - Adapt
    14
  • 24. Optimize the whole
    3. Satisfaction
    All customers
    Employees
    Partners
    Features or manhrs
    In Inventory
    Value
    Q1 2005 Q2 2005
    Flow
    Inventory levels
    Average Cycle Time
    Process Efficiency
    ”Tell me how you measure me, and I tell you how I behave” – Eli Goldratt
    15
  • 25. Value Stream
    For large organizations
    • KPIs- Capacity- Goals
    Mgmt
    teams
    Q
    Q
    • Value- ROI- Road maps
    • 26. Plan- Deliver- Improve
    • 27. Verify- Package- Deploy
    Prod mgr,
    System Arch.
    Market&Sales
    System Verification
    Delivery
    teams
    Release
    Delivery
    16
  • 28. 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
    That is, while there is value in the items on the right, we value the items on the left more
    We follow these 12 principles:
    1.Our highest priority is to satisfy the customerthroughearly and continuous deliveryof valuable software
    2.---
    17
    Ref: http://agilemanifesto.org/
  • 29. Lean Message – the Softhouse way
    The Agile Message:
    • Embrace change
    • 30. Frequent deliveries
    • 31. Team work
    The Lean Message:
    • Value Streams and flow
    • 32. Reduce waste
    • 33. Continuous Improvement
    Value and Waste
    Manage the Flow
    Continuous Improvement
    The TOC Message:
    • The goal is to maximize profit
    • 34. Constraints limit throughput
    • 35. Optimize the whole
    Optimize the whole
    People and Leadership
    18
  • 36. To discuss in groups
    2-4 groups – each group select 1-2 of the Lean principles
    Discuss about “your” principle and how well you follow these ideas in your everyday life at CompanyX today
    Write for each principle
    One good example that we found. Make sure we continue.
    One bad example that we found. We ought to stop doing this.
    A new idea that we got today. We will propose to do this.
    One in the group will be pointed out to present
    19