HYCLEN35--Boa noite amigos, Venham conhecer nossos Servidores de Mu Online season 6 O Jogando.net/mu Mu Online Season 6 Fazemos sua Diversão com qualidade,há mais de 5 anos Servers ON 24 horas por dia. Vários Server esperando por você.Venha se divertir de verdade. Venham participar do 6° Megaultrasuperhiper Evento Castle Siege Sejam benvindos ao nosso Servidor. >>Kits DIAMOND,Com asas LVL 4,os kits mais fortes e raros do servidor ,venham conferir. >>Qual o seu Time ?? Tenha o seu Time do coração no Mu Online.Sets do seu Time preferido >>Confiram a nova versão do Shild mais usado no servidor o SHILD POWER v3. >> Lançamento do NOVO Kit Fusion V2,Kit hiper top e bonito. Você só encontra no http://www.jogando.net/mu/ Facebook: http://www.facebook.com/profile.php?id=100002113910611 Site http://www.jogando.net/mu/ HYCLEN Divulgadora Oficial !!! Bom fim de Semana á todos !!!11 months ago
Are you sure you want to
Principios x Praticas
Mas a gente esta mostrando praticas....
Principios x Praticas
Mas a gente esta mostrando praticas....
Product Development Supply Chain Management Healthcare Software
Product Development Supply Chain Management Healthcare Software
Product Development Supply Chain Management Healthcare Software
Product Development Supply Chain Management Healthcare Software
And more...
And more...
And more...
And more...
And more...
And more...
Make sure everyone understands the tasks (really..) Count number of pieces between rounds
10 mins
Make sure everyone understands the tasks (really..) Count number of pieces between rounds
10 mins
Make sure everyone understands the tasks (really..) Count number of pieces between rounds
10 mins
Make sure everyone understands the tasks (really..) Count number of pieces between rounds
10 mins
20 mins
Lean came with definition of waste Anything that doesnt add value What is Value ? Seen through client’s point of view Everything that is done but not necessary for the final product
There is one visible kind of waste now: inventory How may houses produced x 25 Pieces x 1
Compare inventory accumulation with chart Show over/under production in the example Houses produced but not sold Houses demanded but not produced
Lean came with definition of waste Anything that doesnt add value What is Value ? Seen through client’s point of view Everything that is done but not necessary for the final product
There is one visible kind of waste now: inventory How may houses produced x 25 Pieces x 1
Compare inventory accumulation with chart Show over/under production in the example Houses produced but not sold Houses demanded but not produced
Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future But how about if the market changes?
Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future But how about if the market changes?
Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future But how about if the market changes?
Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future But how about if the market changes?
Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future But how about if the market changes?
Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future But how about if the market changes?
Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future But how about if the market changes?
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Assumption: Ever cheaper labour, ever faster machines -> ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signal when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull Supermarket Produce based on demand
Need a way to signalize when more work has to be done
40 min
Explain how the process should work
40 min
Explain how the process should work
40 min
Explain how the process should work
40 min
Explain how the process should work
40 min
Explain how the process should work
50 min
One solution: balance number of people based on constraints
What’s the ideal scenario?
Explain the baton metaphor
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
1:10
1:20
On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
Predictable and Repeatable (as in Manufacturing): Build process / Deployment process Creative / Information Flow / Create Knowledge (as in Product Development)
Common cause vs. Special cause Process Capability Chart First step in a kanban process
Software development is not manufacturing Principles x Practices
Agenda
Quick Introduction
Simulating a production line
How about software ?
Process
Debriefing
Hands On
Results
Process
Debriefing
Hands On
Results
3x
Process
Why ?
Lean concepts
being used in the
software world
But without much contact
with Lean principles and
practices
Why ?
“... over the years there have been some
ostensibly ʻleanʼ promoters that reduced lean
thinking to a mechanistic superficial 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 “challenge the status quo
continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)
“... over the years there have been some
ostensibly ʻleanʼ promoters that reduced lean
thinking to a mechanistic superficial 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 “challenge the status quo
continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)
We’re here to introduce you to Lean
Lean
Toyota Production
System
Revolutionized
manufacturing
Revolutionized Applied to
manufacturing different areas
What we want to show
Push
What we want to show
Push
Pull
What we want to show
Push
Pull
Flow
What we want to show
Push
Pull
Flow
Systems
Thinking
What we want to show
Push
Pull
Flow Yatai
Systems
Thinking
What we want to show
Push
Pull
Flow Yatai
Systems
Thinking
Heijunka
What we want to show
Hands on - 1st Step
Task 1 Task 2 Task 3 Task 4
Hands on - 1st Step
Task 1 Task 2 Task 3 Task 4
4 Teams
4 Rounds
30 secs
Hands on - 1st Step
Task 1 Task 2 Task 3 Task 4
Follow the instructions
Build houses
1 Piece = $ 1.00
1 House = $ 25.00
Hands on - 1st Step
Push
Expected Mass
Demand Production
Push and Pull Systems
Push
Expected Mass Economies
Demand Production of Scale
Push and Pull Systems
Push
Push and Pull Systems
Push
“Any colour, as
long as it’s black”
Henry Ford
Push and Pull Systems
Push
Expected Mass Economies
Demand Production of Scale
Push and Pull Systems
Push
Expected Mass Economies
Demand Production of Scale
Pull
Push and Pull Systems
Push
Expected Mass Economies
Demand Production of Scale
Pull
Customer
Requirements
Push and Pull Systems
Push
Expected Mass Economies
Demand Production of Scale
Pull
On Demand Customer
Production Requirements
Push and Pull Systems
Push
Expected Mass Economies
Demand Production of Scale
Pull
On Demand Customer
Adaptation
Production Requirements
Push and Pull Systems
Pull
Push and Pull Systems
Pull
Push and Pull Systems
TASK 1
Kanban
TASK 2
TASK 1
Kanban
TASK 2
TASK 1
Kanban
TASK 2
TASK 1
Kanban
TASK 2
Signals demand
Regulates demand
Limits Work in Process
TASK 1
TASK 2
Aids visual control
Self-directing
Kanban
Signals demand
Regulates demand
Limits Work in Process
Aids visual control
Self-directing
Kanban
Signals demand
Regulates demand
Limits Work in Process
Aids visual control
Self-directing
Kanban
Pull System
Hands on - 2nd Step
Task 1 Task 2 Task 3 Task 4
Pull System
Hands on - 2nd Step
Task 1 Task 2 Task 3 Task 4
4 Teams
Pull System 4 Rounds
30 secs
Hands on - 2nd Step
Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes first
Items are produced to fill gaps in the buffers
Hands on - 2nd Step
Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes first nban
Ka
Items are produced to fill gaps in the buffers
Hands on - 2nd Step
What went wrong ?
Houston, we have a problem...
Another type of waste
Some people working more than others
Mura (Unevenness)
Heijunka
Unleveled Process
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
rimer (http://tiny
Lean P
url.com/owvhut)
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
rimer (http://tiny
Lean P
url.com/owvhut)
http://www.youtube.com/watch?v=nq9SnHXIG00
Flow
Why does it still feel wrong?
What are the other teams doing?
What’s the purpose of the system?
Systems Thinking
“A bad system
will beat a
good person
every time”
W. Eduards Deming
Systems Thinking
Do we need 4 teams to build a house?
Teams 1 and 2 have overlapping tasks
Systems Thinking
Multi-skilled worker
Single piece flow
Yatai (Work Cell)
Hands on - 3rd Step
Sell house Build
Hands on - 3rd Step
Sell house Build
Hands on - 3rd Step
Sell house Build
Each person builds a house
Round of 120 seconds
Signal if you finish it
Hands on - 3rd Step
What went wrong ?
Houston, we have a problem...
Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
Kaizen
Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
Kaizen
Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
“Toyota’s real ad vantage was its ability to
harness the inte llect of ‘ordinary’ employees”
Gary Hamel
Kaizen
Is that all ?
Push System
Is that all ?
Push System
Pull System
Is that all ?
Push System
Pull System
Yatai
Is that all ?
Push System
Pull System
Yatai
What’s next ?
Is that all ?
Push System
We saw some of the practices
Pull System Practices are contextual
Principles must be understood
Yatai
Is that all ?
What TPS is Not
A recipe for success
A management project or program
A set of tools for implementation
A system for production floor only
Implementable in a short- or mid- term period
What is Lean ?
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 ?
Lean in Software Development
X
Lean in Software Development
Overproduction Inventory
Waiting Motion
Overprocessing Defects
Unnecessary Transportation
Lean in Software Development
Overproduction
Waiting
Unnecessary Transportation
Overprocessing
Inventory
Motion
Defects
Lean in Software Development
Overproduction
Waiting
Unnecessary Transportation
Overprocessing
Inventory
Motion
Defects
Lean in Software Development
Extra Features Overproduction
Waiting
Unnecessary Transportation
Gold Plating Overprocessing
Partially Completed Work Inventory
Motion
Defects
Unused Employee Creativity
Lean in Software Development
Kanban Board
Lean in Software Development
Kanban Board
Lean in Software Development
Kanban Board
Lean in Software Development
Controlling Kanban
Do you have a stable process ?
Lean in Software Development
Controlling Kanban
Lean in Software Development
Controlling Kanban
Lean in Software Development
Controlling Kanban
Lean in Software Development
Controlling Kanban
Lean in Software Development
Much more:
Lean in Software Development
Much more:
Eliminate Waste
Create Knowledge
Build Quality In
Defer Commitment
Deliver Fast
Respect People
Improve System
Lean in Software Development
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 Proofing
Lean in Software Development
Lean in Software Development
X
Lean in Software Development
Agile Open Office
http://connect.thoughtworks.com/agile2009/
TW One on One
http://connect.thoughtworks.com/1on1
Something extra...
1–1 of 1 previous next
Mas a gente esta mostrando praticas....
Mas a gente esta mostrando praticas....
Supply Chain Management
Healthcare
Software
Supply Chain Management
Healthcare
Software
Supply Chain Management
Healthcare
Software
Supply Chain Management
Healthcare
Software
Count number of pieces between rounds
10 mins
Count number of pieces between rounds
10 mins
Count number of pieces between rounds
10 mins
Count number of pieces between rounds
10 mins
Anything that doesnt add value
What is Value ? Seen through client’s point of view
Everything that is done but not necessary for the final product
There is one visible kind of waste now: inventory
How may houses produced x 25
Pieces x 1
Compare inventory accumulation with chart
Show over/under production in the example
Houses produced but not sold
Houses demanded but not produced
Anything that doesnt add value
What is Value ? Seen through client’s point of view
Everything that is done but not necessary for the final product
There is one visible kind of waste now: inventory
How may houses produced x 25
Pieces x 1
Compare inventory accumulation with chart
Show over/under production in the example
Houses produced but not sold
Houses demanded but not produced
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Assumption: Ever cheaper labour, ever faster machines -> ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signal when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Explain how the process should work
Explain how the process should work
Explain how the process should work
Explain how the process should work
Explain how the process should work
Explain the baton metaphor
When build to stock and when to build to demand (depends on the context)
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
Creative / Information Flow / Create Knowledge (as in Product Development)
Process Capability Chart
First step in a kanban process
Principles x Practices
1:30