Lean Lego Game

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    Notes on slide 1

    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

    1:30

    Mention Presentation Pack

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    Lean Lego Game - Presentation Transcript

    1. The Lean Lego Game Francisco Trindade Danilo Sato
    2. Agenda Quick Introduction Simulating a production line How about software ?
    3. Process
    4. Debriefing Hands On Results Process
    5. Debriefing Hands On Results 3x Process
    6. Why ?
    7. Lean concepts being used in the software world But without much contact with Lean principles and practices Why ?
    8. “... 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)
    9. “... 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
    10. Lean
    11. Toyota Production System
    12. Revolutionized manufacturing
    13. Revolutionized Applied to manufacturing different areas
    14. What we want to show
    15. Push What we want to show
    16. Push Pull What we want to show
    17. Push Pull Flow What we want to show
    18. Push Pull Flow Systems Thinking What we want to show
    19. Push Pull Flow Yatai Systems Thinking What we want to show
    20. Push Pull Flow Yatai Systems Thinking Heijunka What we want to show
    21. Hands on - 1st Step
    22. Task 1 Task 2 Task 3 Task 4 Hands on - 1st Step
    23. Task 1 Task 2 Task 3 Task 4 4 Teams 4 Rounds 30 secs Hands on - 1st Step
    24. 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
    25. What went wrong ? Houston, we have a problem...
    26. Visible Inventory Over/Under Production Waste
    27. Visible Inventory Over/Under Production Waste
    28. Visible Inventory Over/Under Production 700 Task 4 Task 3 Task 2 525 Task 1 350 175 0 0 1 2 3 4 Waste
    29. 7 Wastes of Manufacturing
    30. Overproduction 7 Wastes of Manufacturing
    31. Overproduction Waiting 7 Wastes of Manufacturing
    32. Overproduction Waiting Overprocessing 7 Wastes of Manufacturing
    33. Overproduction Waiting Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing
    34. Overproduction Inventory Waiting Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing
    35. Overproduction Inventory Waiting Motion Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing
    36. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation 7 Wastes of Manufacturing
    37. Push and Pull Systems
    38. Push Push and Pull Systems
    39. Push Expected Demand Push and Pull Systems
    40. Push Expected Mass Demand Production Push and Pull Systems
    41. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems
    42. Push Push and Pull Systems
    43. Push “Any colour, as long as it’s black” Henry Ford Push and Pull Systems
    44. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems
    45. Push Expected Mass Economies Demand Production of Scale Pull Push and Pull Systems
    46. Push Expected Mass Economies Demand Production of Scale Pull Customer Requirements Push and Pull Systems
    47. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Production Requirements Push and Pull Systems
    48. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Adaptation Production Requirements Push and Pull Systems
    49. Pull Push and Pull Systems
    50. Pull Push and Pull Systems
    51. TASK 1 Kanban TASK 2
    52. TASK 1 Kanban TASK 2
    53. TASK 1 Kanban TASK 2
    54. TASK 1 Kanban TASK 2
    55. Signals demand Regulates demand Limits Work in Process TASK 1 TASK 2 Aids visual control Self-directing Kanban
    56. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban
    57. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban
    58. Pull System Hands on - 2nd Step
    59. Task 1 Task 2 Task 3 Task 4 Pull System Hands on - 2nd Step
    60. Task 1 Task 2 Task 3 Task 4 4 Teams Pull System 4 Rounds 30 secs Hands on - 2nd Step
    61. 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
    62. 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
    63. What went wrong ? Houston, we have a problem...
    64. Another type of waste Some people working more than others Mura (Unevenness) Heijunka Unleveled Process
    65. Goal is a leveled process Production line must be a continuous flow One piece is bought when one piece is delivered Sustainable pace Flow
    66. 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)
    67. 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)
    68. http://www.youtube.com/watch?v=nq9SnHXIG00 Flow
    69. Why does it still feel wrong? What are the other teams doing? What’s the purpose of the system? Systems Thinking
    70. “A bad system will beat a good person every time” W. Eduards Deming Systems Thinking
    71. Do we need 4 teams to build a house? Teams 1 and 2 have overlapping tasks Systems Thinking
    72. Multi-skilled worker Single piece flow Yatai (Work Cell)
    73. Hands on - 3rd Step
    74. Sell house Build Hands on - 3rd Step
    75. Sell house Build Hands on - 3rd Step
    76. Sell house Build Each person builds a house Round of 120 seconds Signal if you finish it Hands on - 3rd Step
    77. What went wrong ? Houston, we have a problem...
    78. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect People Kaizen
    79. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect People Kaizen
    80. 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
    81. Is that all ?
    82. Push System Is that all ?
    83. Push System Pull System Is that all ?
    84. Push System Pull System Yatai Is that all ?
    85. Push System Pull System Yatai What’s next ? Is that all ?
    86. Push System We saw some of the practices Pull System Practices are contextual Principles must be understood Yatai Is that all ?
    87. 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 ?
    88. 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 ?
    89. Lean in Software Development
    90. X Lean in Software Development
    91. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation Lean in Software Development
    92. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development
    93. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development
    94. Extra Features Overproduction Waiting Unnecessary Transportation Gold Plating Overprocessing Partially Completed Work Inventory Motion Defects Unused Employee Creativity Lean in Software Development
    95. Kanban Board Lean in Software Development
    96. Kanban Board Lean in Software Development
    97. Kanban Board Lean in Software Development
    98. Controlling Kanban Do you have a stable process ? Lean in Software Development
    99. Controlling Kanban Lean in Software Development
    100. Controlling Kanban Lean in Software Development
    101. Controlling Kanban Lean in Software Development
    102. Controlling Kanban Lean in Software Development
    103. Much more: Lean in Software Development
    104. Much more: Eliminate Waste Create Knowledge Build Quality In Defer Commitment Deliver Fast Respect People Improve System Lean in Software Development
    105. 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
    106. Lean in Software Development
    107. X Lean in Software Development
    108. Agile Open Office http://connect.thoughtworks.com/agile2009/ TW One on One http://connect.thoughtworks.com/1on1 Something extra...
    109. Thank You! Questions ? dsato@thoughtworks.com dtsato.com @dtsato ftrindad@thoughtworks.com franktrindade.com @frankmt
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