Kaizen Lego Game
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Kaizen Lego Game

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Workshop presented at Agile 2011 in Salt Lake City, US

Workshop presented at Agile 2011 in Salt Lake City, US

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Kaizen Lego Game Kaizen Lego Game Presentation Transcript

  • Kaizen LegoGame Francisco Trindade (@frankmt) Patrick Kua (@patkua) Danilo Sato (@dtsato)
  • Who are we ?
  • Lean Lego Game “We want to make it be er!”Why ?
  • “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” Alvin TofflerContinuous ImprovementWhat ?
  • Continuous Improvement Value Stream Mapping Inventory Standards Kaizen 5 Whys CFDCycle Time Waste Genchi GenbutsuWhat ?
  • Kaizen
  • Kai = Change and Zen = Good/Be er;together Kaizen stands for a smallmethodical continuous improvement stepsthat should be implemented daily .leancor.com/index.php Continuously improving in incremental steps. leanmfgsolutions.com/glossary.html literally translates to ‘continuous improvement’ in English. Kaizen activities are small, incremental activities performed over time where Kaikaku a radical and one- off. .richarddurnall.com /define Kaizen
  • Toyota Production SystemKaizen
  • Toyota Production System Applied to different areas (including so ware...)Kaizen
  • Applied to different areas (including so ware...) The Toyota Way 2001 Continuous Respect For Improvement PeopleKaizen Challenge Kaizen Genchi Gembutsu Respect Teamwork
  • The Toyota Way 2001 Continuous Respect For Improvement People Challenge Kaizen Genchi Respect Teamwork GembutsuNot only practices, but also principlesKaizen
  • Plan Do Act CheckHow are we doing this ?
  • Introduce improve standards concepts Run adapt Process Evaluate measureHow are we doing this ?
  • 2 trackers buildersHow are we doing this ?
  • Inventory 2 trackers Cycle Time buildersHow are we doing this ?
  • Inventory How much are we spending ?Cycle Time How fast are we delivering ?How are we doing this ?
  • 1st IterationAnd here we go...
  • Retail Price = $25.00 1 Lego Piece = $01.00 1 Seal = 13 pieces 13.00 + 12.00Some context
  • Trial & StandardAnd here we go...
  • 2x 03:00And here we go...
  • Deliver! Build Seal QA Buy Pieces Cycle Time Tracker Inventory TrackerHow are we doing this ?
  • Deliver! Build Seal QA Buy Pieces How much are How long are we spending ? we taking ? Cycle Time Tracker Inventory TrackerHow are we doing this ?
  • Deliver! Build Seal QA Buy Pieces How can we improve ? Cycle Time Tracker Inventory TrackerHow are we doing this ?
  • Remember: G re e n Work for the card!How are we doing this ?
  • “The most dangerous kind of waste is the waste we do not recognize.” Shigeo ShingoWaste (Muda)
  • Overproduction Waiting Overprocessing Unnecessary Transportation Inventory Motion DefectsWaste (Muda)
  • “The foundation of the Toyota wayis based upon the simple yetelusive goal of identifying and Overproductioneliminating waste in all workactivities” Jeffrey Liker, The Toyota Way Fieldbook Waiting Overprocessing Unnecessary Transportation Inventory Motion DefectsWaste (Muda)
  • “Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement.” Masaaki ImaiStandards & Improvement
  • “Data is of course important in manufacturing, but I place the greatest emphasis on facts.” Taiichi OhnoGenchi Genbutsu
  • “My car will not start.”5 Whys
  • “The ba ery Why? “My car will is dead” not start.” Why? “The alternator is not functioning.” “I have not been maintaining my car Why? according to the recommended schedule.” “The alternator belt has broken.” Why? “The alternator belt was well beyond its useful Why? service life and has never been replaced.”5 Whys
  • For want of a nail a shoe was lost,for want of a shoe a horse was lost,for want of a horse a rider was lost,for want of a rider an army was lost,for want of an army a ba le was lost,for want of a ba le the war was lost,for want of the war the kingdom was lost,and all for the want of a li le horseshoe nail. John Gowers Confesio Amantis dated approximately 1390 AD.5 Whys
  • 2nd IterationAnd here we go again...
  • 5 Why’sAnd here we go again...
  • 5 Why’s Why didn’t we make any profit ?And here we go again...
  • 7:00 Analyse the problem 1:00 Create new standard 3:00 Run it againAnd here we go again...
  • ThinkingTime!
  • How didit go ?
  • time from concept to cashValue Stream Mapping
  • Finance MarketingOffice Admin CustomerCustomer Care Sales
  • “I want a seal!” Buy BuildPieces QA seal
  • “I want a seal!” Buy BuildPieces QA seal “My seal came in the wrong colour, I want a new one...”
  • Value “I want a seal!” Buy BuildPieces QA seal “My seal came in the wrong colour, I want a new one...”
  • Value “I want a seal!” Buy BuildPieces QA seal “My seal came in the wrong Failure colour, I want a new one...”
  • Point of Transaction Buy Build Pieces QA seal
  • Buy BuildPieces QA seal Demand: 1 Seal/30 sec Capability: 1 Seal/45 sec
  • Buy Build Pieces QA sealControl Chart Capability: 1 Seal/30-45 secTime Orders
  • As is Buy Build Pieces QA sealTo be ? ? ?
  • 3rd IterationAnd here we go again...
  • Value Stream MappingAnd here we go again...
  • Value Stream Mapping As is process To be processAnd here we go again...
  • 7:00 Analyse the problem 1:00 Create new standard 3:00 Run it againAnd here we go again...
  • ThinkingTime!
  • How didit go ?
  • Continuous Improvement It’s not just Reflect and adapt about Learn by standardizing practices Long term thinking Respect People “Toyota’s real advantage was its ability to harness the intellect of ‘ordinary’ employees” Gary HamelA erthoughts
  • Kaizen Lego GameA erthoughts
  • Thank you!Francisco Trindade (@frankmt) rindad@thoughtworks.comPatrick Kua (@patkua) pkua@thoughtworks.comDanilo Sato (@dtsato) dsato@thoughtworks.comQuestions?