Workshop presented at Agile 2011 in Salt Lake City, US

1. Kaizen Lego
Game
Francisco Trindade (@frankmt)
Patrick Kua (@patkua)
Danilo Sato (@dtsato)

2. Who are we ?

3. Lean Lego Game
“We want to make
it be er!”
Why ?

4. “The illiterate of the 21st century will not be those
who cannot read and write, but those who cannot
learn, unlearn, and relearn.”
Alvin Toffler
Continuous Improvement
What ?

5. Continuous Improvement
Value Stream Mapping Inventory
Standards Kaizen 5 Whys CFD
Cycle Time Waste Genchi Genbutsu
What ?

6. Kaizen

7. Kai = Change and Zen = Good/Be er;
together Kaizen stands for a small
methodical continuous improvement steps
that 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

8. Toyota Production System
Kaizen

9. Toyota Production System
Applied to different areas
(including so ware...)
Kaizen

10. Applied to different areas
(including so ware...)
The Toyota Way 2001
Continuous Respect For
Improvement People
Kaizen Challenge Kaizen Genchi
Gembutsu
Respect Teamwork

11. The Toyota Way 2001
Continuous Respect For
Improvement People
Challenge Kaizen Genchi Respect Teamwork
Gembutsu
Not only practices, but also principles
Kaizen

12. Plan Do
Act Check
How are we doing this ?

13. Introduce improve standards
concepts
Run
adapt
Process
Evaluate measure
How are we doing this ?

14. 2 trackers
builders
How are we doing this ?

15. Inventory
2 trackers
Cycle Time
builders
How are we doing this ?

16. Inventory
How much are we spending ?
Cycle Time
How fast are we delivering ?
How are we doing this ?

17. 1st Iteration
And here we go...

18. Retail Price = $25.00
1 Lego Piece = $01.00
1 Seal = 13 pieces
13.00
+ 12.00
Some context

19. Trial
&
Standard
And here we go...

20. 2x
03:00
And here we go...

21. Deliver!
Build Seal
QA
Buy Pieces
Cycle Time Tracker Inventory Tracker
How are we doing this ?

22. Deliver!
Build Seal
QA
Buy Pieces
How much are
How long are we spending ?
we taking ?
Cycle Time Tracker Inventory Tracker
How are we doing this ?

23. Deliver!
Build Seal
QA
Buy Pieces
How can we
improve ?
Cycle Time Tracker Inventory Tracker
How are we doing this ?

24. Remember:
G re e n
Work for the
card!
How are we doing this ?

26. “The most dangerous kind of waste is the waste we
do not recognize.” Shigeo Shingo
Waste (Muda)

27. Overproduction
Waiting
Overprocessing
Unnecessary Transportation
Inventory
Motion
Defects
Waste (Muda)

28. “The foundation of the Toyota way
is based upon the simple yet
elusive goal of identifying and
Overproduction
eliminating waste in all work
activities” Jeffrey Liker, The Toyota Way Fieldbook
Waiting
Overprocessing
Unnecessary Transportation
Inventory
Motion
Defects
Waste (Muda)

29. “Where there is no standard, there can be no
improvement. For these reasons, standards are the
basis for both maintenance and improvement.”
Masaaki Imai
Standards & Improvement

30. “Data is of course important
in manufacturing, but I place
the greatest emphasis on
facts.” Taiichi Ohno
Genchi Genbutsu

31. “My car will
not start.”
5 Whys

32. “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

33. 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 Gower's Confesio
Amantis dated approximately 1390 AD.
5 Whys

34. 2nd Iteration
And here we go again...

35. 5 Why’s
And here we go again...

36. 5 Why’s
Why didn’t we
make any
profit ?
And here we go again...

37. 7:00 Analyse the
problem
1:00 Create new standard
3:00 Run it again
And here we go again...

38. Thinking
Time!

40. How did
it go ?

41. time
from concept to cash
Value Stream Mapping

42. Finance
Marketing
Office Admin
Customer
Customer Care
Sales

43. “I want a seal!”
Buy Build
Pieces QA
seal

44. “I want a seal!”
Buy Build
Pieces QA
seal
“My seal came in the wrong
colour, I want a new one...”

45. Value “I want a seal!”
Buy Build
Pieces QA
seal
“My seal came in the wrong
colour, I want a new one...”

46. Value “I want a seal!”
Buy Build
Pieces QA
seal
“My seal came in the wrong Failure
colour, I want a new one...”

47. Point of Transaction
Buy Build
Pieces QA
seal

48. Buy Build
Pieces QA
seal
Demand: 1 Seal/30 sec
Capability: 1 Seal/45 sec

49. Buy Build
Pieces QA
seal
Control Chart Capability: 1 Seal/30-45 sec
Time
Orders

50. As is
Buy Build
Pieces QA
seal
To be
? ? ?

51. 3rd Iteration
And here we go again...

52. Value Stream
Mapping
And here we go again...

53. Value Stream
Mapping
As is process
To be process
And here we go again...

54. 7:00 Analyse the
problem
1:00 Create new standard
3:00 Run it again
And here we go again...

55. Thinking
Time!

57. How did
it go ?

58. 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 Hamel
A erthoughts

59. Kaizen Lego Game
A erthoughts

60. Thank you!
Francisco Trindade (@frankmt)
rindad@thoughtworks.com
Patrick Kua (@patkua)
pkua@thoughtworks.com
Danilo Sato (@dtsato)
dsato@thoughtworks.com
Questions?