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Lego Lean Game (Agile Australia 2011)

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Version of the Lean Lego Game presented at Agile Australia 2011

Version of the Lean Lego Game presented at Agile Australia 2011

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  • Principios x Praticas\n\nMas a gente esta mostrando praticas....\n
  • Principios x Praticas\n\nMas a gente esta mostrando praticas....\n
  • Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
  • Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
  • Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
  • Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
  • And more...\n\n\n
  • And more...\n\n\n
  • And more...\n\n\n
  • And more...\n\n\n
  • And more...\n\n\n
  • Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
  • Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
  • Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
  • Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
  • \n
  • 20 mins\n
  • Lean came with definition of waste\nAnything that doesnt add value\nWhat is Value ? Seen through client’s point of view\nEverything that is done but not necessary for the final product\n\nThere is one visible kind of waste now: inventory\nHow may houses produced x 25\nPieces x 1\n\nCompare inventory accumulation with chart\nShow over/under production in the example\nHouses produced but not sold\nHouses demanded but not produced\n\n\n
  • Lean came with definition of waste\nAnything that doesnt add value\nWhat is Value ? Seen through client’s point of view\nEverything that is done but not necessary for the final product\n\nThere is one visible kind of waste now: inventory\nHow may houses produced x 25\nPieces x 1\n\nCompare inventory accumulation with chart\nShow over/under production in the example\nHouses produced but not sold\nHouses demanded but not produced\n\n\n
  • Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
  • Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
  • Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
  • Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
  • Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
  • Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
  • Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nAssumption: Ever cheaper labour, ever faster machines -> ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signal when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
  • Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
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  • 40 min\n\nExplain how the process should work\n\n
  • 40 min\n\nExplain how the process should work\n\n
  • 40 min\n\nExplain how the process should work\n\n
  • 40 min\n\nExplain how the process should work\n\n
  • 40 min\n\nExplain how the process should work\n\n
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  • 50 min\n\n
  • One solution: balance number of people based on constraints\n\n
  • What’s the ideal scenario?\n\nExplain the baton metaphor\n\nWhen build to stock and when to build to demand (depends on the context)\n
  • \nWhen build to stock and when to build to demand (depends on the context)\n
  • \nWhen build to stock and when to build to demand (depends on the context)\n
  • \nWhen build to stock and when to build to demand (depends on the context)\n
  • \nWhen build to stock and when to build to demand (depends on the context)\n
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  • "We are going to win and the industrial west is going to lose out: there is nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor Model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the correct way to run a business. For you, the essence of leadership is getting the ideas out of the heads of the bosses and into the hands of the labor. "We are beyond the Taylor Model; business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive, and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. For us, the essence of effective leadership is precisely the art of mobilizing and pulling together the intellectual resources of all employees in the service of the firm. Only by drawing on the combined brainpower of all its employees can" [we succeed] Konosuke Matsushita Executive Director Matsushita Electric Industria\n
  • "We are going to win and the industrial west is going to lose out: there is nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor Model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the correct way to run a business. For you, the essence of leadership is getting the ideas out of the heads of the bosses and into the hands of the labor. "We are beyond the Taylor Model; business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive, and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. For us, the essence of effective leadership is precisely the art of mobilizing and pulling together the intellectual resources of all employees in the service of the firm. Only by drawing on the combined brainpower of all its employees can" [we succeed] Konosuke Matsushita Executive Director Matsushita Electric Industria\n
  • 1:10\n
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  • 1:20 min\n\n
  • On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
  • On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
  • On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
  • On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
  • On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
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  • Predictable and Repeatable (as in Manufacturing): Build process / Deployment process\nCreative / Information Flow / Create Knowledge (as in Product Development)\n\n
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  • Common cause vs. Special cause\n Process Capability Chart\nFirst step in a kanban process\n
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  • Software development is not manufacturing\nPrinciples x Practices\n\n1:30\n\n
  • Mention Presentation Pack\n

Lego Lean Game (Agile Australia 2011) Lego Lean Game (Agile Australia 2011) Presentation Transcript

  • The Lean Lego GameFrancisco TrindadeFabio Pereira
  • Agenda Quick Introduction Simulating a production line How about software ?
  • Debriefing Hands On ResultsProcess
  • Debriefing Hands On Results 3xProcess
  • Why ?
  • Lean concepts being used in the software world But without much contact with Lean principles and practicesWhy ?
  • “... over the years there have been someostensibly ‘lean’ promoters that reduced leanthinking to a mechanistic superficial level ofmanagement tools such as kanban and queuemanagement.... the essence of successful lean thinking isbuilding people, then building products and aculture of “challenge the status quocontinuous improvement ” Lean Primer (http://tinyurl.com/owvhut)
  • “... over the years there have been someostensibly ‘lean’ promoters that reduced leanthinking to a mechanistic superficial level ofmanagement tools such as kanban and queuemanagement.... the essence of successful lean thinking isbuilding people, then building products and aculture of “challenge the status quocontinuous improvement ” Lean Primer (http://tinyurl.com/owvhut) We’re here to introduce you to Lean
  • Lean
  • Toyota Production System
  • Revolutionizedmanufacturing
  • Revolutionized Applied tomanufacturing different areas
  • What we want to show
  • PushWhat we want to show
  • Push PullWhat we want to show
  • Push Pull FlowWhat we want to show
  • Push Pull Flow SystemsThinkingWhat we want to show
  • Push Pull Flow Systems HeijunkaThinkingWhat we want to show
  • Hands on - 1st Step
  • Task 1 Task 2 Task 3 Task 4Hands on - 1st Step
  • Task 1 Task 2 Task 3 Task 4 4 Teams 4 Rounds 45 secsHands on - 1st Step
  • Task 1 Task 2 Task 3 Task 4 Follow the instructions Build toy seals 1 Piece = $ 1.00 1 Seal = $ 25.00Hands on - 1st Step
  • What went wrong ?Houston, we have a problem...
  • Visible InventoryOver/Under ProductionWaste
  • Visible InventoryOver/Under ProductionWaste
  • Visible InventoryOver/Under Production 700 Task 4 Task 3 Task 2 525 Task 1 350 175 0 0 1 2 3 4Waste
  • 7 Wastes of Manufacturing
  • Overproduction7 Wastes of Manufacturing
  • OverproductionWaiting7 Wastes of Manufacturing
  • OverproductionWaitingOverprocessing7 Wastes of Manufacturing
  • OverproductionWaitingOverprocessingUnnecessaryTransportation7 Wastes of Manufacturing
  • Overproduction InventoryWaitingOverprocessingUnnecessaryTransportation7 Wastes of Manufacturing
  • Overproduction InventoryWaiting MotionOverprocessingUnnecessaryTransportation7 Wastes of Manufacturing
  • Overproduction InventoryWaiting MotionOverprocessing DefectsUnnecessaryTransportation7 Wastes of Manufacturing
  • Push and Pull Systems
  • PushPush and Pull Systems
  • Push Expected DemandPush and Pull Systems
  • Push Expected Mass Demand ProductionPush and Pull Systems
  • Push Expected Mass Economies Demand Production of ScalePush and Pull Systems
  • PushPush and Pull Systems
  • Push “Any colour, as long as it’s black” Henry FordPush and Pull Systems
  • Push Expected Mass Economies Demand Production of ScalePush and Pull Systems
  • Push Expected Mass Economies Demand Production of ScalePullPush and Pull Systems
  • Push Expected Mass Economies Demand Production of ScalePull Customer RequirementsPush and Pull Systems
  • Push Expected Mass Economies Demand Production of ScalePull On Demand Customer Production RequirementsPush and Pull Systems
  • Push Expected Mass Economies Demand Production of ScalePull On Demand Customer Adaptation Production RequirementsPush and Pull Systems
  • PullPush and Pull Systems
  • PullPush and Pull Systems
  • TASK 1Kanban TASK 2
  • TASK 1Kanban TASK 2
  • TASK 1Kanban TASK 2
  • TASK 1Kanban TASK 2
  • Signals demand Regulates demand Limits Work in Process TASK 1 TASK 2 Aids visual control Self-directingKanban
  • Signals demand Regulates demand Limits Work in Process Aids visual control Self-directingKanban
  • Signals demand Regulates demand Limits Work in Process Aids visual control Self-directingKanban
  • Pull SystemHands on - 2nd Step
  • Task 1 Task 2 Task 3 Task 4 Pull SystemHands on - 2nd Step
  • Task 1 Task 2 Task 3 Task 4 4 Teams Pull System 4 Rounds 45 secsHands on - 2nd Step
  • Task 1 Task 2 Task 3 Task 4Pull System Setup minimum buffers at intermediate steps Demand comes first Items are produced to fill gaps in the buffersHands on - 2nd Step
  • Task 1 Task 2 Task 3 Task 4Pull System Setup minimum buffers at intermediate steps Demand comes first ban Kan Items are produced to fill gaps in the buffersHands on - 2nd Step
  • What went wrong ?Houston, we have a problem...
  • Another type of waste Some people working more than others Mura (Unevenness) HeijunkaUnleveled Process
  • Goal is a leveled processProduction line must be a continuous flowOne piece is bought when one piece is deliveredSustainable paceFlow
  • Goal is a leveled processProduction line must be a continuous flowOne piece is bought when one piece is deliveredSustainable paceFlow Watch the baton, not the ru nners er (http://tinyurl Lean Prim .com/owvhut)
  • Goal is a leveled processProduction line must be a continuous flowOne piece is bought when one piece is deliveredSustainable paceFlow Watch the baton, not the ru nners er (http://tinyurl Lean Prim .com/owvhut)
  • http://www.youtube.com/watch?v=nq9SnHXIG00Flow
  • 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 DemingSystems Thinking
  • Do we need 4 teams to build a seal ? Teams 1 and 2 have overlapping tasksSystems Thinking
  • Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect PeopleKaizen
  • Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect PeopleKaizen
  • 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 HamelKaizen
  • Create a process BuildHands on - 3rd Step
  • Create a process BuildHands on - 3rd Step
  • Create a process Build Each team develops their own process (5 min) Round of 120 seconds Who can build the most to meet demand ?Hands on - 3rd Step
  • What went wrong ?Houston, we have a problem...
  • Is that all ?
  • Push SystemIs that all ?
  • Push System Pull SystemIs that all ?
  • Push System Pull System Your systemIs that all ?
  • Push System Pull System Your system What’s next ?Is that all ?
  • Push System We saw some of the practices Pull System Practices are contextual Principles must be understood Your systemIs 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 periodWhat 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 wayWhat is Lean ?
  • Lean in Software Development
  • XLean in Software Development
  • Overproduction InventoryWaiting MotionOverprocessing DefectsUnnecessary TransportationLean in Software Development
  • OverproductionWaitingUnnecessary TransportationOverprocessingInventoryMotionDefectsLean in Software Development
  • OverproductionWaitingUnnecessary Transportation Overprocessing InventoryMotionDefectsLean in Software Development
  • Extra Features OverproductionWaitingUnnecessary TransportationGold Plating OverprocessingPartially Completed Work InventoryMotionDefectsUnused Employee CreativityLean in Software Development
  • Kanban BoardLean in Software Development
  • Kanban BoardLean in Software Development
  • Kanban BoardLean in Software Development
  • Controlling Kanban Do you have a stable process ?Lean in Software Development
  • Controlling KanbanLean in Software Development
  • Controlling KanbanLean in Software Development
  • Controlling KanbanLean in Software Development
  • Controlling KanbanLean 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 SystemLean 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 ProofingLean in Software Development
  • Lean in Software Development
  • XLean in Software Development
  • Thank You! Questions ?ftrindad@thoughtworks.com franktrindade.com @frankmtfpereira@thoughtworks.com fabiopereira.me @fabiopereira