Lego Lean Game (Agile Australia 2011)

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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
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  • 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)

    1. 1. The Lean Lego GameFrancisco TrindadeFabio Pereira
    2. 2. Agenda Quick Introduction Simulating a production line How about software ?
    3. 3. Debriefing Hands On ResultsProcess
    4. 4. Debriefing Hands On Results 3xProcess
    5. 5. Why ?
    6. 6. Lean concepts being used in the software world But without much contact with Lean principles and practicesWhy ?
    7. 7. “... 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)
    8. 8. “... 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
    9. 9. Lean
    10. 10. Toyota Production System
    11. 11. Revolutionizedmanufacturing
    12. 12. Revolutionized Applied tomanufacturing different areas
    13. 13. What we want to show
    14. 14. PushWhat we want to show
    15. 15. Push PullWhat we want to show
    16. 16. Push Pull FlowWhat we want to show
    17. 17. Push Pull Flow SystemsThinkingWhat we want to show
    18. 18. Push Pull Flow Systems HeijunkaThinkingWhat we want to show
    19. 19. Hands on - 1st Step
    20. 20. Task 1 Task 2 Task 3 Task 4Hands on - 1st Step
    21. 21. Task 1 Task 2 Task 3 Task 4 4 Teams 4 Rounds 45 secsHands on - 1st Step
    22. 22. 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
    23. 23. What went wrong ?Houston, we have a problem...
    24. 24. Visible InventoryOver/Under ProductionWaste
    25. 25. Visible InventoryOver/Under ProductionWaste
    26. 26. Visible InventoryOver/Under Production 700 Task 4 Task 3 Task 2 525 Task 1 350 175 0 0 1 2 3 4Waste
    27. 27. 7 Wastes of Manufacturing
    28. 28. Overproduction7 Wastes of Manufacturing
    29. 29. OverproductionWaiting7 Wastes of Manufacturing
    30. 30. OverproductionWaitingOverprocessing7 Wastes of Manufacturing
    31. 31. OverproductionWaitingOverprocessingUnnecessaryTransportation7 Wastes of Manufacturing
    32. 32. Overproduction InventoryWaitingOverprocessingUnnecessaryTransportation7 Wastes of Manufacturing
    33. 33. Overproduction InventoryWaiting MotionOverprocessingUnnecessaryTransportation7 Wastes of Manufacturing
    34. 34. Overproduction InventoryWaiting MotionOverprocessing DefectsUnnecessaryTransportation7 Wastes of Manufacturing
    35. 35. Push and Pull Systems
    36. 36. PushPush and Pull Systems
    37. 37. Push Expected DemandPush and Pull Systems
    38. 38. Push Expected Mass Demand ProductionPush and Pull Systems
    39. 39. Push Expected Mass Economies Demand Production of ScalePush and Pull Systems
    40. 40. PushPush and Pull Systems
    41. 41. Push “Any colour, as long as it’s black” Henry FordPush and Pull Systems
    42. 42. Push Expected Mass Economies Demand Production of ScalePush and Pull Systems
    43. 43. Push Expected Mass Economies Demand Production of ScalePullPush and Pull Systems
    44. 44. Push Expected Mass Economies Demand Production of ScalePull Customer RequirementsPush and Pull Systems
    45. 45. Push Expected Mass Economies Demand Production of ScalePull On Demand Customer Production RequirementsPush and Pull Systems
    46. 46. Push Expected Mass Economies Demand Production of ScalePull On Demand Customer Adaptation Production RequirementsPush and Pull Systems
    47. 47. PullPush and Pull Systems
    48. 48. PullPush and Pull Systems
    49. 49. TASK 1Kanban TASK 2
    50. 50. TASK 1Kanban TASK 2
    51. 51. TASK 1Kanban TASK 2
    52. 52. TASK 1Kanban TASK 2
    53. 53. Signals demand Regulates demand Limits Work in Process TASK 1 TASK 2 Aids visual control Self-directingKanban
    54. 54. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directingKanban
    55. 55. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directingKanban
    56. 56. Pull SystemHands on - 2nd Step
    57. 57. Task 1 Task 2 Task 3 Task 4 Pull SystemHands on - 2nd Step
    58. 58. Task 1 Task 2 Task 3 Task 4 4 Teams Pull System 4 Rounds 45 secsHands on - 2nd Step
    59. 59. 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
    60. 60. 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
    61. 61. What went wrong ?Houston, we have a problem...
    62. 62. Another type of waste Some people working more than others Mura (Unevenness) HeijunkaUnleveled Process
    63. 63. Goal is a leveled processProduction line must be a continuous flowOne piece is bought when one piece is deliveredSustainable paceFlow
    64. 64. 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)
    65. 65. 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)
    66. 66. http://www.youtube.com/watch?v=nq9SnHXIG00Flow
    67. 67. Why does it still feel wrong? What are the other teams doing? What’s the purpose of the system?Systems Thinking
    68. 68. “A bad system will beat a good person every time” W. Eduards DemingSystems Thinking
    69. 69. Do we need 4 teams to build a seal ? Teams 1 and 2 have overlapping tasksSystems Thinking
    70. 70. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect PeopleKaizen
    71. 71. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect PeopleKaizen
    72. 72. 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
    73. 73. Create a process BuildHands on - 3rd Step
    74. 74. Create a process BuildHands on - 3rd Step
    75. 75. 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
    76. 76. What went wrong ?Houston, we have a problem...
    77. 77. Is that all ?
    78. 78. Push SystemIs that all ?
    79. 79. Push System Pull SystemIs that all ?
    80. 80. Push System Pull System Your systemIs that all ?
    81. 81. Push System Pull System Your system What’s next ?Is that all ?
    82. 82. Push System We saw some of the practices Pull System Practices are contextual Principles must be understood Your systemIs that all ?
    83. 83. 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 ?
    84. 84. 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 ?
    85. 85. Lean in Software Development
    86. 86. XLean in Software Development
    87. 87. Overproduction InventoryWaiting MotionOverprocessing DefectsUnnecessary TransportationLean in Software Development
    88. 88. OverproductionWaitingUnnecessary TransportationOverprocessingInventoryMotionDefectsLean in Software Development
    89. 89. OverproductionWaitingUnnecessary Transportation Overprocessing InventoryMotionDefectsLean in Software Development
    90. 90. Extra Features OverproductionWaitingUnnecessary TransportationGold Plating OverprocessingPartially Completed Work InventoryMotionDefectsUnused Employee CreativityLean in Software Development
    91. 91. Kanban BoardLean in Software Development
    92. 92. Kanban BoardLean in Software Development
    93. 93. Kanban BoardLean in Software Development
    94. 94. Controlling Kanban Do you have a stable process ?Lean in Software Development
    95. 95. Controlling KanbanLean in Software Development
    96. 96. Controlling KanbanLean in Software Development
    97. 97. Controlling KanbanLean in Software Development
    98. 98. Controlling KanbanLean in Software Development
    99. 99. Much more:Lean in Software Development
    100. 100. Much more: Eliminate Waste Create Knowledge Build Quality In Defer Commitment Deliver Fast Respect People Improve SystemLean in Software Development
    101. 101. 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
    102. 102. Lean in Software Development
    103. 103. XLean in Software Development
    104. 104. Thank You! Questions ?ftrindad@thoughtworks.com franktrindade.com @frankmtfpereira@thoughtworks.com fabiopereira.me @fabiopereira

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