Lean principles


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1 hour introduction of Lean principles for Management teams concluded with discussion topics in a follow up work shop.

Published in: Business, Technology
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  • Andres,
    I liked the whole presentation even though it is short. In particular I liked slides 9-11 because they summarize the theme of the presentation. I have a presentation on slideshare entitled 'Grinding Time' in which I claim that the main source of time is wasted time. That is why adding value to time by using 'micronized time' is far more effective that using bulk time (ton/day). We need to reduce waste and this you have shown ably. I hope that I answered you.
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  • Thanks for the comment. My home base is lean product development of sw-intensive products and that has of course an impact on the content. I am a bit curious on the value and clarity that you saw here without hearing me presenting it. If possible, give me a hint more specifically what you liked - and not liked. Cheers - Anders
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  • The main source of materials is wasted materials. I like the clarity and value of this presentation
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Lean principles

  1. 1. Anders Sixtensson<br />Company X Management team<br />sept2010<br />
  2. 2. Who am I?<br />Anders Sixtensson has +20 years of business and business consultancy experience acting as lean coach, project manager, supply chain analyst and senior advisor in different business improvement initiatives<br />Senior Consultant and Softhouse Partner<br />2<br />
  3. 3. Who are you?What are your expectations?<br />3<br />
  4. 4. My ambitions today<br />To increase your understanding of Lean/Agile principles and values<br />To inspire with presented examples<br />To make you talk ”Lean” with each other today<br />To generate some energy and topics for your tomorrow discussion<br />4<br />
  5. 5. Agenda <br />10.00 – 10.30 Introduction and welcome<br />10.30 – 11.45 Lean principles<br />11.45 - 12.30 Lunch<br />12.30 – 13.30 Discussion – how Lean is CompanyX today?<br />13.30 – 15.30 Some questions and the Lean answers and examples (incl coffee)<br />15.30 – 16.30 Group discussions related to examples<br /><ul><li>Anything for us now? First step? Questions to Anders?</li></ul>16.30 – 17.00 Summary and next step<br />5<br />
  6. 6. Anders Sixtensson<br />Lean introduction<br />
  7. 7. Taiichi Ohno, skaparen av <br />”Toyota Production System”<br />”All we are doing is looking at the timeline from the moment a customer gives us an order to the point we collect the cash. And we are reducing that timeline in the value stream by removing non value-added wastes”<br />Taiichi Ohno, father of the Toyota Production System<br />7<br />
  8. 8. Short history of Lean<br />The Toyodas<br />Sakachi Toyoda (1867 -1930)<br />Extraordinary inventor of automated looms<br />Crucial Idea: Stop-the-line & 5 whys<br />Kiichiro Toyoda (1894-1952)<br />Bet the family fortune on car manufacturing<br />Crucial Idea : Just-in-Time<br />Eiji Toyoda (1913-present)<br />Championed the development of the Toyota Production System (TPS)<br />The road to “Lean”<br /><ul><li>1950’s Japan is visited by Deming – Taiichi Ohno creates TPS
  9. 9. 1960: Toyota teaches TPS to key suppliers; JIT in place 1963.
  10. 10. 1990: Lean Production
  11. 11. ”The Machine that Changed the World” by Womack & Jones
  12. 12. 1991: Lean Product Development
  13. 13. Kim B. Clark and Takahiro Fujimoto
  14. 14. 2003: Lean Software Development
  15. 15. Mary Poppendieck</li></ul>8<br />
  16. 16. It is simple logistics<br />The constraint limit us.<br />We strive for<br />Increased throughputof value (more revenues)<br />Shortened lead times(earlier revenues)<br />Reduced cost for deliveries<br />Raw mtrl,<br />ideas,<br />req´s<br />9<br />
  17. 17. Lean principles<br />Value and Waste<br />Manage the Flow<br />Continuous Improvement<br />Optimize the whole<br />People and Leadership<br />10<br />
  18. 18. Value and Waste<br />Early and frequentrelease of value<br />Remove waste (Muda)<br />The Eight Sources of Wastes<br />Not used features <br />Inventory<br />Extra processing <br />Motion<br />Transport <br />Waiting <br />Defects <br />Unused creativity<br />11<br />
  19. 19. Manage the Flow<br />Reduce batch size<br />Pull (Kan-Ban)<br />Reduce multitasking<br />Time-box (takt)<br />Work<br />Work<br />”<br />backlog<br />12<br />
  20. 20. People and Leadership<br />Trust the team<br />Clear<br />purpose<br />Simple Rules<br />Visibility<br />13<br />
  21. 21. Continuous Improvement<br />Useretrospectives<br /><ul><li>Change in daily behavior OVERcomprehensive process documentation
  22. 22. Simple measurements driving new behavior
  23. 23. Do – Learn - Adapt</li></ul>14<br />
  24. 24. Optimize the whole<br />3. Satisfaction<br />All customers<br />Employees<br />Partners<br />Features or manhrs <br />In Inventory<br />Value<br />Q1 2005 Q2 2005<br />Flow<br /> Inventory levels<br /> Average Cycle Time<br /> Process Efficiency<br />”Tell me how you measure me, and I tell you how I behave” – Eli Goldratt<br />15<br />
  25. 25. Value Stream<br />For large organizations<br /><ul><li> KPIs- Capacity- Goals</li></ul>Mgmt<br />teams<br />Q<br />Q<br /><ul><li> Value- ROI- Road maps
  26. 26. Plan- Deliver- Improve
  27. 27. Verify- Package- Deploy</li></ul>Prod mgr,<br />System Arch.<br />Market&Sales<br />System Verification<br />Delivery<br />teams<br />Release<br />Delivery<br />16<br />
  28. 28. Agile Manifesto<br />Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan <br />That is, while there is value in the items on the right, we value the items on the left more<br />We follow these 12 principles:<br />1.Our highest priority is to satisfy the customerthroughearly and continuous deliveryof valuable software<br />2.---<br />17<br />Ref: http://agilemanifesto.org/<br />
  29. 29. Lean Message – the Softhouse way<br />The Agile Message:<br /><ul><li>Embrace change
  30. 30. Frequent deliveries
  31. 31. Team work</li></ul>The Lean Message:<br /><ul><li>Value Streams and flow
  32. 32. Reduce waste
  33. 33. Continuous Improvement</li></ul>Value and Waste<br />Manage the Flow<br />Continuous Improvement<br />The TOC Message:<br /><ul><li>The goal is to maximize profit
  34. 34. Constraints limit throughput
  35. 35. Optimize the whole</li></ul>Optimize the whole<br />People and Leadership<br />18<br />
  36. 36. To discuss in groups<br />2-4 groups – each group select 1-2 of the Lean principles<br />Discuss about “your” principle and how well you follow these ideas in your everyday life at CompanyX today<br />Write for each principle<br />One good example that we found. Make sure we continue.<br />One bad example that we found. We ought to stop doing this.<br />A new idea that we got today. We will propose to do this.<br />One in the group will be pointed out to present<br />19<br />