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Radical Quality
From Toyota to Tech
1
Bugs are the norm in our industry
2
70
bugs
1000
lines of
code
Sources - The Economics of Software Quality (Capers Jones and Olivier Bonsignour), Carogalix study
7 to 25%
of bug fixes introduce a
brand new bug…
However, those bugs sometimes have disastrous consequences
3 Sources - Medical Devices: The Therac 25 http://sunnyday.mit.edu/papers/therac.pdf
Datent:
if mode/energy specified then
begin
calculate table index
repeat
fetch parameter
output parameter
point to next parameter
until all parameters set
call Magnet
if mode/energy changed then return
end
if data entry is complete then set Tphase to 3
if data entry is not complete then
if reset command entered then set Tphase to 0
return
The reason : a misconception that non-quality is less expensive than quality
4 sources : The economics of software quality
The reason : a misconception that non-quality is less expensive than quality
5 sources : The economics of software quality
Quality actually goes hand-to-hand with speed and performance 🚀
6 sources : Accelerate, Building and Scaling High Performing Technology Organizations by Nicole Forsgren, Jez Humble and Gene Kim
DORA Metrics
↗ Deployment
Frequency
↘ Lead time from
commit to production
↘ % of deployments
introducing an incident
↘ Lead time to solve
incidents
Quality actually goes hand-to-hand with speed and performance 🚀
7 sources : Accelerate, Building and Scaling High Performing Technology Organizations by Nicole Forsgren, Jez Humble and Gene Kim
DORA Metrics
↗ Deployment
Frequency
↘ Lead time from
commit to production
↘ % of deployments
introducing an incident
↘ Lead time to solve
incidents
Business Performance
↗ Productivity
↗ Profitability
↗ Market
Shares
Quality actually goes hand-to-hand with speed and performance 🚀
8 sources : Accelerate, Building and Scaling High Performing Technology Organizations by Nicole Forsgren, Jez Humble and Gene Kim
DORA Metrics
↗ Deployment
Frequency
↘ Lead time from
commit to production
↘ % of deployments
introducing an incident
↘ Lead time to solve
incidents
Business Performance
↗ Productivity
↗ Profitability
↗ Market
Shares
Non commercial
performance
↗ Customer
satisfaction
↗ Employee
satisfaction
↗ Ability to
reach objectives
↗ Product
quality
defect
0
not for
the sake
of it
0
0
because it is the
best strategy
for creating
outstanding tech
teams
Woody Rousseau
CTO & Cofounder @ Sipios
12
Flavian Hautbois
Interim CTO @Ocus until November
Upcoming “Build to Sell” co-author
Who we are
- Lean management +
systems thinking
enthusiast
- Passionate about APIs and
Open Finance
@WoodyRousseau
/in/woodyrousseau
Woody Rousseau
CTO & Cofounder @ Sipios
Flavian Hautbois
Interim CTO @Ocus until November
Upcoming “Build to Sell” co-author
Who we are
13
@flavianhautbois
/in/flavianhautbois
https://buildtosell.org
- A technology geek
- Passionate about how to
create great digital products
with lean thinking
Agenda
THE STORY OF
SADAO NOMURA
01
QUALITY & FLOWS
IN THE DIGITAL
WORLD
02
EXPERIMENTATIONS
AT SIPIOS AND OCUS
03
A LIGHT
FRAMEWORK
TO GET YOU
STARTED
04
14
1. The story of
Sadao Nomura
15
Meet Sadao Nomura : Toyota’s “Quality” go-to guy
1. SADAO NOMURA
16
2006-2015
Sadao Nomura’s Dantotsu Program targets 88% decrease in defects in 3 years
1. SADAO NOMURA
17
-50%
-50% -50% -88%
He also categorizes defects into 4 types based on their seriousness
1. SADAO NOMURA
18
A B C D
They achieve results through the “8-step” procedure
1. SADAO NOMURA
19
Check defective part Check in stock Investigate cause
Implement
countermeasures
Report in
Daily Meeting
Create / improve
standards &
deploy horizontally
Train people
Check through
go and sees
Speed… is key
1. SADAO NOMURA
20
in 24h
Speed… is key
1. SADAO NOMURA
21
Check defective part Check in stock Investigate cause
Implement
countermeasures
Report in
Daily Meeting
Create / improve
standards &
deploy horizontally
Train people
Check through
go and sees
same day same day same day
same day next day next day
next day next day
Sadao Nomura describes many other aspects of Dantotsu that really hit home
1. SADAO NOMURA
22
Visual Management
Sadao Nomura describes many other aspects of Dantotsu that really hit home
1. SADAO NOMURA
23
Visual Management
Standardization
Sadao Nomura describes many other aspects of Dantotsu that really hit home
1. SADAO NOMURA
24
Visual Management
Standardization
Training programs
Sadao Nomura describes many other aspects of Dantotsu that really hit home
1. SADAO NOMURA
25
Visual Management
Standardization
Training program
Weak Point
Management
Sadao Nomura describes many other aspects of Dantotsu that really hit home
1. SADAO NOMURA
26
Visual Management
Standardization
Training program
Weak Point
Management
Change Point
Management
Sadao Nomura describes many other aspects of Dantotsu that really hit home
1. SADAO NOMURA
27
Visual Management
Standardization
Training program
Weak Point
Management
Change Point
Management
Worker
environnement
(2S / 5S)
Sadao Nomura describes many other aspects of Dantotsu that really hit home
1. SADAO NOMURA
28
Visual Management
Standardization
Training program
Weak Point
Management
Change Point
Management
Worker
environnement
(2S / 5S)
Rituals
DOES IT MEAN ANYTHING
IN TECH?
2. Quality and flows
in the digital world
30
Although we don’t ship vehicles, we can set ourselves similar targets
2. QUALITY & FLOWS IN THE DIGITAL WORLD
-50%
-50% -50% -88%
Defects
Although we don’t ship vehicles, we can set ourselves similar targets
2. QUALITY & FLOWS IN THE DIGITAL WORLD
-50%
-50% -50% -88%
Defects / lines of code
Although we don’t ship vehicles, we can set ourselves similar targets
2. QUALITY & FLOWS IN THE DIGITAL WORLD
-50%
-50% -50% -88%
Defects / function points
Although we don’t ship vehicles, we can set ourselves similar targets
2. QUALITY & FLOWS IN THE DIGITAL WORLD
-50%
-50% -50% -88%
Defects / number of days sold
Although we don’t ship vehicles, we can set ourselves similar targets
2. QUALITY & FLOWS IN THE DIGITAL WORLD
-50%
-50% -50% -88%
Change Failure Rate (% of deployments
introducing an incident)
Although we don’t ship vehicles, we can set ourselves similar targets
2. QUALITY & FLOWS IN THE DIGITAL WORLD
-50%
-50% -50% -88%
Defects / number of deployments
Types A to D defects can also be defined within the development flow
2. QUALITY & FLOWS IN THE DIGITAL WORLD
However, handling defects rarely is as ambitious as the “8-steps” procedure
38
Check defect Analyze severity Prioritize fix
Fix defect
Write
a postmortem
(optional)
Strengthen
inspection
(optional)
2. QUALITY & FLOWS IN THE DIGITAL WORLD
However, handling defects rarely is as ambitious as the “8-steps” procedure
39
Check defect Analyze severity Prioritize fix
Fix defect
Write
a postmortem
(optional)
Strengthen
inspection
(optional)
2. QUALITY & FLOWS IN THE DIGITAL WORLD
first day first day first day
up to weeks even later… even later…
Mapping Dantotsu practices to tech is enlightening : Visual Management
2. QUALITY & FLOWS IN THE DIGITAL WORLD
Mapping Dantotsu practices to tech is enlightening : Standardized Work
2. QUALITY & FLOWS IN THE DIGITAL WORLD
Mapping Dantotsu practices to tech is enlightening : Training Programs
2. QUALITY & FLOWS IN THE DIGITAL WORLD
Tutorials Katas
Pair/mob
programming
Code review
Mapping Dantotsu practices to tech is enlightening : Weak Point Management
2. QUALITY & FLOWS IN THE DIGITAL WORLD
Mapping Dantotsu practices to tech is enlightening : Working Environment
2. QUALITY & FLOWS IN THE DIGITAL WORLD
Lint / Codestyle Directory
Structure
Developer Portal Knowledge
System
Mapping Dantotsu practices to tech is enlightening
2. QUALITY & FLOWS IN THE DIGITAL WORLD
3. Experiments
@ Sipios & Ocus
47
3. EXPERIMENTS @ Sipios & Ocus
Ocus delivers photos at scale
48
3. EXPERIMENTS @ Sipios & Ocus
Client
I want to receive the photos I order
within the SLA time
I want to receive photos that abide to
my quality guidelines
Order photos
Receive photos
Ocus delivers photos at scale
49
3. EXPERIMENTS @ Sipios & Ocus
Client
Ocus platform
Photographers
App
Back-office App
Web API
Photo
editing
provider
Community team
Operations team
35% workload linked to 🐛
Photographer
The first challenge - reducing the stock of bugs and learn from them
50
3. EXPERIMENTS @ Sipios & Ocus
+ Frustration from
other teams
The method before June 1st - a PO centric vision of quality
51
3. EXPERIMENTS @ Sipios & Ocus
Product owner Tech team
Bug reporter
Types C + D
The method before June 1st - quick fixes
3. EXPERIMENTS @ Sipios & Ocus
Input image,
uploaded
Expected output
Actual output
API Process
52
The method before June 1st - quick fixes
3. EXPERIMENTS @ Sipios & Ocus
Input image,
uploaded
Expected output
Actual output
API Process
53
The method before June 1st - quick fixes
3. EXPERIMENTS @ Sipios & Ocus
Input image,
uploaded
Expected output
Actual output
API Process
“Wrong” color
profile
54
The method before June 1st - quick fixes
3. EXPERIMENTS @ Sipios & Ocus
55
“Thank you for your time.
Please stop sending bad
input because we won’t
deal with it.”
Organizing for quality - starting June 1st
3. EXPERIMENTS @ Sipios & Ocus
56
Organizing for quality - starting June 1st
3. EXPERIMENTS @ Sipios & Ocus
57
+ 40% of my time
The method after June 1st - we kept the same flow
3. EXPERIMENTS @ Sipios & Ocus
58
But we changed our intention
3. EXPERIMENTS @ Sipios & Ocus
59
Tech lead + team
Bug reporter
Tech leads
Engineering manager
Individual contributors
CTO
Quality team - Repair & learn Weekly QRQC* session - Share
*Quick Response Quality Control. Guides the 8-step procedure
Tech team
Product team
Other team leads
Co-founders & CTO
We keep QRQC sessions fun and engaging
3. EXPERIMENTS @ Sipios & Ocus
60
We keep QRQC sessions fun and engaging
3. EXPERIMENTS @ Sipios & Ocus
61
We keep QRQC sessions fun and engaging
3. EXPERIMENTS @ Sipios & Ocus
62
We keep QRQC sessions fun and engaging
3. EXPERIMENTS @ Sipios & Ocus
63
Let’s walk through 1 QRQC - describing the problem
3. EXPERIMENTS @ Sipios & Ocus
64
Let’s walk through 1 QRQC - describing the solution
3. EXPERIMENTS @ Sipios & Ocus
65
Let’s walk through 1 QRQC - describing the thought process & leadership actions
3. EXPERIMENTS @ Sipios & Ocus
66
We changed the way we work
3. EXPERIMENTS @ Sipios & Ocus
huMan Machine
Material
Methods
Reorganize teams around
components
Prefer direct
conversations with other
teams' members
Define a help chain used when people
get stuck
Clarify that quality comes above
everything else
Train some frontend team devs on
API code and database structure
Developers must not compromise their
testing standards for extra speed
Train developers to the basics of how a
camera works and the standard metadata
formats for photos
Standardize the help chain on problems
between Ocus and their photo editor
provider
Clarify where the tech team's
involvement stops for complex
company-wide problems
Standardize & train on how to
investigate email delivery issues in
Mailchimp
Train backend developer on
how to add alerting on
Datadog
Backend team pays attention
to Sentry timeouts alerts on
front end
Write guide on performant bug
investigation
Clarify database access for
debugging flow Remove an unused feature (partial
delivery)
Document complex workflows as training
material for internal teams who depend on
them
Document the technical workflow with an
outside photo editing provider
Use a quality checklist before specifying each
ticket
Standardize event logging and display for
important domain objects
Standardize how the tech team reacts to missions blocked due to
technical errors with outside providers and inform the operational
teams
Ensure in the backend code that serialized objects are
plain arrays
Improve Hubspot data contract check in
the backend export code
Standardize backend performance
criteria and add datadog alerting
Clarify company-wide where bugs should go, and that
other requests go into a shared #ask-engineering
channel
Photo editing provider reinforced their
error reporting to us
Improve bug reporting form to gather more
useful information
Add alerting on important Datadog database
monitoring
Revive an important alerting channel on major
frontend issues
Improve gitlab triage workflow rules
Revamp IDE setup standard
Setup typescript on Nuxt projets
Report a bug in Webkit
The first challenge: reduce the stock of bugs and learn from it
68
3. EXPERIMENTS @ Sipios & Ocus
Start of the radical quality
activity
QA team comes to help to identify stale tickets in the
backlog
The first challenge: reduce the stock of bugs and learn from it
69
3. EXPERIMENTS @ Sipios & Ocus
Start of the radical quality
activity Side requests occurrences keep decreasing and
find their way to our bug workflow
The first challenge: reduce the stock of bugs and learn from it
70
3. EXPERIMENTS @ Sipios & Ocus
Start of the radical quality
activity Emergency in the company. All backend developers
are called to help for 3 weeks. Plus holidays.
The first challenge: reduce the stock of bugs and learn from it
71
3. EXPERIMENTS @ Sipios & Ocus
Start of the radical quality
activity We restart the activity properly.
We also start Weak Point Management on a specific
problem with our editing partner
However, I encountered several difficulties…
All the way
switch from a shallow
understanding of the
problem to deep
changes that help the
business
3. EXPERIMENTS @ Sipios & Ocus
72
However, I encountered several difficulties…
All the way All about people
switch from a shallow
understanding of the
problem to deep
changes that help the
business
move from Gitlab
centered
communication to
favor real discussions
3. EXPERIMENTS @ Sipios & Ocus
73
However, I encountered several difficulties…
All the way All about people Keep the rhythm
switch from a shallow
understanding of the
problem to deep
changes that help the
business
move from Gitlab
centered
communication to
favor real discussions
the Engineering
Manager needs
support for Dantotsu
to stick
3. EXPERIMENTS @ Sipios & Ocus
74
However, I encountered several difficulties…
All the way All about people Keep the rhythm Get faster
switch from a shallow
understanding of the
problem to deep
changes that help the
business
move from Gitlab
centered
communication to
favor real discussions
the Engineering
Manager needs
support for Dantotsu
to stick
some defects still
take much more than
a day to fix
3. EXPERIMENTS @ Sipios & Ocus
75
And we’ve got results 🚀
3. EXPERIMENTS @ Sipios & Ocus
76
New bugs this quarter Solved in 1 business day
Q1 2022 135 24.4%
Q2 2022 74 18.9%
Q3 2022 69 24.6%
Q4 2022
(until 01/10) 10 50.0%
35 QRQCs
77
3. EXPERIMENTS @ Sipios & Ocus
In 2019, we started working with Bpifrance with a single team…
78
3. EXPERIMENTS @ Sipios & Ocus
not even
enough
people for 2
Pizzas 🍕
… 3 years later, over 100 people from Theodo Group are involved
79
3. EXPERIMENTS @ Sipios & Ocus
We had great successes…
80
3. EXPERIMENTS @ Sipios & Ocus
5
days to build
PGE
We had great successes…
81
3. EXPERIMENTS @ Sipios & Ocus
Average NPS
67
5
days to build
PGE
We had great successes…
82
3. EXPERIMENTS @ Sipios & Ocus
Average NPS
67
5
days to build
PGE
Conway’s Law fought against
… but scale eventually got to us! 🐞
83
3. EXPERIMENTS @ Sipios & Ocus
… but scale eventually got to us! 🐞
84
3. EXPERIMENTS @ Sipios & Ocus
Features are being shipped : it’s
satisfying.
However, bugs are being shipped
as well. It startles the people we
work with. On automated tests, I’ve
been talking about it for 2 years : my
frustration couldn’t be any worse. I
can’t wrap my head around it.
I watch a Michael Balle video and get a book recommendation for my holidays
85
3. EXPERIMENTS @ Sipios & Ocus
I watch a Michael Balle video and get a book recommendation for my holidays
86
3. EXPERIMENTS @ Sipios & Ocus
me, reading Dantotsu in
the Atlas mountains in
Morocco…
I watch a Michael Balle video and get a book recommendation for my holidays
87
3. EXPERIMENTS @ Sipios & Ocus
… also super tired
because I didn’t know what
a trekk was 🚶
When I get back, I’m very excited and start building visual management right away
88
3. EXPERIMENTS @ Sipios & Ocus
physical visual
management
KPI for all defects (A to D)
analysis for each defect
code printed
I also start investigating defects regularly with teams : the Problem
89
3. EXPERIMENTS @ Sipios & Ocus
the defect from the
user’s point of view
the impact for our
customer
the cost of the defect
I also start investigating defects regularly with teams : the “Parts”
90
3. EXPERIMENTS @ Sipios & Ocus
a view of the specification given to the
developer who introduced the defect
I also start investigating defects regularly with teams : the “Parts”
91
3. EXPERIMENTS @ Sipios & Ocus
the merge request which introduced the
defect with the problematic line highlighted
and an analysis
how the defect was fixed
I also start investigating defects regularly with teams : the process
92
3. EXPERIMENTS @ Sipios & Ocus
understanding who checked what
I also start investigating defects regularly with teams : causes
93
3. EXPERIMENTS @ Sipios & Ocus
finding the root cause from the perspective
of a supplier mistake
finding the root cause
from the perspective of
our own mistake
I also start investigating defects regularly with teams : causes & countermeasures
94
3. EXPERIMENTS @ Sipios & Ocus
summarizing why the defect was first
introduced and what we can improve
summarizing why the defect
wasn’t detected earlier and
how we can improve
From this first phase, great things start happening !
3. EXPERIMENTS @ Sipios & Ocus
95
We build as a team an IT
system to monitor bugs
Defects are seen as
interesting investigations
rather than source of blame
However, we face several setbacks…
Remote Trouble
hard to use physical
visual management
since Covid…
3. EXPERIMENTS @ Sipios & Ocus
96
However, we face several setbacks…
Remote Trouble Stock First
hard to use physical
visual management
since Covid…
focusing on “in” is
difficult before
tackling the stock
3. EXPERIMENTS @ Sipios & Ocus
97
However, we face several setbacks…
Remote Trouble Stock First Archeology
hard to use physical
visual management
since Covid…
focusing on “in” is
difficult before
tackling the stock
some bugs are hard
to investigate when
introduced several
months ago
3. EXPERIMENTS @ Sipios & Ocus
98
However, we face several setbacks…
Remote Trouble Stock First Archeology Touch Time
hard to use physical
visual management
since Covid…
focusing on “in” is
difficult before
tackling the stock
some bugs are hard
to investigate when
introduced several
months ago
Deep analysis take
~2 hours to produce
by someone trained
3. EXPERIMENTS @ Sipios & Ocus
99
However, we face several setbacks…
Remote Trouble Stock First Archeology Touch Time Conditions
hard to use physical
visual management
since Covid…
focusing on “in” is
difficult before
tackling the stock
some bugs are hard
to investigate when
introduced several
months ago
Deep analysis take
~2 hours to produce
by someone trained
Teamwork or delivery
tend to be main
causes according to
techs
3. EXPERIMENTS @ Sipios & Ocus
100
However, we face several setbacks…
Remote Trouble Stock First Archeology Touch Time Conditions
hard to use physical
visual management
since Covid…
focusing on “in” is
difficult before
tackling the stock
some bugs are hard
to investigate when
introduced several
months ago
Deep analysis take
~2 hours to produce
by someone trained
Teamwork or delivery
tend to be main
causes according to
techs
3. EXPERIMENTS @ Sipios & Ocus
101
I’m also a limiting factor…
We design a lighter Dantotsu system tackling those setbacks
3. EXPERIMENTS @ Sipios & Ocus
102
Full remote friendly
Quick investigation
Generates “tech”
learnings
Takes limited time
Progressive diffusion
Digital defect analysis
template
1 defect / day
Focus on “tech”
causes
Shorter format
1 team at a time
Discard “old” defects
Critical Performances “Features”
The new format fits in a single slide :)
3. EXPERIMENTS @ Sipios & Ocus
103
Thibault leads the pilot team of this new Dantotsu Program with great success
3. EXPERIMENTS @ Sipios & Ocus
104
His team achieves a 81% decrease in defects in production in less than a year
3. EXPERIMENTS @ Sipios & Ocus
105
At Sipios level however, we don’t see a significant trend but aim at 88% in 3 years
3. EXPERIMENTS @ Sipios & Ocus
106
I have also detected our “weak points” and we are building a training academy!
3. EXPERIMENTS @ Sipios & Ocus
107
3. EXPERIMENTS @ Sipios & Ocus
108
I have also detected our “weak points” and we are building a training academy!
109
Conclusion
Top management
buy-in
110
Conclusion
Top management
buy-in
Train on Problem
Solving
111
Conclusion
Top management
buy-in
Train on Problem
Solving
Focus on tech
learnings
112
Conclusion
Top management
buy-in
Measure & set
targets
Train on Problem
Solving
Focus on tech
learnings
113
A template to get your started : the Ocus version
114
A template to get your started : the Sipios version
Thank you !
115
Woody Rousseau
CTO & Cofounder @ Sipios
@WoodyRousseau
/in/woodyrousseau
Flavian Hautbois
Interim CTO @Ocus until November
Upcoming “Build to Sell” co-author
@flavianhautbois
/in/flavianhautbois
https://buildtosell.org

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Radical Quality From Toyota to Tech

  • 2. Bugs are the norm in our industry 2 70 bugs 1000 lines of code Sources - The Economics of Software Quality (Capers Jones and Olivier Bonsignour), Carogalix study 7 to 25% of bug fixes introduce a brand new bug…
  • 3. However, those bugs sometimes have disastrous consequences 3 Sources - Medical Devices: The Therac 25 http://sunnyday.mit.edu/papers/therac.pdf Datent: if mode/energy specified then begin calculate table index repeat fetch parameter output parameter point to next parameter until all parameters set call Magnet if mode/energy changed then return end if data entry is complete then set Tphase to 3 if data entry is not complete then if reset command entered then set Tphase to 0 return
  • 4. The reason : a misconception that non-quality is less expensive than quality 4 sources : The economics of software quality
  • 5. The reason : a misconception that non-quality is less expensive than quality 5 sources : The economics of software quality
  • 6. Quality actually goes hand-to-hand with speed and performance 🚀 6 sources : Accelerate, Building and Scaling High Performing Technology Organizations by Nicole Forsgren, Jez Humble and Gene Kim DORA Metrics ↗ Deployment Frequency ↘ Lead time from commit to production ↘ % of deployments introducing an incident ↘ Lead time to solve incidents
  • 7. Quality actually goes hand-to-hand with speed and performance 🚀 7 sources : Accelerate, Building and Scaling High Performing Technology Organizations by Nicole Forsgren, Jez Humble and Gene Kim DORA Metrics ↗ Deployment Frequency ↘ Lead time from commit to production ↘ % of deployments introducing an incident ↘ Lead time to solve incidents Business Performance ↗ Productivity ↗ Profitability ↗ Market Shares
  • 8. Quality actually goes hand-to-hand with speed and performance 🚀 8 sources : Accelerate, Building and Scaling High Performing Technology Organizations by Nicole Forsgren, Jez Humble and Gene Kim DORA Metrics ↗ Deployment Frequency ↘ Lead time from commit to production ↘ % of deployments introducing an incident ↘ Lead time to solve incidents Business Performance ↗ Productivity ↗ Profitability ↗ Market Shares Non commercial performance ↗ Customer satisfaction ↗ Employee satisfaction ↗ Ability to reach objectives ↗ Product quality
  • 11. 0 because it is the best strategy for creating outstanding tech teams
  • 12. Woody Rousseau CTO & Cofounder @ Sipios 12 Flavian Hautbois Interim CTO @Ocus until November Upcoming “Build to Sell” co-author Who we are - Lean management + systems thinking enthusiast - Passionate about APIs and Open Finance @WoodyRousseau /in/woodyrousseau
  • 13. Woody Rousseau CTO & Cofounder @ Sipios Flavian Hautbois Interim CTO @Ocus until November Upcoming “Build to Sell” co-author Who we are 13 @flavianhautbois /in/flavianhautbois https://buildtosell.org - A technology geek - Passionate about how to create great digital products with lean thinking
  • 14. Agenda THE STORY OF SADAO NOMURA 01 QUALITY & FLOWS IN THE DIGITAL WORLD 02 EXPERIMENTATIONS AT SIPIOS AND OCUS 03 A LIGHT FRAMEWORK TO GET YOU STARTED 04 14
  • 15. 1. The story of Sadao Nomura 15
  • 16. Meet Sadao Nomura : Toyota’s “Quality” go-to guy 1. SADAO NOMURA 16 2006-2015
  • 17. Sadao Nomura’s Dantotsu Program targets 88% decrease in defects in 3 years 1. SADAO NOMURA 17 -50% -50% -50% -88%
  • 18. He also categorizes defects into 4 types based on their seriousness 1. SADAO NOMURA 18 A B C D
  • 19. They achieve results through the “8-step” procedure 1. SADAO NOMURA 19 Check defective part Check in stock Investigate cause Implement countermeasures Report in Daily Meeting Create / improve standards & deploy horizontally Train people Check through go and sees
  • 20. Speed… is key 1. SADAO NOMURA 20 in 24h
  • 21. Speed… is key 1. SADAO NOMURA 21 Check defective part Check in stock Investigate cause Implement countermeasures Report in Daily Meeting Create / improve standards & deploy horizontally Train people Check through go and sees same day same day same day same day next day next day next day next day
  • 22. Sadao Nomura describes many other aspects of Dantotsu that really hit home 1. SADAO NOMURA 22 Visual Management
  • 23. Sadao Nomura describes many other aspects of Dantotsu that really hit home 1. SADAO NOMURA 23 Visual Management Standardization
  • 24. Sadao Nomura describes many other aspects of Dantotsu that really hit home 1. SADAO NOMURA 24 Visual Management Standardization Training programs
  • 25. Sadao Nomura describes many other aspects of Dantotsu that really hit home 1. SADAO NOMURA 25 Visual Management Standardization Training program Weak Point Management
  • 26. Sadao Nomura describes many other aspects of Dantotsu that really hit home 1. SADAO NOMURA 26 Visual Management Standardization Training program Weak Point Management Change Point Management
  • 27. Sadao Nomura describes many other aspects of Dantotsu that really hit home 1. SADAO NOMURA 27 Visual Management Standardization Training program Weak Point Management Change Point Management Worker environnement (2S / 5S)
  • 28. Sadao Nomura describes many other aspects of Dantotsu that really hit home 1. SADAO NOMURA 28 Visual Management Standardization Training program Weak Point Management Change Point Management Worker environnement (2S / 5S) Rituals
  • 29. DOES IT MEAN ANYTHING IN TECH?
  • 30. 2. Quality and flows in the digital world 30
  • 31. Although we don’t ship vehicles, we can set ourselves similar targets 2. QUALITY & FLOWS IN THE DIGITAL WORLD -50% -50% -50% -88% Defects
  • 32. Although we don’t ship vehicles, we can set ourselves similar targets 2. QUALITY & FLOWS IN THE DIGITAL WORLD -50% -50% -50% -88% Defects / lines of code
  • 33. Although we don’t ship vehicles, we can set ourselves similar targets 2. QUALITY & FLOWS IN THE DIGITAL WORLD -50% -50% -50% -88% Defects / function points
  • 34. Although we don’t ship vehicles, we can set ourselves similar targets 2. QUALITY & FLOWS IN THE DIGITAL WORLD -50% -50% -50% -88% Defects / number of days sold
  • 35. Although we don’t ship vehicles, we can set ourselves similar targets 2. QUALITY & FLOWS IN THE DIGITAL WORLD -50% -50% -50% -88% Change Failure Rate (% of deployments introducing an incident)
  • 36. Although we don’t ship vehicles, we can set ourselves similar targets 2. QUALITY & FLOWS IN THE DIGITAL WORLD -50% -50% -50% -88% Defects / number of deployments
  • 37. Types A to D defects can also be defined within the development flow 2. QUALITY & FLOWS IN THE DIGITAL WORLD
  • 38. However, handling defects rarely is as ambitious as the “8-steps” procedure 38 Check defect Analyze severity Prioritize fix Fix defect Write a postmortem (optional) Strengthen inspection (optional) 2. QUALITY & FLOWS IN THE DIGITAL WORLD
  • 39. However, handling defects rarely is as ambitious as the “8-steps” procedure 39 Check defect Analyze severity Prioritize fix Fix defect Write a postmortem (optional) Strengthen inspection (optional) 2. QUALITY & FLOWS IN THE DIGITAL WORLD first day first day first day up to weeks even later… even later…
  • 40. Mapping Dantotsu practices to tech is enlightening : Visual Management 2. QUALITY & FLOWS IN THE DIGITAL WORLD
  • 41. Mapping Dantotsu practices to tech is enlightening : Standardized Work 2. QUALITY & FLOWS IN THE DIGITAL WORLD
  • 42. Mapping Dantotsu practices to tech is enlightening : Training Programs 2. QUALITY & FLOWS IN THE DIGITAL WORLD Tutorials Katas Pair/mob programming Code review
  • 43. Mapping Dantotsu practices to tech is enlightening : Weak Point Management 2. QUALITY & FLOWS IN THE DIGITAL WORLD
  • 44. Mapping Dantotsu practices to tech is enlightening : Working Environment 2. QUALITY & FLOWS IN THE DIGITAL WORLD Lint / Codestyle Directory Structure Developer Portal Knowledge System
  • 45. Mapping Dantotsu practices to tech is enlightening 2. QUALITY & FLOWS IN THE DIGITAL WORLD
  • 47. 47 3. EXPERIMENTS @ Sipios & Ocus
  • 48. Ocus delivers photos at scale 48 3. EXPERIMENTS @ Sipios & Ocus Client I want to receive the photos I order within the SLA time I want to receive photos that abide to my quality guidelines Order photos Receive photos
  • 49. Ocus delivers photos at scale 49 3. EXPERIMENTS @ Sipios & Ocus Client Ocus platform Photographers App Back-office App Web API Photo editing provider Community team Operations team 35% workload linked to 🐛 Photographer
  • 50. The first challenge - reducing the stock of bugs and learn from them 50 3. EXPERIMENTS @ Sipios & Ocus + Frustration from other teams
  • 51. The method before June 1st - a PO centric vision of quality 51 3. EXPERIMENTS @ Sipios & Ocus Product owner Tech team Bug reporter Types C + D
  • 52. The method before June 1st - quick fixes 3. EXPERIMENTS @ Sipios & Ocus Input image, uploaded Expected output Actual output API Process 52
  • 53. The method before June 1st - quick fixes 3. EXPERIMENTS @ Sipios & Ocus Input image, uploaded Expected output Actual output API Process 53
  • 54. The method before June 1st - quick fixes 3. EXPERIMENTS @ Sipios & Ocus Input image, uploaded Expected output Actual output API Process “Wrong” color profile 54
  • 55. The method before June 1st - quick fixes 3. EXPERIMENTS @ Sipios & Ocus 55 “Thank you for your time. Please stop sending bad input because we won’t deal with it.”
  • 56. Organizing for quality - starting June 1st 3. EXPERIMENTS @ Sipios & Ocus 56
  • 57. Organizing for quality - starting June 1st 3. EXPERIMENTS @ Sipios & Ocus 57 + 40% of my time
  • 58. The method after June 1st - we kept the same flow 3. EXPERIMENTS @ Sipios & Ocus 58
  • 59. But we changed our intention 3. EXPERIMENTS @ Sipios & Ocus 59 Tech lead + team Bug reporter Tech leads Engineering manager Individual contributors CTO Quality team - Repair & learn Weekly QRQC* session - Share *Quick Response Quality Control. Guides the 8-step procedure Tech team Product team Other team leads Co-founders & CTO
  • 60. We keep QRQC sessions fun and engaging 3. EXPERIMENTS @ Sipios & Ocus 60
  • 61. We keep QRQC sessions fun and engaging 3. EXPERIMENTS @ Sipios & Ocus 61
  • 62. We keep QRQC sessions fun and engaging 3. EXPERIMENTS @ Sipios & Ocus 62
  • 63. We keep QRQC sessions fun and engaging 3. EXPERIMENTS @ Sipios & Ocus 63
  • 64. Let’s walk through 1 QRQC - describing the problem 3. EXPERIMENTS @ Sipios & Ocus 64
  • 65. Let’s walk through 1 QRQC - describing the solution 3. EXPERIMENTS @ Sipios & Ocus 65
  • 66. Let’s walk through 1 QRQC - describing the thought process & leadership actions 3. EXPERIMENTS @ Sipios & Ocus 66
  • 67. We changed the way we work 3. EXPERIMENTS @ Sipios & Ocus huMan Machine Material Methods Reorganize teams around components Prefer direct conversations with other teams' members Define a help chain used when people get stuck Clarify that quality comes above everything else Train some frontend team devs on API code and database structure Developers must not compromise their testing standards for extra speed Train developers to the basics of how a camera works and the standard metadata formats for photos Standardize the help chain on problems between Ocus and their photo editor provider Clarify where the tech team's involvement stops for complex company-wide problems Standardize & train on how to investigate email delivery issues in Mailchimp Train backend developer on how to add alerting on Datadog Backend team pays attention to Sentry timeouts alerts on front end Write guide on performant bug investigation Clarify database access for debugging flow Remove an unused feature (partial delivery) Document complex workflows as training material for internal teams who depend on them Document the technical workflow with an outside photo editing provider Use a quality checklist before specifying each ticket Standardize event logging and display for important domain objects Standardize how the tech team reacts to missions blocked due to technical errors with outside providers and inform the operational teams Ensure in the backend code that serialized objects are plain arrays Improve Hubspot data contract check in the backend export code Standardize backend performance criteria and add datadog alerting Clarify company-wide where bugs should go, and that other requests go into a shared #ask-engineering channel Photo editing provider reinforced their error reporting to us Improve bug reporting form to gather more useful information Add alerting on important Datadog database monitoring Revive an important alerting channel on major frontend issues Improve gitlab triage workflow rules Revamp IDE setup standard Setup typescript on Nuxt projets Report a bug in Webkit
  • 68. The first challenge: reduce the stock of bugs and learn from it 68 3. EXPERIMENTS @ Sipios & Ocus Start of the radical quality activity QA team comes to help to identify stale tickets in the backlog
  • 69. The first challenge: reduce the stock of bugs and learn from it 69 3. EXPERIMENTS @ Sipios & Ocus Start of the radical quality activity Side requests occurrences keep decreasing and find their way to our bug workflow
  • 70. The first challenge: reduce the stock of bugs and learn from it 70 3. EXPERIMENTS @ Sipios & Ocus Start of the radical quality activity Emergency in the company. All backend developers are called to help for 3 weeks. Plus holidays.
  • 71. The first challenge: reduce the stock of bugs and learn from it 71 3. EXPERIMENTS @ Sipios & Ocus Start of the radical quality activity We restart the activity properly. We also start Weak Point Management on a specific problem with our editing partner
  • 72. However, I encountered several difficulties… All the way switch from a shallow understanding of the problem to deep changes that help the business 3. EXPERIMENTS @ Sipios & Ocus 72
  • 73. However, I encountered several difficulties… All the way All about people switch from a shallow understanding of the problem to deep changes that help the business move from Gitlab centered communication to favor real discussions 3. EXPERIMENTS @ Sipios & Ocus 73
  • 74. However, I encountered several difficulties… All the way All about people Keep the rhythm switch from a shallow understanding of the problem to deep changes that help the business move from Gitlab centered communication to favor real discussions the Engineering Manager needs support for Dantotsu to stick 3. EXPERIMENTS @ Sipios & Ocus 74
  • 75. However, I encountered several difficulties… All the way All about people Keep the rhythm Get faster switch from a shallow understanding of the problem to deep changes that help the business move from Gitlab centered communication to favor real discussions the Engineering Manager needs support for Dantotsu to stick some defects still take much more than a day to fix 3. EXPERIMENTS @ Sipios & Ocus 75
  • 76. And we’ve got results 🚀 3. EXPERIMENTS @ Sipios & Ocus 76 New bugs this quarter Solved in 1 business day Q1 2022 135 24.4% Q2 2022 74 18.9% Q3 2022 69 24.6% Q4 2022 (until 01/10) 10 50.0% 35 QRQCs
  • 77. 77 3. EXPERIMENTS @ Sipios & Ocus
  • 78. In 2019, we started working with Bpifrance with a single team… 78 3. EXPERIMENTS @ Sipios & Ocus not even enough people for 2 Pizzas 🍕
  • 79. … 3 years later, over 100 people from Theodo Group are involved 79 3. EXPERIMENTS @ Sipios & Ocus
  • 80. We had great successes… 80 3. EXPERIMENTS @ Sipios & Ocus 5 days to build PGE
  • 81. We had great successes… 81 3. EXPERIMENTS @ Sipios & Ocus Average NPS 67 5 days to build PGE
  • 82. We had great successes… 82 3. EXPERIMENTS @ Sipios & Ocus Average NPS 67 5 days to build PGE Conway’s Law fought against
  • 83. … but scale eventually got to us! 🐞 83 3. EXPERIMENTS @ Sipios & Ocus
  • 84. … but scale eventually got to us! 🐞 84 3. EXPERIMENTS @ Sipios & Ocus Features are being shipped : it’s satisfying. However, bugs are being shipped as well. It startles the people we work with. On automated tests, I’ve been talking about it for 2 years : my frustration couldn’t be any worse. I can’t wrap my head around it.
  • 85. I watch a Michael Balle video and get a book recommendation for my holidays 85 3. EXPERIMENTS @ Sipios & Ocus
  • 86. I watch a Michael Balle video and get a book recommendation for my holidays 86 3. EXPERIMENTS @ Sipios & Ocus me, reading Dantotsu in the Atlas mountains in Morocco…
  • 87. I watch a Michael Balle video and get a book recommendation for my holidays 87 3. EXPERIMENTS @ Sipios & Ocus … also super tired because I didn’t know what a trekk was 🚶
  • 88. When I get back, I’m very excited and start building visual management right away 88 3. EXPERIMENTS @ Sipios & Ocus physical visual management KPI for all defects (A to D) analysis for each defect code printed
  • 89. I also start investigating defects regularly with teams : the Problem 89 3. EXPERIMENTS @ Sipios & Ocus the defect from the user’s point of view the impact for our customer the cost of the defect
  • 90. I also start investigating defects regularly with teams : the “Parts” 90 3. EXPERIMENTS @ Sipios & Ocus a view of the specification given to the developer who introduced the defect
  • 91. I also start investigating defects regularly with teams : the “Parts” 91 3. EXPERIMENTS @ Sipios & Ocus the merge request which introduced the defect with the problematic line highlighted and an analysis how the defect was fixed
  • 92. I also start investigating defects regularly with teams : the process 92 3. EXPERIMENTS @ Sipios & Ocus understanding who checked what
  • 93. I also start investigating defects regularly with teams : causes 93 3. EXPERIMENTS @ Sipios & Ocus finding the root cause from the perspective of a supplier mistake finding the root cause from the perspective of our own mistake
  • 94. I also start investigating defects regularly with teams : causes & countermeasures 94 3. EXPERIMENTS @ Sipios & Ocus summarizing why the defect was first introduced and what we can improve summarizing why the defect wasn’t detected earlier and how we can improve
  • 95. From this first phase, great things start happening ! 3. EXPERIMENTS @ Sipios & Ocus 95 We build as a team an IT system to monitor bugs Defects are seen as interesting investigations rather than source of blame
  • 96. However, we face several setbacks… Remote Trouble hard to use physical visual management since Covid… 3. EXPERIMENTS @ Sipios & Ocus 96
  • 97. However, we face several setbacks… Remote Trouble Stock First hard to use physical visual management since Covid… focusing on “in” is difficult before tackling the stock 3. EXPERIMENTS @ Sipios & Ocus 97
  • 98. However, we face several setbacks… Remote Trouble Stock First Archeology hard to use physical visual management since Covid… focusing on “in” is difficult before tackling the stock some bugs are hard to investigate when introduced several months ago 3. EXPERIMENTS @ Sipios & Ocus 98
  • 99. However, we face several setbacks… Remote Trouble Stock First Archeology Touch Time hard to use physical visual management since Covid… focusing on “in” is difficult before tackling the stock some bugs are hard to investigate when introduced several months ago Deep analysis take ~2 hours to produce by someone trained 3. EXPERIMENTS @ Sipios & Ocus 99
  • 100. However, we face several setbacks… Remote Trouble Stock First Archeology Touch Time Conditions hard to use physical visual management since Covid… focusing on “in” is difficult before tackling the stock some bugs are hard to investigate when introduced several months ago Deep analysis take ~2 hours to produce by someone trained Teamwork or delivery tend to be main causes according to techs 3. EXPERIMENTS @ Sipios & Ocus 100
  • 101. However, we face several setbacks… Remote Trouble Stock First Archeology Touch Time Conditions hard to use physical visual management since Covid… focusing on “in” is difficult before tackling the stock some bugs are hard to investigate when introduced several months ago Deep analysis take ~2 hours to produce by someone trained Teamwork or delivery tend to be main causes according to techs 3. EXPERIMENTS @ Sipios & Ocus 101 I’m also a limiting factor…
  • 102. We design a lighter Dantotsu system tackling those setbacks 3. EXPERIMENTS @ Sipios & Ocus 102 Full remote friendly Quick investigation Generates “tech” learnings Takes limited time Progressive diffusion Digital defect analysis template 1 defect / day Focus on “tech” causes Shorter format 1 team at a time Discard “old” defects Critical Performances “Features”
  • 103. The new format fits in a single slide :) 3. EXPERIMENTS @ Sipios & Ocus 103
  • 104. Thibault leads the pilot team of this new Dantotsu Program with great success 3. EXPERIMENTS @ Sipios & Ocus 104
  • 105. His team achieves a 81% decrease in defects in production in less than a year 3. EXPERIMENTS @ Sipios & Ocus 105
  • 106. At Sipios level however, we don’t see a significant trend but aim at 88% in 3 years 3. EXPERIMENTS @ Sipios & Ocus 106
  • 107. I have also detected our “weak points” and we are building a training academy! 3. EXPERIMENTS @ Sipios & Ocus 107
  • 108. 3. EXPERIMENTS @ Sipios & Ocus 108 I have also detected our “weak points” and we are building a training academy!
  • 111. 111 Conclusion Top management buy-in Train on Problem Solving Focus on tech learnings
  • 112. 112 Conclusion Top management buy-in Measure & set targets Train on Problem Solving Focus on tech learnings
  • 113. 113 A template to get your started : the Ocus version
  • 114. 114 A template to get your started : the Sipios version
  • 115. Thank you ! 115 Woody Rousseau CTO & Cofounder @ Sipios @WoodyRousseau /in/woodyrousseau Flavian Hautbois Interim CTO @Ocus until November Upcoming “Build to Sell” co-author @flavianhautbois /in/flavianhautbois https://buildtosell.org