More Related Content Similar to Lean for Competitive Advantage and Customer Delight Similar to Lean for Competitive Advantage and Customer Delight (20) More from Lean India Summit More from Lean India Summit (14) Lean for Competitive Advantage and Customer Delight1. Using Lean in Application
Development to achieve
competitive advantage and
customer delight
Balaji Ganesh
Senior Manager - LEAN
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2. Agenda
Project Context
LEAN Tenets / Techniques used
Implementation Details - Visual Controls, Mistake
Proofing, DSM, OA
Benefits Summary
5
2
Conclusion
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3. Project Context
Project Brief
Team size: 40 (Peak)
Add-on Development project, executed in a release based model, spanning requirement gathering to
UAT/Warranty support
Functionality rollout to 5 states spanning 2 releases
Business and Technical Challenges
Team performed Requirements Gathering for the first time
High interlocking and dependencies between modules in scope for development
High ratio of fresh / new developers
Huge number of data combinations for testing.
High ratio of defect slippage (25-30%) to ST and UAT phases from previous similar releases.
Shortened test cycles for IT/ ST / UAT which also included regression testing for states already in
production.
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Project executed under risk-reward model with stringent timelines and quality parameters.
Probable accommodation of CRs at the fag end due to business criticality or regulations.
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4. Lean Tenets/Techniques Used
SL #
Lean Tenet/Tool/Procedure
1
2
Visual Controls
3
Competency Management
4
Design Structure Matrix
5
4
Mistake Proofing
Orthogonal Arrays
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5. What is a Visual Control
“Any
communication
mechanism used in the
work place that tells us at
a glance how work flows
(visual aids) and / or
whether it is deviating
from
the
standard
metrics or expectation
(visual controls)”
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“A powerful technique that
uses charts, diagrams,
signs, labels, color-coded
markings to clearly define
the normal (or desired)
conditions and to expose
the undesired conditions in
the day to day project
execution”
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“Visual controls are like
traffic signals; follow them
throughout your project intervene for correction
when you see a problem, a
waste or a process failure”
6. Visual Control
Challenge
Ad-hoc task allocation. No work load levelling.
Student syndrome.
Team dependent on leads to understand task backlogs and prioritization
Considerable effort and time for status collation from leads and managers
Lack of big picture – No idea of overall performance with respect to the goal
Method:
Feature backlogs and WIP across phases displayed on Kanban board for daily updates.
Real time status flashed as video
Synchronization of onsite and offshore VCs once every day
Daily team huddles to discuss progress
Process and work flow diagrams as Visual Aids
Benefits:
Team aware of the big picture. Ownership and transparency.
Streamlined communication
Availability of real-time work status
Improved team morale, collaboration and work load levelling.
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Team members picked up next task automatically (pull system)
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7. Mistake Proofing
•
•
Flight control software and software for medical equipment are some examples of mission critical
applications that simply cannot be allowed to fail due to programming errors.
•
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Reusing software modules does not guarantee safety in the new system to which they are transferred
Software bugs cost the U.S. economy an estimated $59.5 billion per year, or 0.6 percent of the gross
domestic product
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8. Mistake Proofing
Challenge:
High number of defects identified in previous similar releases across phases
Defect slippage of 25- 30% to IT / ST / UAT phases. Delays in final delivery due to high rework.
High ratio of fresh / new developers. Code re-use from previous releases without impact to quality.
Method:
Identify, explore and implement detective and preventive mechanisms
Causal analysis to identify top 3-4 root causes of defects
Usage of checklist, design templates and automation / simulation.
Identification of skill gaps to address through appropriate training and cross skilling
Task allocation based on module complexity (output of DSM) and skill level
Wall charts of process and life cycle diagrams
Sanity regression suite and pre-IT of critical deployment scenarios post UT.
Show –Tell phase added for early feedback. Appropriate gating and exit criteria.
Benefits:
Higher implementation productivity (enhanced by 33%) due to:
Doing right the first time (effective prevention and detection)
Effective Task Allocation
System Testing completed 1 week ahead of schedule
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Zero critical or high defects in the UAT / Warranty phases
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9. What is a DSM
DSM is a mathematical and visual representation of the forward and reverse dependencies
between the various elements in the system grouped according to the increased order of dependency.
Elements could be components / modules, features, use case scenarios, Agile stories.
Pair wise dependencies between these elements are marked in the DSM.
Dependency marks can be either binary (0 or 1) or indicate the relative strength of the
dependencies (High, Medium, Low, None etc..).
DSM Output
Optimal sequence of module execution
Bands / levels for the modules
Value Threads – A chain of elements that constitutes a
unit of value to the customer.
Module or feature level complexity factors
http://www.dsmweb/org -> DSM Tools
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10. Design Structure Matrix– Identify Functional Dependency for
Optimized Planning and Impact Analysis
Challenges:
High degree of dependency between the modules
Anticipated Schedule crunch in integration and system testing
Defect fix turn around time high for similar past releases
Poor downstream quality in previous releases.
Method:
Created module level DSM grid based on workshop that included
SMEs, leads, team members and managers
Processed DSM output through in-house tools to arrive at
Concurrencies, dependency blocks, complexity and value threads
Benefits:
Optimal planning and team ramp-up. Implemented and tested components with more complexity early,
Value threads used for iteration planning, prioritization and alignment across the team .
Streamlined work allocation and distribution - Identifying collocation and distribution, task assignment as per complexity
Faster turnaround for design, change requests analysis and implementation
Enhanced review effectiveness
Improved quality delivered to down stream phases.
No major defects identified during UAT / Warranty phases
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11. What is OA
•
•
Identify the outputs / behavior of the FUT/SUT
•
Identify the inputs conditions / system parameters (Factors) that influence these outputs
•
Use equivalence class partitioning/boundary value analysis to identify the multiple input/parameter values to be
tested (Levels)
•
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Identify the feature under test (FUT)/system under test (SUT)
Feed the factors and levels in a full factorial or a fractional factorial experiment tool and you have the test cases
required for the FUT/SUT
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12. Application of Orthogonal Arrays
Challenge:
High number of data combinations to be tested for each functionality
Only 4 weeks of testing window for Integration Testing and Complete Regression Testing.
High degree of Dependencies between functionalities to be tested
Method:
System level approach -Identification of factors and levels for key scenarios / functionalities.
Identified and optimize all possible test combinations.
Reviewed the combinations and eliminated the infeasible combinations
Benefits:
System based testing instead of navigation based.
Reduced number of regression test cases by 64%, without impact to quality .
Improved test Coverage and traceability for add-on features.
Team developed better understanding of the scenarios associated with the business requirement
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13. Benefits - Summary
Overall 10% effort under run and absorption of 9% additional effort as CRs within schedule.
Number of defects reduced by 69% with comparable previous release
Quality
Development productivity enhanced by 33.39%
Schedule
Team got “High Achieves” award and bonus from customer for exceeding quality
Effort
and schedule parameters.
Zero critical and high defects. Product delivered one week ahead of schedule.
Enhanced team morale, effective tracking and pull.
Increase in Per Person Revenue (PPR) from CRs absorbed within schedule and effort.
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Improved team competency and overall understanding of system level scenarios and
business cases
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14. Conclusion
LEAN levers can be deployed effectively for
• Standardizing processes to Do Right First Time (DRFT)
• Creating a culture of collaboration and problem solving
• Streamlining communication.
• Maximizing “people” potential.
• It is all about
• Managing complexity,
• Making tacit knowledge explicit
• Maximizing business outcomes through waste elimination
• Striking the right balance between standardization and expert
knowledge.
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15. Closing thoughts
Managing Complexity:
“The Checklist Manifesto” by Atul Gawande
Talks about managing complexity effectively through checklists in fields as
diverse as medicine, sky scraper construction, investment banking, disaster
response and business
“What a powerful insight this is: In an age of unremitting technological
complexity…….something as primitive as writing down a to-do list “to get the
stupid stuff right” can make a profound difference.” – The New York Times
Learn, UnLearn and Relearn:
“In the future, illiteracy will not be defined by those who cannot read and
write, but by those who cannot learn, unlearn, and relearn.” - Alvin Toffler
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