Kaizen e devops hanno molti punti in comune.

1. © Kaizen Institute

2. It.kaizen.com
Kaizen e DevOps
13 Marzo 2018

3. © Kaizen Institute
Una attitudine naturale

4. © Kaizen Institute
Kaizen
Cambiare Meglio CONTINUOUS
IMPROVEMENT
KAI
+ =
Everybody!
Everyday!
Everywhere!
ZEN KAIZEN
La nostra missione
page 4

5. © Kaizen Institute
Alleniamo e supportiamo
persone che cambiano in
meglio le loro organizzazioni.
Con metodo e risultati
Kaizen Institute Background
KAIZEN Institute Consulting Group:
• 1 Global Coordination Office
• 36 Local Kaizen Offices
• 600+ Specialists
Worked with
Shoichiro Toyoda
and Taiichi Ohno
Wrote KAIZEN, GEMBA KAIZEN, KLSC and GK2
Worked
at the
Japan
Productivity
Center
1930 1955 1962 1976 1980 1985 Today
Masaaki Imai was born in Tokyo, Japan Founded Kaizen Institute in Zug, CH
page 5

6. © Kaizen Institute
New Zealand
Australia
Malaysia
Japan
China
Mauritius
Kenya
India
Germany
Switzerland
Austria
Poland
Russia
Sweden
Slovakia
Czech
Hungary
Romania
ItalyPortugal
Spain
France
Belgium
Brazil
USA
Mexico
Canada
UAE
Uganda
Kaizen Institute Worldwide
Chile

7. © Kaizen Institute
Benchmark Companies that use Kaizen as a Strategic Weapon
KBS Introduction - Main File - EN
Toyota doubled
its market share
in the past 10 years
and became nº 1 car
manufacturer in
2009
Honeywell have
outperformed
the S&P 500 Index
by around 50% over
the last 10 years
Using the Honeywell
Operating System
(HOS) as a major
driver of their
Business
Porsche, starting in
the early 1990s, used
a Lean Enterprise
Strategy (End-to-End)
as a basis of its
turnaround strategy
and became the
most profitable
car company in the
world.
Danaher has grown
profitably by almost
20% every year
for the past 20 years
Implementing
Kaizen under the
Danaher Business
System name since
1988
One of the Biggest
Companies in Europe
as been investing in
the BPS: Bosch
Production System
since 2000
In the last 5 years is
implementing Lean
Management in
Support Functions
with impressive
results
Has become one
of the World's most
successful 'High
Street' brands,
producing over 40%
of its lines in Europe
page 7

8. © Kaizen Institute
LESS
STOCKS
REDUCED
COMPLEXITY
LESS COST
HIGHER
FLEXIBILITY
BETTER
SERVICE
BETTER
QUALITY
Suppliers Value Chain Consumers
ELIMINATE NON VALUE ADDED ACTIVITIES
Goal: Creation of Continuous Flow and Elimination of Non Value Added
KBS Introduction - Main File - EN
LEAD TIME PRODUCTIVITY COSTS
1/4 1/2 3/4 1
T
50%
100%
150%
100%
50%
80%
page 8

9. © Kaizen Institute page 9Fonte M.Caressa
Goal: Creation of Continuous Flow in IT Development and Operation

10. Resistenza al cambiamento
Paradigmi
page 10KBS Introduction - Main File - EN

11. © Kaizen Institute
Source Philip Holt Leading With Lean
Effetto “Paradigma”
Cambiare?

12. © Kaizen Institute
Source Philip Holt Leading With Lean
Cambiare?

13. © Kaizen Institute
Source Philip Holt Leading With Lean
Cambiare?

14. © Kaizen Institute
Manager ed Imprenditori
IoT e AI richiedono schemi di pensiero e paini di azione differenti da quelli di
successo nel passato: e’ un cambio di paradigma
“ Non possiamo sperare di
risolvere I problemi con lo
stesso modo di pensare che li
ha generati ”
(Albert Einstein)
VALORI e CREDENZE
Abitudini di pensiero
Comportamenti
Abitudini di pensiero
“Siamo schiavi delle nostre
abitudini ”
(Masaaki Imai)
un PARADIGMA e’ un modello, o
una regola o una abitudine che
influenza il nostro modo di vedere
una data situazione o problema.
Questa famosa immagine offre due
diverse percezioni a seconda del punto
di vista…questioni di paradigma
PARADIGMS
CHANGE
CAPABILITY

15. © Kaizen Institute
Manager ed Imprenditori
Interpretare e guidare il cambiamento
page 15

16. © Kaizen Institute
Cambio di paradigma

17. © Kaizen Institute
Cambio di paradigma

18. Organizzazione
page 18KBS Introduction - Main File - EN

19. © Kaizen Institute
Organizzazione

20. © Kaizen Institute 20
Dipartimenti a Silos + code
Organizzazione

21. © Kaizen Institute 21
LEAD TIME
Organizzazione
Lead time
lungo

22. © Kaizen Institute 22
Organizzazione

23. © Kaizen Institute
Da prospettiva di dipartimento a prospettiva di processo
23
Organizzazione

24. © Kaizen Institute
Panta rei - tutto scorre
24
Cooperazione orientata al risultato
Organizzazione
Lead time
ridotto

25. © Kaizen Institute
Panta rei - tutto scorre
25
Cooperazione orientata al risultato
Organizzazione
Team Naturali

26. © Kaizen Institute
Organizzazione
La piramide rovesciata, la forza di una organizzazione e’ la sua capacita’ di cambiare: Gemba Kaizen
Organizzazione tradizionale , Top Down Piramide invertita , Bottom Up Support
Traditional
Top Down, command and control
Kaizen
Bottom Up, High performance team,
escalation rapida dei problemi
Natural Teams

27. © Kaizen Institute
Who manages the Flow?
…Let the flow manage the processes, and not
let management manage the flow.
(Taiichi Ohno)
Organizzazione

28. © Kaizen Institute
Organizzazione
Il triangolo rovesciato, la forza di una organizzazione e’ la sua capacita’ di cambiare: Gemba Kaizen
Customer
Requirements Gemba Customer
Satisfaction
Cliente Interno/Esterno
Gemba = luogo dove si svolgono le azioni reali, dove si crea il valore.

29. Zero difetti
Auto Qualità
page 29KBS Introduction - Main File - EN

30. © Kaizen Institute
- 30 -
Cliente
Finale
Tu sei
qui
Cliente
intermedio
NON ACCETTARE
Fornitore
Flow senza scorte richiede Zero Difetti

31. © Kaizen Institute
- 31 -
• Non trasmette Difetti
• Non Crea Errori
Cliente
Finale
Tu sei
qui
Cliente
intermedio
Consideriamo che una fase di un processo è in Auto-Qualità se:
NON ACCETTARE
NON CREARE
NON TRASMETTERE
Fornitore
Zero Difetti

32. Come fare
Roadmap per il cambiamento
page 32KBS Introduction - Main File - EN

33. © Kaizen Institute
Persone Geniali o un Processo di Problem Solving ?
page 33KBS Introduction - Main File - EN

34. © Kaizen Institute
Il modo migliore, più veloce, ripetibile e sicuro per realizzare un’attività…
…fino al prossimo miglioramento!!!
34
Processo di Problem Solving: PDCA _ Plan, Do, Check, Act

35. © Kaizen Institute
MUDA
(Attività non a valore)
Attesa
Movimento
Scorta (Code+Backlog)
Trasporto (passaggio
informazioni) (Email)
Processo
Difetti – Bug
Controllo Qualità
Rilavorazioni
Sovrapproduzione
VALORE PER IL CLIENTE
35

36. © Kaizen Institute
Kaizen: Eliminazione dei Muda (attività non a valore)
Un cambio di paradigma per migliorare la efficienza di processo
VALORE
MUDA
VALORE
VALORE
MUDA
MUDA
KAIZEN
VALORE MUDA
Aggiunge Risorse
Aggiunge anche MUDA
TRADIZIONALE
MUDAVALORE
Togliere MUDA
Sostituire con Attività a Valore

37. © Kaizen Institute
Traditional Innovation vs. Kaizen Innovation
IMPROVEMENT
TIME
Traditional
Way
Kaizen Way
ONLY AUTOMATION
Traditional Way
TRADITIONAL
PROJECT
Develop
Processes...
With Automation
& Investment
LEADERS’
KAIZEN
Develop
Strategy &
Motivation
DAILY
KAIZEN
Develop
Natural Teams
PROJECT
KAIZEN
Develop
Processes
CUSTOMER
SATISFACTION
SALES
RESULTS
CULTURE
SUPPORT
KAIZEN
Develop
Guidance

38. © Kaizen Institute
The KCM: Kaizen Change Model
Toolbox to Implement a Continuous Improvement Culture
SUPPORT
KAIZEN®
TO PROVIDE EXPERT
GUIDANCE
What
Steering & Expert
Knowledge is required
for the Transformation ?
LEADERS‘
KAIZEN®
TO GET MANAGEMENT
COMMITMENT
What
Leader Behaviors
and Management
Systems
are Required ?
DAILY
KAIZEN®
TO CHANGE GEMBA
BEHAVIOURS & CULTURE
How will we
Develop
People and
Sustain
Improvements ?
PROJECT
KAIZEN®
TO GET BREAKTHROUGH
RESULTS
How will we Improve
Processes
and Work ?
KAIZEN® TARGETS
TO ACHIEVE BUSINESS GOALS
What Problem(s) are we Trying to Solve ?
PARADIGMS
CHANGE
CAPABILITY

39. © Kaizen Institute
The KCM: Kaizen Change Model
Detailed Model
1. Foundations & Awareness
KAIZEN® TARGETSTO ACHIEVE BUSINESS GOALS
SUPPORT KAIZEN®
KC E E E E
Action to develop
Support Processes
4. CYCLE
REVIEW
2. SUPPORT
EVENTS
1. SK MISSION
CONTROL
3. SK EVENTS
CLOSING
6m
Cycles
PROJECT KAIZEN®
3. PK EVENTS
CLOSING
4. VALUE
REVIEW
2. KAIZEN
EVENTS
1. PK MISSION CONTROL
6>3m
Sprints
Projects to transform
Business Processes
PM A B D E
DAILY KAIZEN®
Maturity Model to develop
Gemba Teams
TL TM TM TM TM
1. TEAM ORGANIZATION
2. WORKPLACE ORGANIZATION
4. IMPROVEMENT PDCA
3. BEST PRACTICE SDCA
2. Audit & Planning
LEADERS' KAIZEN®
Maturity Model to develop
Management Teams
MD M M M M
1. LEARNING TO SEE
2. SETTING THE TARGETS
4. IMPROVING THE TARGETS
3. LEADING THE CHANGE
PARADIGMS
CHANGE
CAPABILITY

40. © Kaizen Institute
Kaizen Transformation Roadmap
Per Business Unit or Operating Company
Apply Kaizen Audits at Each Phase Gate
2 Months 6 Months 6 Months Ongoing6 Months 6 Months
PHASE 6
SUSTAINING
How to Sustain Excellence ?
PHASE 2
MODELING
How does it look like ?
PHASE 3
STANDARDIZING
How to embed across site ?
PHASE 4
TRANSFORMING
How do we go further ?
PHASE 5
EXCELLING
How to Achieve Excellence ?
PROJECT
KAIZEN
All Value Streams
/ Departments
FIRST SPRINT
Model VS / Dep.
SECOND SPRINT THIRD SPRINT FOURTH SPRINT
DAILY
KAIZEN
All Gemba TeamsLEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
LEADERS’
KAIZEN
All Management TeamsLEVEL 2 LEVEL 3 LEVEL 4LEVEL 1
SUPPORT
KAIZEN
Governance +
Improvement
Ongoing Ongoing Ongoing Ongoing
PHASE 1
PLANNING
Where do we start ?
KBS Introduction - Main File - EN page 40

41. © Kaizen Institute page 41KBS Introduction - Main File - EN

42. © Kaizen Institute
DevOps
DevOps also focuses on the organization change to support great collaboration between
the many functions involved
It is a clipped compound of "development" and "operations") is a software engineering
culture and practice that aims at unifying software development (Dev) and software operation
(Ops).
The main characteristic of the DevOps movement is to strongly advocate automation and
monitoring at all steps of software construction, from integration, testing, releasing to
deployment and infrastructure management.
DevOps aims at
shorter development cycles,
increased deployment frequency,
more dependable releases,
in close alignment with business objectives.

43. © Kaizen Institute
DevOps

44. © Kaizen Institute page 44KBS Introduction - Main File - EN
Companies with very frequent releases may require a DevOps awareness or orientation
program.
For example, the company that operates the image hosting website Flickr developed a
DevOps approach, to support a business requirement of ten deployments per day;
this daily deployment cycle would be much higher at organizations producing multi-focus or
multi-function applications.
This is referred to as continuous deployment or continuous delivery and has been
associated with the lean startup methodology.
DevOps

45. © Kaizen Institute page 45
Rilasci frequenti di nuovi prodotti con l’approccio Kaizen e DevOps a confronto
DevOps

46. © Kaizen Institute
MUDA
(Attività non a valore)
Attesa
Movimento
Scorta (Code+Backlog)
Trasporto (passaggio
informazioni) (Email)
Processo
Difetti – Bug
Controllo Qualità
Rilavorazioni
Sovrapproduzione
Quali Muda sono ridotti da DevOps ?
46
Dev Ops
Collaboration,
Organizational change
Continuous deployment
Continuous delivery
CQ automated
Standard

47. Kaizen Institute Italy SRL
Via E. Zago, 2
40128 Bologna
Italy
tel 0039 051 5876744
www.it.kaizen.com
Bruno Fabiano
Partner
Email bfabiano@kaizen.com
Mobile 0039 338 5355898