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Finding Lean in Agile
D.C. Scrum User Group – June 19, 2017
Adam Parker
First Born Consulting
2
Agenda
• Set the Table
• Introduction to Lean
• Connecting Lean and Agile
• Explore Lean Tools
3
Agile Manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive
documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
4
The 12 Principals of Agile Software
1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
5
Brief History
Henry Ford:
Standard Work &
Flow Production
Charles Deming:
Systems Thinking &
Human Psychology
Taiichi Ohno:
Toyota Production
System
1. Understand the System
2. Understand Variation in
the System
3. Have a Theory How to
Act on the System
4. Understand Human
Psychology
Deming’s System of
Profound Knowledge
6
INTRODUCTION TO LEAN
7
Each Role Has Different Eyes
Eyes for WASTE
Eyes for FLOW
Eyes for CULTURE
Gemba -
Manager -
Leader -
8
1) Value from the eyes of the Customer
2) Optimize the Value Stream
3) Create Flow
4) Aim for Pull
5) Seek Continuous Improvement
These have not and will never change
Fundamentals of Lean
9
Strategic
projects
Functional
projects, RIE’s
Daily
Improvement
in Gemba
Managing
processes is the
starting point of
the daily process
improvement
journey (MDI)
From Global changes to Daily improvements
10
Best
in the
World
Traditional
Management
Routine
Working Through
Cross-Functional
Teams
The Leadership Challenge
40%
Daily Operations
20%
Daily
Operations
60%
Fire Fighting
20%
Fire
Fighting
60%
Continuous Improvement
and Innovation
Finding a Balance
11
House of Lean
Just–In–Time
BuildinQuality
STANDARDIZATION
STABILIZATION
RESPECT
FOR
PEOPLE
Customer
Value
12
Characteristics of a Lean Culture
Continuously go through this cycle.
The sum of customer value creating actions in vertical organizations,
becomes world class through a fully integrated horizontal work flow.
Unstable
Process
Stable
Process
Define Normal
Develop/Follow
Standard Work
Make Process
Visual/Expose
Abnormalities
Manage to Takt/
Target 100% TTA
Continuous
Improvement/Break
the Process
Continuous Transformation model
13
Daily Management and Continuous Improvement go hand-in-hand in order to
transform a business and sustain results.
Lean Thinking is a continuous journey of listening, learning,
applying, sharing, gathering and then listening to learn more
Standard Work
Takt Attainment
Problem Solving
Pace of
Continuous
Improvement
CI
Engagement
Transformation AND Sustainment
Continuous Improvement (CI) Managing for Daily Improvement
14
Inefficiencies Attacking Us
Muda = Waste
Mura = Variation
Muri = Overburden
15
Defects
Motion
Over processing
Waiting
Inventory
Over production
Transportation
1
2
3
7
45
Motion of people in the
workplaceProducing more than
what is required by the
customer
People or items waiting while a
process completes a work cycle
Generating excess
material through the
process
Producing sooner or in
greater quantities than
customer demand
Unnecessary moves of items
between processes
Wrong data, errors,
glitches
7 Types of Waste – TIMWOOD
6
16
Samples of 7 Wastes in IT (TIMWOOD)
Waste Type Example Effect
Transportation On site visits to resolve hardware and
software issues, physical software,
security and compliance audits
Higher capital and operational
expenses
Inventory • Server sprawl, underutilized
hardware
• Multiple repositories to handle risks
and control
• Benched application development
teams
• Licenses on the shelf
Increased costs: data center, energy,
lost productivity
Motion Fire-fighting repeat problems within
the IT infrastructure and applications
Lost productivity
Waiting Slow application response time,
manual service escalation procedures
Lost revenue, poor customer service,
reduced productivity
Over Production (Over Provisioning) Unnecessary delivery of low-value
applications and services, duplicate
apps.
Business and IT misalignment,
increased costs, and overhead, energy
data center space, maintenance
Over Processing Reporting technology metrics to
business managers
Miscommunication
Defects Unauthorized system and application
changes.
Substandard project execution
Poor customer service, increased costs
17
Connecting Lean and Agile
• Mary Poppendieck
– 2001: “Lean Programming” article discusses parallels of
Lean Manufacturing and Agile
– 2003: “Lean Software Development” book expanded on
the article
• Comparing benefits of Agile and Lean
18
EXPLORE LEAN TOOLS
19
Standard Work
• One of the most powerful Lean tools!
• A document that captures:
1. Steps
2. Sequence
3. Timing
• Best known way of accomplishing the task at this
time
• Don’t be too specific. Should easily fit on a single page
• Not a manual or training document (but you can have those too)
• Intended as a guide for people that have already been trained
20
Visual Management
• Exposes and communicates problems
• What gets measured and displayed gets done
• Prioritize effectiveness
• It’s not wall art. Living, actively managed tool
Kanban Communication
21
Example of Visual Management
22
5S – Keeping a Clean House
23
Example of Visual Management + 5S
24
1) Value from the eyes of the Customer
2) Optimize the Value Stream
3) Create Flow
4) Aim for Pull
5) Seek Continuous Improvement
Fundamentals of Lean (again)
25
Summary
• Lean and Agile have many parallels
• Each role has eyes (waste, flow, culture)
• Defining normal vs. abnormal
• Stabilization first, then improvement
• 7 wastes (muda)
• Standard Work – there can be no sustained,
continuous improvement without it!

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Finding Lean in Agile by Adam Parker

  • 1. Finding Lean in Agile D.C. Scrum User Group – June 19, 2017 Adam Parker First Born Consulting
  • 2. 2 Agenda • Set the Table • Introduction to Lean • Connecting Lean and Agile • Explore Lean Tools
  • 3. 3 Agile Manifesto • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
  • 4. 4 The 12 Principals of Agile Software 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • 5. 5 Brief History Henry Ford: Standard Work & Flow Production Charles Deming: Systems Thinking & Human Psychology Taiichi Ohno: Toyota Production System 1. Understand the System 2. Understand Variation in the System 3. Have a Theory How to Act on the System 4. Understand Human Psychology Deming’s System of Profound Knowledge
  • 7. 7 Each Role Has Different Eyes Eyes for WASTE Eyes for FLOW Eyes for CULTURE Gemba - Manager - Leader -
  • 8. 8 1) Value from the eyes of the Customer 2) Optimize the Value Stream 3) Create Flow 4) Aim for Pull 5) Seek Continuous Improvement These have not and will never change Fundamentals of Lean
  • 9. 9 Strategic projects Functional projects, RIE’s Daily Improvement in Gemba Managing processes is the starting point of the daily process improvement journey (MDI) From Global changes to Daily improvements
  • 10. 10 Best in the World Traditional Management Routine Working Through Cross-Functional Teams The Leadership Challenge 40% Daily Operations 20% Daily Operations 60% Fire Fighting 20% Fire Fighting 60% Continuous Improvement and Innovation Finding a Balance
  • 12. 12 Characteristics of a Lean Culture Continuously go through this cycle. The sum of customer value creating actions in vertical organizations, becomes world class through a fully integrated horizontal work flow. Unstable Process Stable Process Define Normal Develop/Follow Standard Work Make Process Visual/Expose Abnormalities Manage to Takt/ Target 100% TTA Continuous Improvement/Break the Process Continuous Transformation model
  • 13. 13 Daily Management and Continuous Improvement go hand-in-hand in order to transform a business and sustain results. Lean Thinking is a continuous journey of listening, learning, applying, sharing, gathering and then listening to learn more Standard Work Takt Attainment Problem Solving Pace of Continuous Improvement CI Engagement Transformation AND Sustainment Continuous Improvement (CI) Managing for Daily Improvement
  • 14. 14 Inefficiencies Attacking Us Muda = Waste Mura = Variation Muri = Overburden
  • 15. 15 Defects Motion Over processing Waiting Inventory Over production Transportation 1 2 3 7 45 Motion of people in the workplaceProducing more than what is required by the customer People or items waiting while a process completes a work cycle Generating excess material through the process Producing sooner or in greater quantities than customer demand Unnecessary moves of items between processes Wrong data, errors, glitches 7 Types of Waste – TIMWOOD 6
  • 16. 16 Samples of 7 Wastes in IT (TIMWOOD) Waste Type Example Effect Transportation On site visits to resolve hardware and software issues, physical software, security and compliance audits Higher capital and operational expenses Inventory • Server sprawl, underutilized hardware • Multiple repositories to handle risks and control • Benched application development teams • Licenses on the shelf Increased costs: data center, energy, lost productivity Motion Fire-fighting repeat problems within the IT infrastructure and applications Lost productivity Waiting Slow application response time, manual service escalation procedures Lost revenue, poor customer service, reduced productivity Over Production (Over Provisioning) Unnecessary delivery of low-value applications and services, duplicate apps. Business and IT misalignment, increased costs, and overhead, energy data center space, maintenance Over Processing Reporting technology metrics to business managers Miscommunication Defects Unauthorized system and application changes. Substandard project execution Poor customer service, increased costs
  • 17. 17 Connecting Lean and Agile • Mary Poppendieck – 2001: “Lean Programming” article discusses parallels of Lean Manufacturing and Agile – 2003: “Lean Software Development” book expanded on the article • Comparing benefits of Agile and Lean
  • 19. 19 Standard Work • One of the most powerful Lean tools! • A document that captures: 1. Steps 2. Sequence 3. Timing • Best known way of accomplishing the task at this time • Don’t be too specific. Should easily fit on a single page • Not a manual or training document (but you can have those too) • Intended as a guide for people that have already been trained
  • 20. 20 Visual Management • Exposes and communicates problems • What gets measured and displayed gets done • Prioritize effectiveness • It’s not wall art. Living, actively managed tool Kanban Communication
  • 21. 21 Example of Visual Management
  • 22. 22 5S – Keeping a Clean House
  • 23. 23 Example of Visual Management + 5S
  • 24. 24 1) Value from the eyes of the Customer 2) Optimize the Value Stream 3) Create Flow 4) Aim for Pull 5) Seek Continuous Improvement Fundamentals of Lean (again)
  • 25. 25 Summary • Lean and Agile have many parallels • Each role has eyes (waste, flow, culture) • Defining normal vs. abnormal • Stabilization first, then improvement • 7 wastes (muda) • Standard Work – there can be no sustained, continuous improvement without it!