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Lean development, Ján Majoroš


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Agile slovakia, Košice Meetup, Máj 2011

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Lean development, Ján Majoroš

  1. 1. Lean „ Speed in a complex environment“ Lean @ PT Jan Majoros 26.05.2011
  2. 2. ::Agenda Lean_Thinking() Lean_Principles() Lean_Tools() Lean_Organization() Lean_@_PT()
  3. 3. ::Lean Thinking It is not enough anymore to work well around a conference table or in the laboratory; it is not enough to know how to build internal consensus and effective team decision making; it is not even enough to work well as a cross-functional team on concurrent engineering or horizontal processes. Unless you know how to manage within and across the new organization, you lose. The only way to survive is to manage the external environment . * Ancona, D., Kochan, T., Scully, M., van Maanen, S., Westney, D., 2009. Managing for the Future, South-Western
  4. 4. ::Lean Thinking / Production / Manufacturing / Development <ul><li>Lean name is given by MIT researches to describe system also known as Toyota Production System </li></ul><ul><li>Toyota credo: “Good Thinking, Good Products” </li></ul><ul><li>“ Quality and Efficiency” </li></ul><ul><li>Two pillars: Continuous Improvement and Respect for People </li></ul>
  5. 5. ::Lean Principles
  6. 6. ::Lean Tools <ul><li>Value Stream Mapping </li></ul><ul><li>Technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer </li></ul><ul><li>Current state / Future state </li></ul><ul><li>Eliminating waste </li></ul>
  7. 7. ::Lean Tools <ul><li>Go See </li></ul><ul><li>For managers ‘go see with their own eyes” </li></ul><ul><li>“ See the whole” </li></ul><ul><li>Managers as teachers </li></ul><ul><li>Mentality: &quot;Let's stop and understand the root causes of problems.“ </li></ul>
  8. 8. ::Lean Tools <ul><li>Kaizen </li></ul><ul><li>Managers and workers </li></ul><ul><li>Personal attitude and practices </li></ul><ul><li>&quot;My work is to do my work and to improve my work“ </li></ul><ul><li>Small, incremental, relentless change of anything </li></ul><ul><li>Plan-Do-Check-Act (PDCA) </li></ul><ul><li>Shu Ha Ri </li></ul><ul><li>Retrospectives </li></ul>
  9. 9. ::Lean Organization / Paradigm Shift <ul><li>Line Manager Leader/Teacher </li></ul><ul><li>Project Manager </li></ul><ul><li>Architect </li></ul><ul><li>Developer SM, PO, Team Member </li></ul><ul><li>Tester </li></ul><ul><li>QA QMiP </li></ul><ul><li>CM CMiP </li></ul>
  10. 10. ::Lean Organization / Lean Implementation example <ul><li>Management agree and discuss their lean vision </li></ul><ul><li>Management brainstorm to identify project leader and set objectives </li></ul><ul><li>Communicate plan and vision to the workforce </li></ul><ul><li>Ask for volunteers to form the Lean Implementation team </li></ul><ul><li>Train the Implementation Team in the lean tools </li></ul><ul><li>Select a Pilot Project to implement </li></ul><ul><li>Run the pilot for 2–3 months - evaluate, review and learn from mistakes </li></ul><ul><li>Roll out pilot to other factory areas </li></ul><ul><li>Evaluate results, encourage feedback </li></ul><ul><li>Stabilize the positive results by teaching supervisors </li></ul><ul><li>Once satisfied with a habitual program, consider introducing the next lean tool </li></ul>
  11. 11. ::Lean Organization / Lean Implementation roadmap
  12. 12. ::Lean @ PT „Speed in a complex environment“ <ul><li>Particle Therapy </li></ul><ul><ul><ul><li>New Domain </li></ul></ul></ul><ul><ul><ul><li>HW and SW development </li></ul></ul></ul><ul><ul><ul><li>Facility construction, integration </li></ul></ul></ul><ul><ul><ul><li>Young organization </li></ul></ul></ul><ul><ul><ul><li>~ 400 people </li></ul></ul></ul><ul><li>High number of: </li></ul><ul><ul><ul><li>Subsystems </li></ul></ul></ul><ul><ul><ul><li>Suppliers </li></ul></ul></ul>
  13. 13. ::Lean @ PT / Basic Principles
  14. 14. ::Lean @ PT / Visualization
  15. 15. ::Lean @ PT / Visualization
  16. 16. ::Lean @ PT / Program approach
  17. 17. Thank you for your attention !