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Kaizen Lego Game

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Kaizen Lego Game

  1. 1. Kaizen Lego Game Francisco Trindade (@frankmt) Patrick Kua (@patkua) Danilo Sato (@dtsato)
  2. 2. Who are we ?
  3. 3. Lean Lego Game “We want to make it be er!” Why ?
  4. 4. “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” Alvin Toffler Continuous Improvement What ?
  5. 5. Continuous Improvement Value Stream Mapping Inventory Standards Kaizen 5 Whys CFD Cycle Time Waste Genchi Genbutsu What ?
  6. 6. Kaizen
  7. 7. Kai = Change and Zen = Good/Be er; together Kaizen stands for a small methodical continuous improvement steps that should be implemented daily .leancor.com/index.php Continuously improving in incremental steps. leanmfgsolutions.com/glossary.html literally translates to ‘continuous improvement’ in English. Kaizen activities are small, incremental activities performed over time where Kaikaku a radical and one- off. .richarddurnall.com / define Kaizen
  8. 8. Toyota Production System Kaizen
  9. 9. Toyota Production System Applied to different areas (including so ware...) Kaizen
  10. 10. Applied to different areas (including so ware...) The Toyota Way 2001 Continuous Respect For Improvement People Kaizen Challenge Kaizen Genchi Gembutsu Respect Teamwork
  11. 11. The Toyota Way 2001 Continuous Respect For Improvement People Challenge Kaizen Genchi Respect Teamwork Gembutsu Not only practices, but also principles Kaizen
  12. 12. Plan Do Act Check How are we doing this ?
  13. 13. Introduce improve standards concepts Run adapt Process Evaluate measure How are we doing this ?
  14. 14. 2 trackers builders How are we doing this ?
  15. 15. Inventory 2 trackers Cycle Time builders How are we doing this ?
  16. 16. Inventory How much are we spending ? Cycle Time How fast are we delivering ? How are we doing this ?
  17. 17. 1st Iteration And here we go...
  18. 18. Retail Price = $25.00 1 Lego Piece = $01.00 1 Seal = 13 pieces 13.00 + 12.00 Some context
  19. 19. Trial & Standard And here we go...
  20. 20. 2x 03:00 And here we go...
  21. 21. Deliver! Build Seal QA Buy Pieces Cycle Time Tracker Inventory Tracker How are we doing this ?
  22. 22. Deliver! Build Seal QA Buy Pieces How much are How long are we spending ? we taking ? Cycle Time Tracker Inventory Tracker How are we doing this ?
  23. 23. Deliver! Build Seal QA Buy Pieces How can we improve ? Cycle Time Tracker Inventory Tracker How are we doing this ?
  24. 24. Remember: G re e n Work for the card! How are we doing this ?
  25. 25. “The most dangerous kind of waste is the waste we do not recognize.” Shigeo Shingo Waste (Muda)
  26. 26. Overproduction Waiting Overprocessing Unnecessary Transportation Inventory Motion Defects Waste (Muda)
  27. 27. “The foundation of the Toyota way is based upon the simple yet elusive goal of identifying and Overproduction eliminating waste in all work activities” Jeffrey Liker, The Toyota Way Fieldbook Waiting Overprocessing Unnecessary Transportation Inventory Motion Defects Waste (Muda)
  28. 28. “Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement.” Masaaki Imai Standards & Improvement
  29. 29. “Data is of course important in manufacturing, but I place the greatest emphasis on facts.” Taiichi Ohno Genchi Genbutsu
  30. 30. “My car will not start.” 5 Whys
  31. 31. “The ba ery Why? “My car will is dead” not start.” Why? “The alternator is not functioning.” “I have not been maintaining my car Why? according to the recommended schedule.” “The alternator belt has broken.” Why? “The alternator belt was well beyond its useful Why? service life and has never been replaced.” 5 Whys
  32. 32. For want of a nail a shoe was lost, for want of a shoe a horse was lost, for want of a horse a rider was lost, for want of a rider an army was lost, for want of an army a ba le was lost, for want of a ba le the war was lost, for want of the war the kingdom was lost, and all for the want of a li le horseshoe nail. John Gower's Confesio Amantis dated approximately 1390 AD. 5 Whys
  33. 33. 2nd Iteration And here we go again...
  34. 34. 5 Why’s And here we go again...
  35. 35. 5 Why’s Why didn’t we make any profit ? And here we go again...
  36. 36. 7:00 Analyse the problem 1:00 Create new standard 3:00 Run it again And here we go again...
  37. 37. Thinking Time!
  38. 38. How did it go ?
  39. 39. time from concept to cash Value Stream Mapping
  40. 40. Finance Marketing Office Admin Customer Customer Care Sales
  41. 41. “I want a seal!” Buy Build Pieces QA seal
  42. 42. “I want a seal!” Buy Build Pieces QA seal “My seal came in the wrong colour, I want a new one...”
  43. 43. Value “I want a seal!” Buy Build Pieces QA seal “My seal came in the wrong colour, I want a new one...”
  44. 44. Value “I want a seal!” Buy Build Pieces QA seal “My seal came in the wrong Failure colour, I want a new one...”
  45. 45. Point of Transaction Buy Build Pieces QA seal
  46. 46. Buy Build Pieces QA seal Demand: 1 Seal/30 sec Capability: 1 Seal/45 sec
  47. 47. Buy Build Pieces QA seal Control Chart Capability: 1 Seal/30-45 sec Time Orders
  48. 48. As is Buy Build Pieces QA seal To be ? ? ?
  49. 49. 3rd Iteration And here we go again...
  50. 50. Value Stream Mapping And here we go again...
  51. 51. Value Stream Mapping As is process To be process And here we go again...
  52. 52. 7:00 Analyse the problem 1:00 Create new standard 3:00 Run it again And here we go again...
  53. 53. Thinking Time!
  54. 54. How did it go ?
  55. 55. Continuous Improvement It’s not just Reflect and adapt about Learn by standardizing practices Long term thinking Respect People “Toyota’s real advantage was its ability to harness the intellect of ‘ordinary’ employees” Gary Hamel A erthoughts
  56. 56. Kaizen Lego Game A erthoughts
  57. 57. Thank you! Francisco Trindade (@frankmt) rindad@thoughtworks.com Patrick Kua (@patkua) pkua@thoughtworks.com Danilo Sato (@dtsato) dsato@thoughtworks.com Questions?

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