1.
The Lean Lego Game
Francisco Trindade
Fabio Pereira

2.
Agenda
Quick Introduction
Simulating a production line
How about software ?

3.
Debriefing
Hands On
Results
Process

4.
Debriefing
Hands On
Results
3x
Process

5.
Why ?

6.
Lean concepts
being used in the
software world
But without much contact
with Lean principles and
practices
Why ?

7.
“... over the years there have been some
ostensibly ‘lean’ promoters that reduced lean
thinking to a mechanistic superficial level of
management tools such as kanban and queue
management.
... the essence of successful lean thinking is
building people, then building products and a
culture of “challenge the status quo
continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)

8.
“... over the years there have been some
ostensibly ‘lean’ promoters that reduced lean
thinking to a mechanistic superficial level of
management tools such as kanban and queue
management.
... the essence of successful lean thinking is
building people, then building products and a
culture of “challenge the status quo
continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)
We’re here to introduce you to Lean

9.
Lean

10.
Toyota Production
System

11.
Revolutionized
manufacturing

12.
Revolutionized Applied to
manufacturing different areas

13.
What we want to show

14.
Push
What we want to show

15.
Push
Pull
What we want to show

16.
Push
Pull
Flow
What we want to show

17.
Push
Pull
Flow
Systems
Thinking
What we want to show

18.
Push
Pull
Flow
Systems Heijunka
Thinking
What we want to show

19.
Hands on - 1st Step

20.
Task 1 Task 2 Task 3 Task 4
Hands on - 1st Step

21.
Task 1 Task 2 Task 3 Task 4
4 Teams
4 Rounds
45 secs
Hands on - 1st Step

22.
Task 1 Task 2 Task 3 Task 4
Follow the instructions
Build toy seals
1 Piece = $ 1.00
1 Seal = $ 25.00
Hands on - 1st Step

23.
What went wrong ?
Houston, we have a problem...

24.
Visible Inventory
Over/Under Production
Waste

25.
Visible Inventory
Over/Under Production
Waste

26.
Visible Inventory
Over/Under Production
700 Task 4
Task 3
Task 2
525 Task 1
350
175
0
0 1 2 3 4
Waste

27.
7 Wastes of Manufacturing

28.
Overproduction
7 Wastes of Manufacturing

29.
Overproduction
Waiting
7 Wastes of Manufacturing

30.
Overproduction
Waiting
Overprocessing
7 Wastes of Manufacturing

31.
Overproduction
Waiting
Overprocessing
Unnecessary
Transportation
7 Wastes of Manufacturing

32.
Overproduction Inventory
Waiting
Overprocessing
Unnecessary
Transportation
7 Wastes of Manufacturing

33.
Overproduction Inventory
Waiting Motion
Overprocessing
Unnecessary
Transportation
7 Wastes of Manufacturing

34.
Overproduction Inventory
Waiting Motion
Overprocessing Defects
Unnecessary
Transportation
7 Wastes of Manufacturing

35.
Push and Pull Systems

36.
Push
Push and Pull Systems

37.
Push
Expected
Demand
Push and Pull Systems

38.
Push
Expected Mass
Demand Production
Push and Pull Systems

39.
Push
Expected Mass Economies
Demand Production of Scale
Push and Pull Systems

40.
Push
Push and Pull Systems

41.
Push
“Any colour, as
long as it’s black”
Henry Ford
Push and Pull Systems

42.
Push
Expected Mass Economies
Demand Production of Scale
Push and Pull Systems

43.
Push
Expected Mass Economies
Demand Production of Scale
Pull
Push and Pull Systems

44.
Push
Expected Mass Economies
Demand Production of Scale
Pull
Customer
Requirements
Push and Pull Systems

45.
Push
Expected Mass Economies
Demand Production of Scale
Pull
On Demand Customer
Production Requirements
Push and Pull Systems

46.
Push
Expected Mass Economies
Demand Production of Scale
Pull
On Demand Customer
Adaptation
Production Requirements
Push and Pull Systems

47.
Pull
Push and Pull Systems

48.
Pull
Push and Pull Systems

49.
TASK 1
Kanban
TASK 2

50.
TASK 1
Kanban
TASK 2

51.
TASK 1
Kanban
TASK 2

52.
TASK 1
Kanban
TASK 2

53.
Signals demand
Regulates demand
Limits Work in Process
TASK 1
TASK 2
Aids visual control
Self-directing
Kanban

54.
Signals demand
Regulates demand
Limits Work in Process
Aids visual control
Self-directing
Kanban

55.
Signals demand
Regulates demand
Limits Work in Process
Aids visual control
Self-directing
Kanban

56.
Pull System
Hands on - 2nd Step

57.
Task 1 Task 2 Task 3 Task 4
Pull System
Hands on - 2nd Step

58.
Task 1 Task 2 Task 3 Task 4
4 Teams
Pull System 4 Rounds
45 secs
Hands on - 2nd Step

59.
Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes first
Items are produced to fill gaps in the buffers
Hands on - 2nd Step

60.
Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes first ban
Kan
Items are produced to fill gaps in the buffers
Hands on - 2nd Step

61.
What went wrong ?
Houston, we have a problem...

62.
Another type of waste
Some people working more than others
Mura (Unevenness)
Heijunka
Unleveled Process

63.
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow

64.
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
er (http://tinyurl
Lean Prim
.com/owvhut)

65.
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
er (http://tinyurl
Lean Prim
.com/owvhut)

66.
http://www.youtube.com/watch?v=nq9SnHXIG00
Flow

67.
Why does it still feel wrong?
What are the other teams doing?
What’s the purpose of the system?
Systems Thinking

68.
“A bad system
will beat a
good person
every time”
W. Eduards Deming
Systems Thinking

69.
Do we need 4 teams to build a seal ?
Teams 1 and 2 have overlapping tasks
Systems Thinking

70.
Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
Kaizen

71.
Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
Kaizen

72.
Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
“Toyota’s real ad vantage was its ability to
harness the inte llect of ‘ordinary’ employees”
Gary Hamel
Kaizen

73.
Create a process Build
Hands on - 3rd Step

74.
Create a process Build
Hands on - 3rd Step

75.
Create a process Build
Each team develops their own process (5 min)
Round of 120 seconds
Who can build the most to meet demand ?
Hands on - 3rd Step

76.
What went wrong ?
Houston, we have a problem...

77.
Is that all ?

78.
Push System
Is that all ?

79.
Push System
Pull System
Is that all ?

80.
Push System
Pull System
Your system
Is that all ?

81.
Push System
Pull System
Your system
What’s next ?
Is that all ?

82.
Push System
We saw some of the practices
Pull System Practices are contextual
Principles must be understood
Your system
Is that all ?

83.
What TPS is Not
A recipe for success
A management project or program
A set of tools for implementation
A system for production floor only
Implementable in a short- or mid- term period
What is Lean ?

84.
What TPS is
A consistent way of thinking
A total management philosophy
Focus on total customer satisfaction
An environment of teamwork and improvement
A never ending search for a better way
What is Lean ?

85.
Lean in Software Development

86.
X
Lean in Software Development

87.
Overproduction Inventory
Waiting Motion
Overprocessing Defects
Unnecessary Transportation
Lean in Software Development

88.
Overproduction
Waiting
Unnecessary Transportation
Overprocessing
Inventory
Motion
Defects
Lean in Software Development

89.
Overproduction
Waiting
Unnecessary Transportation
Overprocessing
Inventory
Motion
Defects
Lean in Software Development

90.
Extra Features Overproduction
Waiting
Unnecessary Transportation
Gold Plating Overprocessing
Partially Completed Work Inventory
Motion
Defects
Unused Employee Creativity
Lean in Software Development

91.
Kanban Board
Lean in Software Development

92.
Kanban Board
Lean in Software Development

93.
Kanban Board
Lean in Software Development

94.
Controlling Kanban
Do you have a stable process ?
Lean in Software Development

95.
Controlling Kanban
Lean in Software Development

96.
Controlling Kanban
Lean in Software Development

97.
Controlling Kanban
Lean in Software Development

98.
Controlling Kanban
Lean in Software Development

99.
Much more:
Lean in Software Development

100.
Much more:
Eliminate Waste
Create Knowledge
Build Quality In
Defer Commitment
Deliver Fast
Respect People
Improve System
Lean in Software Development

101.
Much more:
Eliminate Waste Genchi Genbutsu
Create Knowledge A3
Build Quality In 5 Whys?
Defer Commitment Stop the Line
Deliver Fast Andon
Respect People Jidoka
Improve System Mistake Proofing
Lean in Software Development

102.
Lean in Software Development

103.
X
Lean in Software Development

104.
Thank You!
Questions ?
ftrindad@thoughtworks.com franktrindade.com @frankmt
fpereira@thoughtworks.com fabiopereira.me @fabiopereira