The Lego Lean Game (XP 2009 version)
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Version of the Lego Lean Game presented at XP 2009 in Sardinia, Italy.
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The Lego Lean Game (XP 2009 version)
- 1. The Lego Lean Game Danilo Sato, Francisco Trindade XP 2009 – Sardinia - Italy 25th May 2009 © ThoughtWorks 2008
- 2. Agenda • Quick introduction • Simulating a production line Hands On Debriefing • How about software? Results © ThoughtWorks 2008
- 3. Why are we here? • Lean concepts starting to be noticed in the software world • But not everyone has had contact with Lean principles and practices We’re here to introduce you to Lean Hands On! © ThoughtWorks 2008
- 4. Lean? • Toyota Production System – Revolutionized manufacturing (Ford vs. Toyota) – Started to be applied to different areas • Google, Dell, Zara, … • Product Development • Supply Chain Management • Software • Healthcare • … © ThoughtWorks 2008
- 6. What we want to show • Push and Pull Systems • Kanban • Systems Thinking • Flow • Heijunka • Yatai (Work Cell) • And more… © ThoughtWorks 2008
- 7. Hands On – 1st Step • Let’s simulate a production line… Task 1 Task 2 Task 3 Task 4 Sell house • 4 Teams • Follow the instructions • 4 rounds of 40 seconds • Build houses • 1 Piece = $ 1.00 • 1 House = $ 25.00 © ThoughtWorks 2008
- 8. Stay Motivated! © ThoughtWorks 2008
- 9. Houston we have a problem… What went wrong? © ThoughtWorks 2008
- 10. Waste • Visible Inventory • Over/Under Production © ThoughtWorks 2008
- 11. 7 Wastes of Manufacturing • Overproduction • Waiting • Unnecessary Transportation • Overprocessing • Inventory • Motion • Defects © ThoughtWorks 2008
- 12. Push and Pull Systems • Push System – upstream information Expected Mass Economies Demand Production of Scale © ThoughtWorks 2008
- 13. Push and Pull Systems • Push System – upstream information Expected Mass Economies Demand Production of Scale © ThoughtWorks 2008
- 14. Push and Pull Systems • Push System – upstream information Expected Mass Economies Demand Production of Scale • Pull System – downstream information On Demand Customer Adaptation Production Requirements © ThoughtWorks 2008
- 15. Kanban • Physical device • Signals demand to downstream processes • Regulates demand on a pull system • Limits Work in Process (WIP) • Aids visual control • Self-directing © ThoughtWorks 2008
- 16. Kanban Process B Process A Idle Working Buffer Full © ThoughtWorks 2008
- 17. Kanban Process B Process A Idle Working Buffer Kanban © ThoughtWorks 2008
- 18. Kanban Process B Process A Working Working Buffer © ThoughtWorks 2008
- 19. Kanban Process B Process A Idle Working Buffer Full © ThoughtWorks 2008
- 20. Hands On – 2nd Step • Using Pull and Kanban – Setup minimum buffers at intermediate steps – Demand comes first – Items are produced to fill gaps in the buffers Sell house Task 4 Task 3 Task 2 Task 1 • 4 rounds of 40 seconds © ThoughtWorks 2008
- 21. Stay Motivated! © ThoughtWorks 2008
- 22. Houston we have a problem… What went wrong? © ThoughtWorks 2008
- 23. Unleveled Process • Another type of waste • Some people working more than others • Mura (Unevenness) • Heijunka © ThoughtWorks 2008
- 24. Flow • Final goal is a leveled process • Production line must be a continuous flow • One piece is bought when one piece is delivered • Sustainable pace © ThoughtWorks 2008
- 25. Systems Thinking • Why does it still feel wrong? • What are the other teams doing? • What’s the purpose of the system? © ThoughtWorks 2008
- 26. Systems Thinking • Why does it still feel wrong? • What are the other teams doing? • What’s the purpose of the system? © ThoughtWorks 2008
- 27. Let’s Experiment • Do we need 4 teams to build a house? • Teams 1 and 2 have overlapping tasks © ThoughtWorks 2008
- 28. Yatai (Work Cell) • Multi-skilled worker • Single piece flow © ThoughtWorks 2008
- 29. Hands On – 3rd Step • Using Work Cells – Each person builds a house – Round of 160 seconds – Signal (raise your hand) if you finish your house Sell house Build! © ThoughtWorks 2008
- 30. Stay Motivated! © ThoughtWorks 2008
- 31. Houston we have a problem… What went wrong? © ThoughtWorks 2008
- 32. Kaizen • Continuous Improvement • Reflect and adapt Plan Do • Learn by standardizing • Long term thinking Act Check • Respect People © ThoughtWorks 2008
- 33. Kaizen • Continuous Improvement • Reflect and adapt Plan Do • Learn by standardizing • Long term thinking Act Check • Respect People © ThoughtWorks 2008
- 34. Improving the Process It’s your turn to help ? us improve the ? process © ThoughtWorks 2008
- 35. Hands On – 4th Step • Discuss your own process Team Team • 1 round for each 1 2 team Team Team 3 4 © ThoughtWorks 2008
- 36. Stay Motivated! © ThoughtWorks 2008
- 37. Our Results Push System Kanban Yatai Team’s Process © ThoughtWorks 2008
- 38. Is That All? • We saw some of the practices • Practices are contextual • Underlying principles must be understood – Like agile! © ThoughtWorks 2008
- 39. What is Lean? Myth Reality What TPS Is Not What TPS Is A tangible recipe for success A consistent way of thinking A management project or program A total management philosophy A set of tools for implementation Focus on total customer satisfaction A system for production floor only An environment of teamwork and improvement Implementable in a short- or mid- A never ending search for a better term period way Quality built in process Evolutionary © ThoughtWorks 2008
- 40. Lean in Software Development • Manufacturing is not the same as Software Development • Lean Product Development – Knowledge flow is not the same as material flow © ThoughtWorks 2008
- 41. Lean in Software Development • Extra Features (Overproduction) • Waiting (Waiting) • Unnecessary Transportation (Unnecessary Transportation) • Gold Plating (Overprocessing) • Partially Completed Work (Inventory) • Unnecessary Movement (Motion) • Defects (Defects) • Unused Employee Creativity © ThoughtWorks 2008
- 42. Lean in Software Development • Example: Push System in Software © ThoughtWorks 2008
- 43. Lean in Software Development • Example: Pull System in Software © ThoughtWorks 2008
- 44. Lean in Software Development • Example: Pull System in Software © ThoughtWorks 2008
- 45. Kanban In Ready for Ready for Ready for To Do In Dev In Test Done Analysis Dev Test Showcase © ThoughtWorks 2008
- 46. Kanban In Ready for Ready for Ready for To Do In Dev In Test Done Analysis Dev Test Showcase © ThoughtWorks 2008
- 47. Lean in Software Development • Much more: • Lean: – Eliminate Waste – GenchiGembutsu – Create Knowledge – A3 – Build Quality In – 5 Whys? – Defer Commitment – Stop the Line – Deliver Fast – Andon – Respect People – Jidoka – Improve System – Mistake Proofing © ThoughtWorks 2008
- 48. Thank you! Questions? dsato@thoughtworks.com dtsato.com ftrindad@thoughtworks.com franktrindade.com © ThoughtWorks 2008
Editor's Notes
- 35 min
- Lean came with definition of waste Everything that is done but not necessary for the final productThere is one visible kind of waste now: inventory How may houses produced x 25 Pieces x 1Compare inventory accumulation with chartShow over/under production in the example Houses produced but not sold Houses demanded but not produced
- Overproductionproducing items when orders have not been received.Waiting People waiting to have their setup readyConveyance Unnecessary transportationOverprocessing More work than necessary Inventory Example cited beforeMotion Time lost in moving parts of the system/productDefects If in the end we have a defect in the product, everything was thrown awayIt could be argued that the work done is going to be useful in the future But how about if the market changes?
- PushFord: demand was not an issue. Sell everything that is produced. Goal: maximize productionEver cheaper labour, ever faster machines ran out of both
- TaiichiOhno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
- PullSupermarketProduce based on demandNeed a way to signalize when more work has to be done
- You need somehow to signalize that more work is needed
- 55 minExplain how the process should work
- Break after retrospective
- One solution: balance number of people based on constraints
- Video: Production line of BoingBalance people based on constraintWhat’s the ideal scenario?
- 1:55
- Discussao sobre como modificar o processo
- 2:30
- On a practice level Pull system/Kanban (Later section)On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
- Predictable and Repeatable (as in Manufacturing): Build process / Deployment processCreative / Information Flow / Create Knowledge (as in Product Development)