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Continuous Improvement

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At heart, Lean is about working to create resilient, adaptive organizations. Crucially, the work of getting better is never done. In this class we’ll try out techniques for continuous improvement from the Lean management philosophy including retrospectives and the improvement kata, and discuss how to apply them in the context of product development.

Published in: Leadership & Management
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Continuous Improvement

  1. 1. i290 lean/agile product management unit 8: process improvement This work © 2015 Jez Humble Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. @jezhumble https://lapm.continuousdelivery.com/ humble@berkeley.edu
  2. 2. understand how to take a scientific approach to process improvement understand activity accounting and waste describe capacity planning at scale analogy between product development and CI consider the limitations of methodologies learning outcomes
  3. 3. HP LaserJet Firmware division 2008 ~5% - innovation capacity 15% - manual testing 25% - product support 25% - porting code 20% - detailed planning 10% - code integration Costs Full manual regression: 6 wks Builds / day: 1-2 Commit to trunk: 1 week Cycle times
  4. 4. Change in Costs ~5% - innovation 15% - manual testing 25% - current product support 25% - porting code 20% - detailed planning 10% - code integration 2008 ~40% - innovation 5% - most testing automated 10% - current product support 15% - one main branch 5% - agile planning 2% - continuous integration 2011 The remaining 23% on RHS is spent on managing automated tests.
  5. 5. The Economics 2008 to 2011 •overall development costs reduced by ~40% •programs under development increased by ~140% •development costs per program down 78% •resources now driving innovation increased by 8X A Practical Approach to Large-Scale Agile Development (Addison-Wesley) Gruver, Young, Fulghum
  6. 6. capacity planning
  7. 7. capacity management time capacity 100% long-range commitments: <50% capacity mid-range commitments: <80% capacity delivery
  8. 8. Deming cycle by Johannes Vietze | https://commons.wikimedia.org/wiki/File:PDCA_Process.png
  9. 9. methodologies Certainly the thieves may be able to follow the design plans and produce a loom. But we are modifying and improving our looms every day. So by the time the thieves have produced a loom from the plans they stole, we will have already advanced well beyond that point. And because they do not have the expertise gained from the failures it took to produce the original, they will waste a great deal more time than us as they move to improve their loom. We need not be concerned about what happened. We need only continue as always, making our improvements. Kiichiro Toyoda, quoted in Toyota Kata, p40 (Rother)

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