Hur många gånger har man inte sett organisationer som fortsätter mätas på samma sätt som tidigare trots att man vill införa Lean och agila metoder? Vad innebär ett förändrat tankesätt för organisationen och hur får man detta att bli det naturliga beteendet?
Under detta seminarium kommer jag bland annat att berätta om:
vad som är Lean och agila mätningar,
vad man ska använda mätningarna till,
hur man använder mätningarna beroende på en organisations mognad och
hur man ser till att alla förstår hur deras beteende och resultat ska bidra till mätningarna
Implementing a Test Dashboard to Boost QualityTechWell
You are responsible for addressing quality problems that are plaguing your product and having an adverse impact on the business. Have you been challenged to provide a simple mechanism for quantifying and tracking key performance indicators selected by your organization. The ultimate goal is an approach that will enable the cross-functional team to identify problem areas so they can take corrective action. Where do you start? Attend this session to learn how you can develop a quantifiable approach to assessing testing effectiveness and addressing quality. Scott Acker shows you a solution he developed, deployed, and managed to effectively leverage various types of data to support analyzing, tracking, and reporting changes in testing and quality over time. Discover how to drive communication and collaboration improvements across the entire cross-functional team and boost quality efforts.
This document outlines a Six Sigma project to optimize an article library. The project aims to improve article trustworthiness by 80%, discard 60% of duplicate and out-of-date articles, decrease article retrieval time to 8 minutes or less, decrease costs by 20%, and increase customer satisfaction by 35%. Baseline data found the average article retrieval time was 11.6 minutes with a process sigma level of 3.195. Analysis identified duplicate articles, out-of-date articles, and untrustworthy articles as causes of long retrieval times. Improvement strategies included digitizing articles, adding expiration dates, and verifying article trustworthiness to comply with specifications.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Kanban India 2023 | Renjith Achuthanunni and Anoop Kadur Vijayakumar | DevOps...LeanKanbanIndia
- The document discusses how an engineering team at Epsilon India established a DevOps metrics dashboard to improve their product development flow and quality.
- Key metrics like defects submitted, open defects, time to resolve issues, and time from commit to deploy were visualized. Tiered service level thresholds were also defined.
- Through iterative refinement and embracing continuous improvement (Kaizen), the team improved predictability from 90 to 30 days, and reduced defects and SLA breaches by 30-50% after implementing the dashboard and optimization efforts.
This document discusses key performance indicators (KPIs) and service level agreements (SLAs) for testing as a managed service. It provides examples of SLAs for metrics such as defect removal effectiveness, process compliance, and incident management response times. It also shows snapshots of SLA metric performance for items like automated regression testing and review of root cause analyses. The document aims to demonstrate how SLAs and KPIs can be used to govern a vendor's testing services.
The document provides an overview of a Lean Six Sigma Yellow Belt training that will take place over 2 days from 10am to 2:30pm. The training will cover the Define, Measure, Analyze, Improve, and Control (DMAIC) phases of the Lean Six Sigma methodology. On day 1, participants will learn about Lean manufacturing concepts, Lean Six Sigma, and the Define phase. On day 2, participants will learn about the Measure, Analyze, and Improve phases. The training aims to teach participants how to identify and solve problems using the Lean Six Sigma approach of removing defects through streamlining processes and reducing variation.
Worked on this project with others in my team and also heavily on platform metrics. Glad to share it! More power to #Dataanalytics #BusinessIntelligence
The document provides an overview of Lean Six Sigma (LSS) and its key principles and tools. It discusses how Lean focuses on eliminating waste and ensuring smooth workflow, while Six Sigma aims to reduce variation and improve quality. The combination of Lean and Six Sigma in LSS provides a balanced approach that can drive process improvements in any organization. Case studies like Toyota demonstrate how LSS principles like standard work and data-driven decision making can significantly enhance production quality and efficiency. Key takeaways emphasize measuring results from LSS projects and implementing them as a team through defined roles and documented progress.
Implementing a Test Dashboard to Boost QualityTechWell
You are responsible for addressing quality problems that are plaguing your product and having an adverse impact on the business. Have you been challenged to provide a simple mechanism for quantifying and tracking key performance indicators selected by your organization. The ultimate goal is an approach that will enable the cross-functional team to identify problem areas so they can take corrective action. Where do you start? Attend this session to learn how you can develop a quantifiable approach to assessing testing effectiveness and addressing quality. Scott Acker shows you a solution he developed, deployed, and managed to effectively leverage various types of data to support analyzing, tracking, and reporting changes in testing and quality over time. Discover how to drive communication and collaboration improvements across the entire cross-functional team and boost quality efforts.
This document outlines a Six Sigma project to optimize an article library. The project aims to improve article trustworthiness by 80%, discard 60% of duplicate and out-of-date articles, decrease article retrieval time to 8 minutes or less, decrease costs by 20%, and increase customer satisfaction by 35%. Baseline data found the average article retrieval time was 11.6 minutes with a process sigma level of 3.195. Analysis identified duplicate articles, out-of-date articles, and untrustworthy articles as causes of long retrieval times. Improvement strategies included digitizing articles, adding expiration dates, and verifying article trustworthiness to comply with specifications.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Kanban India 2023 | Renjith Achuthanunni and Anoop Kadur Vijayakumar | DevOps...LeanKanbanIndia
- The document discusses how an engineering team at Epsilon India established a DevOps metrics dashboard to improve their product development flow and quality.
- Key metrics like defects submitted, open defects, time to resolve issues, and time from commit to deploy were visualized. Tiered service level thresholds were also defined.
- Through iterative refinement and embracing continuous improvement (Kaizen), the team improved predictability from 90 to 30 days, and reduced defects and SLA breaches by 30-50% after implementing the dashboard and optimization efforts.
This document discusses key performance indicators (KPIs) and service level agreements (SLAs) for testing as a managed service. It provides examples of SLAs for metrics such as defect removal effectiveness, process compliance, and incident management response times. It also shows snapshots of SLA metric performance for items like automated regression testing and review of root cause analyses. The document aims to demonstrate how SLAs and KPIs can be used to govern a vendor's testing services.
The document provides an overview of a Lean Six Sigma Yellow Belt training that will take place over 2 days from 10am to 2:30pm. The training will cover the Define, Measure, Analyze, Improve, and Control (DMAIC) phases of the Lean Six Sigma methodology. On day 1, participants will learn about Lean manufacturing concepts, Lean Six Sigma, and the Define phase. On day 2, participants will learn about the Measure, Analyze, and Improve phases. The training aims to teach participants how to identify and solve problems using the Lean Six Sigma approach of removing defects through streamlining processes and reducing variation.
Worked on this project with others in my team and also heavily on platform metrics. Glad to share it! More power to #Dataanalytics #BusinessIntelligence
The document provides an overview of Lean Six Sigma (LSS) and its key principles and tools. It discusses how Lean focuses on eliminating waste and ensuring smooth workflow, while Six Sigma aims to reduce variation and improve quality. The combination of Lean and Six Sigma in LSS provides a balanced approach that can drive process improvements in any organization. Case studies like Toyota demonstrate how LSS principles like standard work and data-driven decision making can significantly enhance production quality and efficiency. Key takeaways emphasize measuring results from LSS projects and implementing them as a team through defined roles and documented progress.
The document summarizes the operations of the Mumbai Dabbawalas, who deliver home-cooked lunches to office workers in Mumbai. It outlines their highly efficient system for sorting and delivering over 200,000 lunch boxes per day across Mumbai within 3 hours, with an extremely low error rate of 1 in 16 million transactions, equivalent to Six Sigma quality levels. The Dabbawalas have no formal education or technology, yet achieve world-class reliability through their simple coding system and cultural values like trust and ownership.
Lean 6 Sigma On Line Training From Searchtecsearchtec
The document provides an overview of Lean Six Sigma (LSS) as a combination of Lean and Six Sigma process improvement methodologies. It discusses the key principles and tools of Lean, Six Sigma, and LSS and provides an example of how Toyota successfully implemented LSS principles. The key takeaways are that LSS has a proven track record of measurable results, can be adapted to any organization or process, and provides a balanced approach to continuous process improvement through reducing waste and increasing quality.
This document outlines key concepts from Chapter 6 of the textbook "Operations Management 10th Edition" by Jay Heizer and Barry Render. It discusses topics related to quality management including total quality management, continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time, and various quality tools. Specific approaches from Deming, Juran, Feigenbaum, and Crosby are compared. International quality standards like ISO 9000 and ISO 14000 are also summarized.
This document discusses establishing agile financial operations. It recommends aligning organizational objectives and key results before defining deliverables, establishing initial budgets, and building prioritized backlogs. It also suggests modeling value streams to create forecasts and develop release plans. An agile financial hierarchy is proposed where finance functions reside with agile teams and project managers use agile earned value management to track results against compliance requirements. Important changes include early agile team participation in budgeting and compliance engagement from the start.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
The document discusses various quality improvement concepts including Six Sigma, Kaizen, and their differences. Six Sigma uses a statistical approach to reduce defects through the DMAIC methodology. It aims for near perfect quality levels. Kaizen focuses on continuous incremental improvements involving all employees. While Six Sigma targets reducing variation, Kaizen prioritizes short-term gains through low-cost improvements and group activities like quality circles. Both concepts emphasize top management commitment and aim to enhance customer satisfaction and business performance over the long run.
The new Decision Model and Notation (DMN) standard has been used to gather requirements for and to design Enterprise IT Management dashboards at two Fortune 200 Financial Corporations. These dashboards are used to manage 100+ projects being released every 2 weeks into production across hundreds of critical applications ranging from mainframe, client-server, web and mobile applications.
Presentation from BBC2014
Taking Splunk to the Next Level - New to SplunkSplunk
Your team is up and running with Splunk. Now you want to maximize your investment and solve additional business problems. Hear how to expand beyond the initial use case. Learn how to how to capture, document and present Splunk's data and present impactful ways to calculate ROI using concrete metrics; cost savings, time savings, efficiency gains, and competitive advantage.
Motorola launched Six Sigma in the 1980s to focus on eliminating defects through reducing process variation. General Electric widely adopted it in the 1990s. Six Sigma utilizes a DMAIC process - Define, Measure, Analyze, Improve, Control - to systematically identify and remove sources of defects. It aims for near-perfect process performance, defined as 3.4 defects per million opportunities. Key metrics include Defects Per Unit, Defects Per Million Opportunities, and Process Capability Indices. Organizations structure teams led by Master Black Belts, Black Belts and Green Belts to deploy Six Sigma projects.
Motorola launched Six Sigma in the 1980s to reduce defects through statistical analysis of processes. General Electric widely adopted it in the 1990s. Six Sigma aims to reduce variation and defects through training employees in statistical process analysis and improvement methods. It uses the "DMAIC" structure of Define, Measure, Analyze, Improve, and Control to systematically solve problems and track processes. The goal is to reduce defects to 3.4 per million opportunities.
Motorola launched Six Sigma in the 1980s to focus on eliminating defects through reducing process variation. General Electric widely adopted it in the 1990s. Six Sigma utilizes a DMAIC process - Define, Measure, Analyze, Improve, Control - to systematically identify and remove sources of defects. It aims for near-perfect process performance, defined as 3.4 defects per million opportunities. Key metrics include Defects Per Unit, Defects Per Million Opportunities, and Process Capability Indices. Organizations structure teams led by Master Black Belts, Black Belts and Green Belts to deploy Six Sigma projects.
The document discusses Design for Six Sigma (DFSS) and its 14 step process. It begins with defining customer requirements and needs, then measuring key product characteristics. Next it analyzes potential problems, develops conceptual designs, and conducts reliability analysis. Steps also include optimizing the design through techniques like robust design and tolerance mapping. The process concludes with verifying the design meets predictions, developing manufacturing controls, and validating the design transition. The overall goal of DFSS is to design products and processes that meet customer needs with built-in quality from the beginning.
The document discusses Design for Six Sigma (DFSS), a methodology for designing products and processes to meet customer needs and expectations from the beginning. DFSS aims to create designs that are efficient, high-quality, and robust. It recasts the DMAIC model into DMADV or I2DOV, emphasizing early design phases to predict and improve quality upfront. DFSS changes organizations from focusing only on functionality to incorporating statistical analysis of failure modes and risk assessment into design.
Motorola launched Six Sigma in the 1980s to reduce defects through statistical analysis of processes. General Electric widely adopted it in the 1990s. Six Sigma aims to reduce variation and defects through training employees in statistical process analysis and improvement methods. Key aspects include defining quality goals, measuring current performance, analyzing causes of defects, improving processes, and controlling performance going forward. The DMAIC method guides project teams through these steps.
This document discusses Agile Goal Setting with Objectives and Key Results (OKRs). It provides an overview of OKRs, including how they help align efforts, create a progress-based culture with transparency, and foster collaboration. OKRs involve setting objectives that are aspirational and qualitative goals paired with key results that are specific, measurable metrics. Regularly updating and scoring OKRs keeps teams focused on outcomes. The document also cautions that OKRs alone are not enough and strong leadership is still required.
The document provides an overview of Six Sigma, including its objectives, key characteristics, tools, deployment process, and methodology known as DMAIC (Define, Measure, Analyze, Improve, Control). Six Sigma aims to reduce variation and defects through a data-driven approach. It requires leadership commitment, data-based decision making, and organizational change. Six Sigma training includes various belts that lead projects of increasing scope. The final section discusses Motorola's use of Six Sigma to achieve very high quality levels.
This document discusses DevOps frameworks and principles. It outlines that as customer needs have become more complex, development teams have evolved their practices to be more flexible and agile. This has blurred the lines between traditional development and operations teams. DevOps aims to make organizations more efficient by integrating tools, processes, and guidelines. It provides a flexible environment that facilitates success. To implement DevOps successfully, organizations should perform due diligence, define processes tailored to their needs, select appropriate tools, establish KPIs, and provide best practices and examples.
Learn to see, measure and automate with value stream managementLance Knight
This document discusses using value stream management to see, measure, and automate software delivery processes. It begins by explaining that traditional value stream maps can physically show material and information flows, but software delivery value streams are less tangible. The presentation then demonstrates how to map different flows in a software value stream, including request, development, and operations flows. It also discusses the importance of measuring key metrics in each flow in order to identify improvement opportunities. Finally, it explains how applying lean principles like reducing waste and creating flow can help optimize the software delivery value stream to improve outcomes like quality, speed, and productivity.
This document provides an overview of Qualtec's approach to initializing and deploying Six Sigma within an organization. It discusses defining the Six Sigma system, quantifying deployment results, and the fundamentals of initialization and developing the necessary infrastructure. The initialization process involves launch planning, developing the infrastructure elements like HR guidelines, communications plans, and project guidelines. It also discusses selecting the initial champions and black belts, and providing training to establish the Six Sigma system.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
More Related Content
Similar to Mäta Lean/Agile organisationer @ Softhouse frukostseminarium 2013-08-26
The document summarizes the operations of the Mumbai Dabbawalas, who deliver home-cooked lunches to office workers in Mumbai. It outlines their highly efficient system for sorting and delivering over 200,000 lunch boxes per day across Mumbai within 3 hours, with an extremely low error rate of 1 in 16 million transactions, equivalent to Six Sigma quality levels. The Dabbawalas have no formal education or technology, yet achieve world-class reliability through their simple coding system and cultural values like trust and ownership.
Lean 6 Sigma On Line Training From Searchtecsearchtec
The document provides an overview of Lean Six Sigma (LSS) as a combination of Lean and Six Sigma process improvement methodologies. It discusses the key principles and tools of Lean, Six Sigma, and LSS and provides an example of how Toyota successfully implemented LSS principles. The key takeaways are that LSS has a proven track record of measurable results, can be adapted to any organization or process, and provides a balanced approach to continuous process improvement through reducing waste and increasing quality.
This document outlines key concepts from Chapter 6 of the textbook "Operations Management 10th Edition" by Jay Heizer and Barry Render. It discusses topics related to quality management including total quality management, continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time, and various quality tools. Specific approaches from Deming, Juran, Feigenbaum, and Crosby are compared. International quality standards like ISO 9000 and ISO 14000 are also summarized.
This document discusses establishing agile financial operations. It recommends aligning organizational objectives and key results before defining deliverables, establishing initial budgets, and building prioritized backlogs. It also suggests modeling value streams to create forecasts and develop release plans. An agile financial hierarchy is proposed where finance functions reside with agile teams and project managers use agile earned value management to track results against compliance requirements. Important changes include early agile team participation in budgeting and compliance engagement from the start.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
The document discusses various quality improvement concepts including Six Sigma, Kaizen, and their differences. Six Sigma uses a statistical approach to reduce defects through the DMAIC methodology. It aims for near perfect quality levels. Kaizen focuses on continuous incremental improvements involving all employees. While Six Sigma targets reducing variation, Kaizen prioritizes short-term gains through low-cost improvements and group activities like quality circles. Both concepts emphasize top management commitment and aim to enhance customer satisfaction and business performance over the long run.
The new Decision Model and Notation (DMN) standard has been used to gather requirements for and to design Enterprise IT Management dashboards at two Fortune 200 Financial Corporations. These dashboards are used to manage 100+ projects being released every 2 weeks into production across hundreds of critical applications ranging from mainframe, client-server, web and mobile applications.
Presentation from BBC2014
Taking Splunk to the Next Level - New to SplunkSplunk
Your team is up and running with Splunk. Now you want to maximize your investment and solve additional business problems. Hear how to expand beyond the initial use case. Learn how to how to capture, document and present Splunk's data and present impactful ways to calculate ROI using concrete metrics; cost savings, time savings, efficiency gains, and competitive advantage.
Motorola launched Six Sigma in the 1980s to focus on eliminating defects through reducing process variation. General Electric widely adopted it in the 1990s. Six Sigma utilizes a DMAIC process - Define, Measure, Analyze, Improve, Control - to systematically identify and remove sources of defects. It aims for near-perfect process performance, defined as 3.4 defects per million opportunities. Key metrics include Defects Per Unit, Defects Per Million Opportunities, and Process Capability Indices. Organizations structure teams led by Master Black Belts, Black Belts and Green Belts to deploy Six Sigma projects.
Motorola launched Six Sigma in the 1980s to reduce defects through statistical analysis of processes. General Electric widely adopted it in the 1990s. Six Sigma aims to reduce variation and defects through training employees in statistical process analysis and improvement methods. It uses the "DMAIC" structure of Define, Measure, Analyze, Improve, and Control to systematically solve problems and track processes. The goal is to reduce defects to 3.4 per million opportunities.
Motorola launched Six Sigma in the 1980s to focus on eliminating defects through reducing process variation. General Electric widely adopted it in the 1990s. Six Sigma utilizes a DMAIC process - Define, Measure, Analyze, Improve, Control - to systematically identify and remove sources of defects. It aims for near-perfect process performance, defined as 3.4 defects per million opportunities. Key metrics include Defects Per Unit, Defects Per Million Opportunities, and Process Capability Indices. Organizations structure teams led by Master Black Belts, Black Belts and Green Belts to deploy Six Sigma projects.
The document discusses Design for Six Sigma (DFSS) and its 14 step process. It begins with defining customer requirements and needs, then measuring key product characteristics. Next it analyzes potential problems, develops conceptual designs, and conducts reliability analysis. Steps also include optimizing the design through techniques like robust design and tolerance mapping. The process concludes with verifying the design meets predictions, developing manufacturing controls, and validating the design transition. The overall goal of DFSS is to design products and processes that meet customer needs with built-in quality from the beginning.
The document discusses Design for Six Sigma (DFSS), a methodology for designing products and processes to meet customer needs and expectations from the beginning. DFSS aims to create designs that are efficient, high-quality, and robust. It recasts the DMAIC model into DMADV or I2DOV, emphasizing early design phases to predict and improve quality upfront. DFSS changes organizations from focusing only on functionality to incorporating statistical analysis of failure modes and risk assessment into design.
Motorola launched Six Sigma in the 1980s to reduce defects through statistical analysis of processes. General Electric widely adopted it in the 1990s. Six Sigma aims to reduce variation and defects through training employees in statistical process analysis and improvement methods. Key aspects include defining quality goals, measuring current performance, analyzing causes of defects, improving processes, and controlling performance going forward. The DMAIC method guides project teams through these steps.
This document discusses Agile Goal Setting with Objectives and Key Results (OKRs). It provides an overview of OKRs, including how they help align efforts, create a progress-based culture with transparency, and foster collaboration. OKRs involve setting objectives that are aspirational and qualitative goals paired with key results that are specific, measurable metrics. Regularly updating and scoring OKRs keeps teams focused on outcomes. The document also cautions that OKRs alone are not enough and strong leadership is still required.
The document provides an overview of Six Sigma, including its objectives, key characteristics, tools, deployment process, and methodology known as DMAIC (Define, Measure, Analyze, Improve, Control). Six Sigma aims to reduce variation and defects through a data-driven approach. It requires leadership commitment, data-based decision making, and organizational change. Six Sigma training includes various belts that lead projects of increasing scope. The final section discusses Motorola's use of Six Sigma to achieve very high quality levels.
This document discusses DevOps frameworks and principles. It outlines that as customer needs have become more complex, development teams have evolved their practices to be more flexible and agile. This has blurred the lines between traditional development and operations teams. DevOps aims to make organizations more efficient by integrating tools, processes, and guidelines. It provides a flexible environment that facilitates success. To implement DevOps successfully, organizations should perform due diligence, define processes tailored to their needs, select appropriate tools, establish KPIs, and provide best practices and examples.
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This document discusses using value stream management to see, measure, and automate software delivery processes. It begins by explaining that traditional value stream maps can physically show material and information flows, but software delivery value streams are less tangible. The presentation then demonstrates how to map different flows in a software value stream, including request, development, and operations flows. It also discusses the importance of measuring key metrics in each flow in order to identify improvement opportunities. Finally, it explains how applying lean principles like reducing waste and creating flow can help optimize the software delivery value stream to improve outcomes like quality, speed, and productivity.
This document provides an overview of Qualtec's approach to initializing and deploying Six Sigma within an organization. It discusses defining the Six Sigma system, quantifying deployment results, and the fundamentals of initialization and developing the necessary infrastructure. The initialization process involves launch planning, developing the infrastructure elements like HR guidelines, communications plans, and project guidelines. It also discusses selecting the initial champions and black belts, and providing training to establish the Six Sigma system.
Similar to Mäta Lean/Agile organisationer @ Softhouse frukostseminarium 2013-08-26 (20)
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
Gamify it until you make it Improving Agile Development and Operations with ...Ben Linders
So many challenges, so little time. While we’re busy developing software and keeping it operational, we also need to sharpen the saw, but how? Gamification can be a way to look at how you’re doing and find out where to improve. It’s a great way to have everyone involved and get the best out of people.
In this presentation, Ben Linders will show how playing games with the DevOps coaching cards can help to explore your current development and deployment (DevOps) practices and decide as a team what to improve or experiment with.
The games that we play are based on an engagement model. Instead of imposing change, the games enable people to pull in ideas for change and apply those in a way that best suits their collective needs.
By playing games, you can learn from each other. Teams can use games, exercises, and coaching cards to discuss values, principles, and practices, and share their experiences and learnings.
Different game formats can be used to share experiences on DevOps principles and practices and explore how they can be applied effectively. This presentation provides an overview of playing formats and will inspire you to come up with your own formats.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
1. Mäta i lean och agila organisationer
Program
2013.08.28
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Program
08.30-09.00 – Samling, baguette & dryck
09.00-09.40 – Föredrag
09.40-10.00 – Frågestund
ola.morin@softhouse.se
Ola Morin
Senior consultant
2. Ola Morin
• Lean Six Sigma konsult
• 2008 Softhouse Consulting
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• 2008 Softhouse Consulting
• Kvalitet, processer, LSS, förbättring- och
förändringsprojekt
3. Lean vs Agile?
1. Eliminate Waste
2. Build Quality In
Lean SW development
1. Highest priority is customer satisfaction
2. Welcome changing requirements
3. Frequent delivery of working software
4. Business people & developers cooperating daily
Agile
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2. Build Quality In
3. Create Knowledge
4. Defer Commitment
5. Deliver Fast
6. Respect People
7. Optimize the Whole
4. Business people & developers cooperating daily
5. Build projects around motivated people
6. Face-to-face conversation is best
7. Progress measured by working software
8. Sustainable development pace
9. Continuous attention to technical excellence
10. Simplicity
11. Self-organizing teams
12. Regular reflection & adaptation
4. Lean/Agile vs traditionellt
Rätt saker vid rätt tid
Lean/agile organisationer
Leverera enligt tidplan
Traditionella organisationer
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Rätt saker vid rätt tid
Flödesfokus
Minimera handovers
Bygga team
Pull system
Leverera enligt tidplan
Resursutnyttjande
Kostnadsfokus
Push system
5. Vad ska man använda mätningarna till?
Prediktion
Status
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Status
Uppföljning
6. Knowledge Management
Knowledge
Wisdom
Analysera och förstå
Använd kunskap för att förstå vad
som behöver göras för att nå en
viss utkomst
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Information
Data
Knowledge
Samla rådata
Ge datan ett sammanhang
Analysera och förstå
informationen
7. Vad krävs av datan?
Stabilitet
“A process will be said to be
predictable when, through the use
Walter A Shewhart
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Hyfsat låg variation
Fungerande mätsystem
predictable when, through the use
of past experience, we can
describe, at least within limits, how
the process will behave in the
future”
10. 68.26% fall within ± 1 sigma
95.46% fall within ± 2 sigma
99.00% fall within ± 2,575 sigma
99.73% fall within ± 3 sigma
99.99997% fall within ± 6 sigma
34.13% 34.13%
Normal Distribution
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-3σ -2σ -1σ +1 σ +2σ +3 σ
68.26%
95.46%
99.73%
13.60% 13.60%
2.14% 2.14%
0.13% 0.13%
99.00%
12. Olika typer av mätningar
Mäter någon form av faktor som
påverkar en utkomst
Leading indicator
Mäter en utkomst
Lagging indicator
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påverkar en utkomst
Y = f(x1, x2, )
x1 och x2 är exempel på leading
indicator
Y = f(x1, x2, )
Y är exempel på lagging indicator
13. Olika nivåer av mätningar
Organisation
Produkt 1 Produkt 2
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Produkt 1
Release
X.X
Team A
Release X.Y
Team A Team B
Produkt 2
Release X.X
Team D Team E
Release X.Y
Team D Team E Team F
14. Olika områden av mätningar
Projekt
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Produkt
(Kvalitet)
Projekt
(Tid, kostnad,
scope)
Processer
Organisatorisk
Performance
15. Past
Finance
Present
Customer
Future
Learning and Growth
Olika tidsperspektiv
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• How do we look to our
shareholders?
• How do our customers
see us?
Internal Business
Processes
• What do we have to
improve?
• Can we continue to
improve and create
value?
Organization and
Culture
• Are we attractive as an
employer?
17. Team nivå
Funktionalitet använd vs levererad
Levererade funktionspoäng vs planerade
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Antal lyckade sprintar vs totalt antal sprintar
Ackumulerat affärsvärde vs kostnad
Ackumulerat antal automatiska testfall
Cyclomatic complexity
Surveys
19. Organisations nivå
Leading indicators over lagging indicators
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Value over cost
Throughput over resource utilization
Engineering practices over schedule fulfillment
Measure up
20. Att aggregera mätningar
Antag att target för alla enheter är 40%
Olika sätt
70
Completion
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Antag att target för alla enheter är 40%
Medelvärdet för alla enheter är 40 %
Antal enheter som når target är 60%
Totalt antal %enheter från target är 40%
Vilket är bäst att mäta?
0
10
20
30
40
50
60
70
Dev 1 Dev 2 Dev 3 Dev 4 Dev 5
21. Mätningar och förändringar
Vad vill vi uppnå?
Hur kan vi mäta detta?
Börja mäta
Steg för steg
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Börja mäta
Skapa en baseline
Sätta targets
Analysera
Kommunicera
Följ upp
22. 14
12
10
ndividualValue
_
X=10,038
UC L=11,096
Before Improv ements First C hange Second C hangeThird C hange
I-MR Chart of Website Response Time by Phase
Exempel website response time
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61554943373125191371
10
Observation
In
X=10,038
LC L=8,979
61554943373125191371
2,0
1,5
1,0
0,5
0,0
Observation
MovingRange
__
MR=0,398
UC L=1,301
LC L=0
Before Improv ements First C hange Second C hangeThird C hange
23. Balanced scorecard
Past
Finance
• How do we look to our
Present
Customer
• How do our customers
Future
Learning and Growth
• Can we continue to
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• How do we look to our
shareholders?
• How do our customers
see us?
Internal Business
Processes
• What do we have to
improve?
• Can we continue to
improve and create
value?
Organization and
Culture
• Are we attractive as an
employer?
24. Balanced Scorecard 2010 - November
1.0 Financial 2.0 Customer
3.0 Competitive
Position
4.0 Operational Efficiency 5.0 People
1.1 Line cost / HC 2.1 LRR @ RTL 2010 3.1 Inventions ratio 4.11 CR Vol (Vendor)
4.12 Open Defects (Vendor)
4.13 Static Analysis (Vendor)
4.14 Stability (Vendor)
5.1 Performance
Management
Completion
1.2 Consultant ratio 2.2 Project cost 3.2 Basic Platform Cost 4.2 Open Defects 5.2 Leadership
Index
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1.3 Utilization Index 2.3 Launch accuracy 3.3 Component count 4.3 Static Analysis
4.31 Stability
4.4 Project lead time
5.3 Human Capital
Index
1.4 Resource Planning
accuracy
2.4 Customer
responsiveness
3.4 Re-use of
Components
4.61 Test Implementation
Level
5.4 Succession
Planning
4.62 KCL Producibility
25. Balanced Scorecard 2011 - December
1.0 Financial 2.0 Customer
3.0 Competitive
Position
4.0 Operational Efficiency 5.0 People
1.1 OPEX 2.1 Quality - LRR RTL
2011
3.1 Inventions ratio 4.11 CR Vol (Vendor)
4.12 Open Defects (Vendor)
4.14 Stability (Vendor)
5.1 Performance
Management
Completion
1.2 Consultant ratio 2.2 2.1 Quality - LRR
RTL 2010
3.2 Basic Platform Cost 4.2 Open Defects 5.2 Leadership
Index
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1.3 Utilization Index 2.2 Project cost 3.3 Component count 4.31 Stability
4.4 Project lead time
5.3 Human Capital
Index
2.3 Launch accuracy 3.4 Re-use of
Components
4.61 Test Implementation
Level
2.4 CA Issue Leakage 4.62 KCL Producibility
26. OPEX
LRR 2012 Line RCA
closure rate
Operator
satisfaction
BSC
November 2012
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Inventions ratio Speed Launch
accuracy
Platform family
component re-
use
SW Re-use Prototype
cost control
Human
capital index
Talent
retention
27. BSC 2013
April 2013 status
OPEX
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Value share
Key deliverables
Innovation culture Learning and comp.
management
31. Perspective Objectives
Critical success
factors
KPI’s TargetsStrategic goal
Expand the
product
Finance
To get risk
capital from
investors
Arrange
meetings with
new investors
Number of
new meetings
5 meetings per
month
Renew the
contract with
current investors
Percent of
renewed contracts
per expiring month
75 %
Customer
Get the right
branding of the
products
Make branding
survey with
randomly picked
customers
Number of
surveys
2 surveys per
month
Percent of
returned
surveys
30 %
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product
development for
new markets
Internal
Business
Processes
Create generic
processes for
our products
Increase the
number of generic
processes
New processes
compared to
generic systematic
reports
35%
Learning and
Growth
Create
innovative
products
Increase
innovation
ratio
Number of
innovations
25 per month
Organization
and Culture
Expand the
development
organization
Promote staff
engineers to
experts
Number of
new experts
1 expert per
month
Increase
applications
from engineers
Number of
adds in news
paper
2 adds per
month
Number of
received
applications
10 applications
per month
33. Sammanfattning
Mätningar för team ska vara FÖR teamen
Att hitta mätningar som jämför team med varandra blir väldigt komplexa
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Att hitta mätningar som jämför team med varandra blir väldigt komplexa
Fundera ut VAD det verkligen är man vill mäta
Fundera ut hur man kan mäta och aggregera mätetalen
Verifiera att man mäter det man tänkt sig och att det finns tillförlitlighet
Våga testa olika sätt att mäta och visualisera resultaten