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Finding Lean in Agile by Adam Parker
- 1. Finding Lean inAgile D.C. Scrum User Group – June 19, 2017 Adam Parker First Born Consulting
- 2. 2 Agenda • Set theTable • Introduction to Lean • Connecting Lean and Agile • Explore Lean Tools
- 3. 3 Agile Manifesto • Individualsand interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
- 4. 4 The 12 Principalsof Agile Software 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 5. 5 Brief History Henry Ford: StandardWork & Flow Production Charles Deming: Systems Thinking & Human Psychology Taiichi Ohno: Toyota Production System 1. Understand the System 2. Understand Variation in the System 3. Have a Theory How to Act on the System 4. Understand Human Psychology Deming’s System of Profound Knowledge
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- 7. 7 Each Role HasDifferent Eyes Eyes for WASTE Eyes for FLOW Eyes for CULTURE Gemba - Manager - Leader -
- 8. 8 1) Value fromthe eyes of the Customer 2) Optimize the Value Stream 3) Create Flow 4) Aim for Pull 5) Seek Continuous Improvement These have not and will never change Fundamentals of Lean
- 9. 9 Strategic projects Functional projects, RIE’s Daily Improvement in Gemba Managing processesis the starting point of the daily process improvement journey (MDI) From Global changes to Daily improvements
- 10. 10 Best in the World Traditional Management Routine Working Through Cross-Functional Teams TheLeadership Challenge 40% Daily Operations 20% Daily Operations 60% Fire Fighting 20% Fire Fighting 60% Continuous Improvement and Innovation Finding a Balance
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- 12. 12 Characteristics of aLean Culture Continuously go through this cycle. The sum of customer value creating actions in vertical organizations, becomes world class through a fully integrated horizontal work flow. Unstable Process Stable Process Define Normal Develop/Follow Standard Work Make Process Visual/Expose Abnormalities Manage to Takt/ Target 100% TTA Continuous Improvement/Break the Process Continuous Transformation model
- 13. 13 Daily Management andContinuous Improvement go hand-in-hand in order to transform a business and sustain results. Lean Thinking is a continuous journey of listening, learning, applying, sharing, gathering and then listening to learn more Standard Work Takt Attainment Problem Solving Pace of Continuous Improvement CI Engagement Transformation AND Sustainment Continuous Improvement (CI) Managing for Daily Improvement
- 14. 14 Inefficiencies Attacking Us Muda= Waste Mura = Variation Muri = Overburden
- 15. 15 Defects Motion Over processing Waiting Inventory Over production Transportation 1 2 3 7 45 Motionof people in the workplaceProducing more than what is required by the customer People or items waiting while a process completes a work cycle Generating excess material through the process Producing sooner or in greater quantities than customer demand Unnecessary moves of items between processes Wrong data, errors, glitches 7 Types of Waste – TIMWOOD 6
- 16. 16 Samples of 7Wastes in IT (TIMWOOD) Waste Type Example Effect Transportation On site visits to resolve hardware and software issues, physical software, security and compliance audits Higher capital and operational expenses Inventory • Server sprawl, underutilized hardware • Multiple repositories to handle risks and control • Benched application development teams • Licenses on the shelf Increased costs: data center, energy, lost productivity Motion Fire-fighting repeat problems within the IT infrastructure and applications Lost productivity Waiting Slow application response time, manual service escalation procedures Lost revenue, poor customer service, reduced productivity Over Production (Over Provisioning) Unnecessary delivery of low-value applications and services, duplicate apps. Business and IT misalignment, increased costs, and overhead, energy data center space, maintenance Over Processing Reporting technology metrics to business managers Miscommunication Defects Unauthorized system and application changes. Substandard project execution Poor customer service, increased costs
- 17. 17 Connecting Lean andAgile • Mary Poppendieck – 2001: “Lean Programming” article discusses parallels of Lean Manufacturing and Agile – 2003: “Lean Software Development” book expanded on the article • Comparing benefits of Agile and Lean
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- 19. 19 Standard Work • Oneof the most powerful Lean tools! • A document that captures: 1. Steps 2. Sequence 3. Timing • Best known way of accomplishing the task at this time • Don’t be too specific. Should easily fit on a single page • Not a manual or training document (but you can have those too) • Intended as a guide for people that have already been trained
- 20. 20 Visual Management • Exposesand communicates problems • What gets measured and displayed gets done • Prioritize effectiveness • It’s not wall art. Living, actively managed tool Kanban Communication
- 21. 21 Example of VisualManagement
- 22. 22 5S – Keepinga Clean House
- 23. 23 Example of VisualManagement + 5S
- 24. 24 1) Value fromthe eyes of the Customer 2) Optimize the Value Stream 3) Create Flow 4) Aim for Pull 5) Seek Continuous Improvement Fundamentals of Lean (again)
- 25. 25 Summary • Lean andAgile have many parallels • Each role has eyes (waste, flow, culture) • Defining normal vs. abnormal • Stabilization first, then improvement • 7 wastes (muda) • Standard Work – there can be no sustained, continuous improvement without it!