The document discusses value stream mapping and problem solving improvement strategies. It provides an agenda that covers defining a value stream, creating current and future state value stream maps, and creating an action plan. The expected results are improving efficiency, transparency, quality, customer satisfaction, and setting strategies for future improvements. It then discusses Lean principles and concepts like eliminating waste, value streams, the seven original wastes, and value stream mapping. The document provides examples and templates for problem solving using the A3 format and PDCA (Plan-Do-Check-Act) approach. It emphasizes the importance of understanding root causes, experimenting with countermeasures, and using results to continuously learn and improve processes.
Hanno Jarvet - The Lean Toolkit – Value Stream Mapping and Problem SolvingDevConFu
Value stream mapping is a Lean technique used to analyse and design the flow of materials and information required to bring a product or service to a consumer. It can be used for nearly any value chain, line of business and group of processes to optimize their results and efficiency.
During the hands on work-shop each participant will have the opportunity to work with their actual business problems and walk away with a clear roadmap on what to improve and why.
Takeaways:
work-shop participants will be able to find ways in their organisation to:
- improve efficiency
- build transparency
- increase the quality of the output and customer satisfaction
- set strategies for future improvements
- create accountabilities
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
Hanno Jarvet - The Lean Toolkit – Value Stream Mapping and Problem SolvingDevConFu
Value stream mapping is a Lean technique used to analyse and design the flow of materials and information required to bring a product or service to a consumer. It can be used for nearly any value chain, line of business and group of processes to optimize their results and efficiency.
During the hands on work-shop each participant will have the opportunity to work with their actual business problems and walk away with a clear roadmap on what to improve and why.
Takeaways:
work-shop participants will be able to find ways in their organisation to:
- improve efficiency
- build transparency
- increase the quality of the output and customer satisfaction
- set strategies for future improvements
- create accountabilities
Evolve or Die: A3 Thinking and Popcorn Flow in Action (#LKCE14)Claudio Perrone
Slides I presented this week for the Lean Kanban Central Europe 2014 #lkce14 conference in Hamburg (and subsequently at Build Stuff in Vilnius) about Lean Management with A3 Thinking and Popcorn Flow. It consolidates some of my latest thoughts on the matter.
You may also be interested in the article that InfoQ published shortly after: http://www.infoq.com/news/2014/11/lean-thinking-change
Process modeling in agile environment alec sharpLoihde Advisory
Esitys on osa joulukuussa 2015 pidettyä Talent Base aamiaistilaisuutta: Data. Prosessit. Innovaatiot. Esityksen piti Alec Sharp, Clariteq Systems Consulting.
Presentation is part of the Talent Base Breakfast Seminar: Data. Processes. Innovations.
- Rapid and innovative process design in an Agile environment
- Why the Agile community is embracing data and process modeling
- Getting clarity on “business process”
- Why slowing down and getting out of the details is critical for rapid process design
- Two assessment frameworks to dispel resistance to change
- A feature-based approach to process design
Business Processes - What Are They, Anyway ?
adapted from:
Alec Sharp, Patrick McDermott!
Workflow Modeling
Tools for Process Improvement and Application Development
2nd ed. by Alec Sharp
Chapter 3
How to Run a Value Stream Mapping (VSM) WorkshopAbraic, Inc.
Learn how—and why—to conduct a VSM workshop. This tutorial caters to an IT audience but is applicable to any department within an organization. With its origins in manufacturing, Value Stream Mapping (VSM) has been successfully adopted by other industries to improve business processes.
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
Process modeling in agile environment alec sharpLoihde Advisory
Esitys on osa joulukuussa 2015 pidettyä Talent Base aamiaistilaisuutta: Data. Prosessit. Innovaatiot. Esityksen piti Alec Sharp, Clariteq Systems Consulting.
Presentation is part of the Talent Base Breakfast Seminar: Data. Processes. Innovations.
- Rapid and innovative process design in an Agile environment
- Why the Agile community is embracing data and process modeling
- Getting clarity on “business process”
- Why slowing down and getting out of the details is critical for rapid process design
- Two assessment frameworks to dispel resistance to change
- A feature-based approach to process design
Business Processes - What Are They, Anyway ?
adapted from:
Alec Sharp, Patrick McDermott!
Workflow Modeling
Tools for Process Improvement and Application Development
2nd ed. by Alec Sharp
Chapter 3
How to Run a Value Stream Mapping (VSM) WorkshopAbraic, Inc.
Learn how—and why—to conduct a VSM workshop. This tutorial caters to an IT audience but is applicable to any department within an organization. With its origins in manufacturing, Value Stream Mapping (VSM) has been successfully adopted by other industries to improve business processes.
The Toyota Way, also known as Lean, was born from hardship and survival. It is an approach that does not rely on the accidental fortunate circumstance of being in a positive business climate. The system that propelled Toyota to the top of the global automotive industry is designed to succeed in both good times and bad.
Lean thinking fundamentally changes the engagement model between IT and the business, challenging traditional relationships with staff,customers and partners.
This session, presented by a partnership between ThoughtWorks and KM&T, explains the Lean approach to challenges, continuous improvement, productivity, and quality, and how these principles can help you deliver high-value,high-quality software solutions to reduce operational costs, increase profitability, and survive.
With presenters bringing deep expertise from Toyota, Lean and Agile principles, learn how to:
-Identify and eliminate non-value adding work and cost (i.e., waste)
-Build quality into processes to remove unnecessary rework
-Apply Just-in-Time (JIT) principles to software delivery
-Build processes that optimise use of resources and productivity for the entire end-to-end value stream
-Engage everyone to continuously improve your team and practices
-Understand the differences between repetitive processes, product development and software development
Join us to discover how to do more with less.
»
»
»
»
»
»
BRISBANE
Tuesday 17 March, 2009
8am –- 9.30am
Hilton
190 Elizabeth Street, Brisbane
SYDNEY
Tuesday 24 March, 2009
8am –- 9.30am
Hilton
488 George Street, Sydney
MELBOURNE
Tuesday 31 March, 2009
8am –- 9.30am
Marriott
Cnr Exhibition & Lonsdale
Streets, Melbourne
PERTH
Tuesday 7 April, 2009
8am –- 9.30am
Hilton
14 Mill Street, Perth
A light buffet breakfast will be provided *
*
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
System Development Life Cycle (SDLC) is a systematic frameworks that helps to deliver products on time with high quality. This presentation gives some real time case studies and establishes case for having a standard framework. It also covers major phases involved in product development.
Large organizations typically struggle to adapt to changing environments and expectations and often suffer in comparison with smaller, more agile companies better able to make swift changes. Learn to employ the techniques of Agile management to all areas of your organization and discover tools and technologies that support Agile management.
Geek Sync I Agile Data Management vs. Agile Data ModelingIDERA Software
You can watch the replay for this Geek Sync webcast in the IDERA Resource Center: http://ow.ly/Er0q50A5o7q
Join IDERA and Joseph Maggi while he discusses some of the more heated debates in the data modeling world centered around the concept of agile data modeling. Much of this debate has its roots in a misunderstanding or at least conflicting views on what Agile is in the first place. Some view agile data modeling as a haphazard approach to database “design” while others view it as a way to get applications developed more quickly and efficiently. This session will explore the merits of both sides of the argument and will discuss the technical manifestations of Agile (namely Scrum and Kanban) and where data modeling fits within these agile methodologies.
Kanban Development And The Paradigm Of FlowAlisson Vale
That was the title of my presentation on Oct 8th 2009 at Agiles 2009, 2nd Latin-American conference on Agile Development Methodologies. I have designed this presentation trying to summarize what the Kanban community is trying to spread recently as a new way to manage knowledge work.
Hanno Jarvet - Agile is a bad strategy or 5 things every Agile practitioner s...DevConFu
Many people confuse strategy (the "what") with operations (the "how") and as a result spend time spinning their wheels without getting anywhere. Actually Agile is not a strategy at all, its an ongoing operational priority.
Agile might help you get to your destination faster, but if the destination is wrong the last thing we need is to get there sooner.
Sometime our business executives or customers come to us with vague images that are short on the what and why and rich on the how. In order to help them and yourself you need to think at a higher level of abstraction.
Come and find out what strategy is and how to implement it. As a result you will know how to think strategically and help executives do the same.
Wilko Nienhaus - continuous delivery release the right thing, done right, at ...DevConFu
Want to know how to release software better? Heard about Continuous Delivery before, but didn't know where to start?
Continuous Delivery is a strategy for improving the software delivery process, through various development practices and a strong focus on automation. Come and find out what value Continuous Delivery brings to agile development teams and how you can release high quality software more often. There will be a practical demo too, showing some of the tooling and mindset that makes it possible.
Gojko Adzic - Taking the business on the journey - ConFuDevConFu
Many teams implement a new delivery process while the company around them stays the same, stuck in big projects and big phases and screaming for long-term commitment, causing conflict and damaging the end result. Teams that fail to get the most out of agile and lean often did not take the business users on the journey with them, limiting the impact and reach of process transformations. Teams that succeed engage their business in a way that provides significant value to everyone. Gojko will present on how industry-leading teams engaged their business users in process transformations, how they solved communication issues and how they built trust between delivery and business sides. Topics covered range from seeing and managing the big picture, engaging business users in defining the right scope, managing requirements and communication and ensuring that there is a shared understanding of quality among business and delivery teams.
Vasco Duarte - Agile Innovation - Product Management in turbulent times - ConFuDevConFu
In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products. We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function to be able to drive innovation into our products. In this session we will look at the role of Product Managers in an agile product development environment, and as agents of innovation
Andrey Adamovich - Enterprise flight into DevOps space - ConFuDevConFu
Enterprise adoption of DevOps is something that is already happening, but like
with other trendy methodologies it happens quite differently with different
level of success. This presentation accumulates speaker's experience in helping
different size organizations to implement DevOps initiatives and gives
interesting real life examples: war stories, jokes, myths.
During last years we accumulated a lot of experience helping our clients
automating their JVM projects starting from automated deployments and ending
with fully automated production infrastructure configuration.
Jina Bolton - in the search of the single source of truth DevConFu
Product design and development can cover a range of devices and platforms: iPhone, iPad, Android phones and tablets, responsive web applications and web sites, desktop apps… and if you work in a very large organization, you may have a range of products and features within each of these areas. In order to stay productive and effective across teams, platforms, and/or devices, systemic design and development is imperative. Style Guides are a great step towards keeping everything aligned. But how can the style guide be a maintainable, useful resource rather than a distraction? Learn from a product designer's perspective from past and current projects how she and her teams have strived to maintain a "single source of truth" for a truly living spec through a living style guide and prototype — all of which can improve your product design and development lifecycle.
Often designers and developers see Refactoring front end user interfaces as a dreaded, monolithic task. Organization, architecture, clean up, optimization, and documentation all seem tedious and overwhelming. However, if you're armed with the right tools and a solid foundation, you may find refactoring to be actually quite fun. Learn some Sass, organization, and documentation tricks from a product designer's perspective. Start making refactoring a regular part of your design process and development workflows.
Didzis Balodis - Web application security – war stories from real penetration...DevConFu
The talk will cover some of the most common mistakes which are identified during recent web application security assessments. Those include but are not limited to various types of injections (SQLi, XSS, etc.), local file access and business logic flaws. During the talk practical examples will be demonstrated along with the mitigation tools and techniques.
Ivan Gaydamakin and Juri Tishko - 3D Printing (workshop)DevConFu
During 3D printing workshop we do an overview how 3D printers work, what technologies are used today for 3D printing and which materials we can use. We are going to review how to prototype, design and produce objects using 3D printers. One of the most important aspects is how you design models for 3D printing. Finally, at the end of the workshop participants can print out their models using 3D printer.
About the company:
ITBS Secured3D is an enterprise security company that offers cloud 3D printing solutions. To protect copyright of Designers and Enterprises we securely store and stream 3D models directly to 3D printers without exposing originals. Our product is becoming a standard, has detective and protective controls, B2B focused, fully ready and selling. Our solution is validated by the top 3D printer manufacturers.
Robin Hawkes - Using OpenStreetMap and WebGL to create real-world cities in 3DDevConFu
ViziCities is an open-source 3D city visualisation platform powered by OpenStreetMap, WebGL and many other cutting-edge Web technologies. Think SimCity meets the real world!
In this talk, Robin Hawkes, ViziCities' co-creator and Lead Developer will highlight the development issues experienced along the way and show you how he overcame them – ranging from how you tackle the realtime processing of thousands of 3D buildings without locking up the browser, to how you visualise the entire world without needing a server or your own geographic data source.
"As a requirements analyst I often hear 'Oh we don't do specifications, we do Scrum!' Although fewer specs are needed in a true Scrum environment with an experienced team, this doesn't mean specs can be eliminated altogether. A new balance needs to be found. This presentation elaborates on this discussion and gives you hands-on tips for working with specifications in a Scrum environment.
Subjects covered:
- What can we consider as specifications
- Why is it important to specify in a Scrum environment?
- How much should be specified?
- When in the process do we make and use specs?
- How to specify?"
Allan Kelly - Dialogue Sheets for retrospectives and discussionDevConFu
Retrospectives are a key tool in the Agile toolkit. But, they aren't easy. Some teams do them regularly - but they can become boring and repetitive. Other teams don't do them - they lack the time, the energy or they don't have a suitable facilitator.
In fact its not just retrospectives. Teams need to learn to talk, discuss, reflect together over many things. Good conversation makes for good software.
Retrospective Dialogue Sheets can help overcome these problems. These are a new tool in the Agile toolkit to inject some fun and variety into retrospectives. Teams which have tried dialogue retrospectives report higher energy levels, more inclusive discussions and innovative findings. And all this without a retrospective facilitator!
This is a hands on session, everyone will get a go at working with a dialogue sheet and will learn what a dialogue sheet is and how to use one. After everyone has had a chance to try a Dialogue Sheet Allan will discuss some of the ways teams are using dialogue sheets and look to the future.
About the session:
- Participants are divided into teams of between 3 and 8 and given an A1 sheet to work with
- Teams discuss the questions on the sheet and write their answers directly on the sheet
- Teams review each others sheets and discuss the technique
Running order:
- 10 minutes introduction to sheets and creating groups
- 50 to 60 minutes for teams to complete the sheet
- 20 to 30 minutes for review and discussion
Robert Virkus - Playing with LEGO Mindstorms from your Mobile PhoneDevConFu
Learn how interact with LEGO Mindstorms robots in this practice heavy talk. Mindstorms is a really great way to get into robotics programming and you can completely control it from within your app. We look at the options available on iOS, Android and Windows Phone and play around with real robots.
Eduards Sizovs - Micro Service Architecture DevConFu
Eduards will talk about micro service architecture - approach to designing software when complex app is broken into tiny, cohesive services which are apps themselves. Anatomy of micro services will be covered with practical implementation advices in Java.
Misha Beshkin - How to organize execution of tests on real Android devicesDevConFu
Creative mobile develops mobile client-server games. Client side is tested, using Unity tests. We managed to create mechanism to execute these tests on several real devices simultaneously. During tests application obtains latest version of client app from server, installs it, collects logs and takes screenshots.
Jon Arne Sæterås - Give Responsive Design a mobile performance boost DevConFu
Responsive Web Design (RWD) is a giant leap in the right direction for web on mobile devices. However, RWD is just a small, part of the big picture. What we really want is for the whole value chain to be responsive, not only in the browser., There are a vast number of frameworks and tools on the webs for implementing RWD. Most of these provide a great starting point for mobile ventures. However, there are not so many tools out the to help you with the rest of the value chain. Especially tools that are easy to use and provide a relatively small footprint for front end developers., This talk will explore possibilities you get when you combine the best practices from the client side, with best practices from the server side. Sometimes this technique is called RESS, or Adaptive Design. The talk will contain coding, code samples and best practices based on popular frameworks and tools for Adaptive Design that combines client side and server side techniques. Results, effects and gains in terms of performance will also be documented and exemplified., The audience will gain insights into how their next project can perform even better in mobile devices and smart ways to reduce data traffic, increase speed and be more future friendly by utilizing the server for heavy-lifting.
Andrey Adamovich and Luciano Fiandesio - Groovy dev ops in the cloudDevConFu
The talk is focused on open-source Groovy/Java libraries that we have developed in order to solve our daily DevOps problems including SSH connectivity, cloud instance management, OS image management and integration testing of Puppet modules with the help of Groovy and Junit.
Patrick H. Lauke - Getting Touchy; an introduction to touch and pointer eventsDevConFu
Beyond smartphones and tablets, touchscreens are finding their way into laptops and even desktop computers. With hardware support for touch becoming increasingly ubiquitous, it's time to explore what new possibilities are available to developers. This session will cover the basics of handling touch events - from making sure simple single-tap interactions are as responsive as possible, all the way to full multitouch, gesture-enabled, cross-browser interface elements.
Allan Kelly - Do it right, then do the right thingDevConFu
Several generations of managers have been taught to "Do the right thing, then do it right." It has a logic all of its own doesn't it? What's the use of being highly effective is you are highly effective at the wrong thing? But what if the obsession with doing the right thing is itself harmful? What if you don't know the right thing to do until you have do something? What if you need to do something in order to know what is right and what is wrong? Rather than analyse before doing anything, it may well be cheaper and faster with modern tools to do something, and then analyse what happens before deciding what to do next. But only if you can iterate: do something, learn and go around again. In this session Allan Kelly will present an alternative, possibly heretical, view of the world and argue that doing things right is essential if you are to do the right thing.
I will speak about general principles of game development and share
the experience of participating in big scale project. I will discuss
the pros and cons of the engine and explain how it became so damn
popular.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Hanno Jarvet - VSM, Planning and Problem Solving - ConFu
1. 13/11/13
1
The Lean Toolkit - Value Stream
Mapping and Problem Solving
Improvement Strategies and Execution
Hanno Jarvet
www.jarvet.com
Agenda
• Defining a Value Stream
– Identifying a suitable process(es)
– Creating a current state Value Stream Map
– Creating a future state Value Stream Map
• Creating an action plan
– Planning and execution (Deming Cycle: Plan, Do,
Check, Act)
– Identifying root causes of problems
– Problem solving with an A3 template
www.jarvet.com
Expected results
After the session the participants are better able to:
• improve efficiency
• build transparency
• increase the quality of the output and customer
satisfaction
• set strategies for future improvements
• create accountabilities
www.jarvet.com
What is Lean?
• Deliver continually increasing customer
value
– Expending continually decreasing effort
– By leveraging the time and energy of bright,
creative workers
Project
noise
level
Complex
Simple
Anarchy
Complicated
Technology
Far
from
Agreement
Requirements
Close
to
Agreement
Close
to
Certainty
Source:
Agile
So7ware
Development
with
Scrum
Far
from
Certainty
Strategic
Management
and
Organiza0onal
Dynamics
by
Ralph
Stacey
in
by
Ken
Schwaber
and
Mike
Beedle.
Pilt:
Mountain
Goat
SoKware
www.jarvet.com
What Is Value?
• A capability provided to a customer
– of the highest quality
– at the right time
– at an appropriate price
as defined by the customer.
"Value" is what the customer is buying
2. 13/11/13
2
www.jarvet.com
Eliminate Waste
Stop doing things customers don’t value!
Value is…
Seen through the eyes of those who pay for, use,
support, or derive value from our systems.
Waste is…
Anything that depletes resources of time, effort,
space, or money
Stop making customers unhappy
www.jarvet.com
Value Demand
– Demand for work that adds value from a customer
perspective
– The Goal: Deliver products and services that will
delight Customers
Failure Demand
– Demand on the resources caused by your failures.
Eg. Support Calls
– The Goal: Eliminate Failure Demand. Meanwhile
respond as fast as possible.
What creates value?
(SIPOC) Suppliers Input Process Output Customers
• Product and service design
• Product development
• Service development
• Customer Service and sales
• Product and service delivery
• Customer advisory/training
after delivery
• Routine client “maintenance”
• Most management activities
• Customer surveys
• Systems and process design
• HR
• Office and production
facilities cleaning and
maintenance
• Finance / bookkeeping /
Accounting
• Purchasing /Procurement
• Administration
• Training
• Management information
systems
• Service / Production Planning
www.jarvet.com
The Original 7 Wastes
• Transport
– moving products that are not actually required to perform the processing
• Inventory
– all components, work in process and finished product not being processed
• Motion
– people or equipment moving or walking more than is required to perform the
processing
• Waiting
– waiting for the next production step
• Overproduction
– production ahead of demand
• Over Processing
– resulting from poor tool or product design creating activity
• Defects
– the effort involved in inspecting for and fixing defects
www.jarvet.com
SoKware
Development
7
• ParOally
Done
Work
• Extra
Processes
• Extra
Features
• Handoffs
• Delays
• Task
Switching
• Defects
If
Each
Handoff
Leaves
50%
Behind
•
25%
of
knowledge
leK
aKer
2
handoffs
•
12%
of
knowledge
leK
aKer
3
handoffs
•
6%
of
knowledge
leK
aKer
4
handoffs
•
3%
of
knowledge
leK
aKer
5
handoffs
www.jarvet.com
4. 13/11/13
4
www.jarvet.com
Different Organizations
High Reliability Organizations
• Far less than their fair share of accidents.
• Failure is a learning opportunity.
• So small failures are deeply investigated and corrected.
• Noise is not tolerated.
Low reliability Organizations
• Far more than their fair share of major accidents.
• Failure is not an option. So failures are hidden.
• Noise is ignored.
www.jarvet.com
Excellence
Excellence is the product of good people
and good systems. (Don Reinertsen)
Good people:
– Have the capability and experience to do
their work well.
– Have a disciplined approach to work
– Don’t need to be tightly managed
– Fulfill their commitments
www.jarvet.com
Seeing Problems is Easy
…Caring about them is not
Everybody sees symptoms
– And ignores them
– Or complains about them
– And works around them and goes on
Problem SOLVING organizations
– Look for symptoms
– Use PDCA to address the underlying problem and find
permanent remedies
– Even for small problems
How do you compete against an organization where
everyone is a problem solver???
High Velocity Organizations
Improve & adapt faster than their competitors
1. Use well defined team work processes designed to
reveal failure rapidly.
2. Whenever failure occurs, the team swarms the
problem close in space and time to the event.
3. Teams are expected to share what they learn with
the rest of the organization
4. The primary responsibility of leaders and managers:
make sure 1, 2, & 3 happen. (not to deliver results)
Compare: “I thought I was a great problem solver, but I
have been solving the same problem for 20 years!”
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Dr. W. Edwards Deming
Most of the problems we encounter (perhaps 90%) are
the result of multiple influences, they generally can not
be attributed to a single cause. Assigning blame for a
problem to the last person involved is worse than
counterproductive, it will probably make a bad
situation worse.
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Good People Make Mistakes
Good Systems Prevent Mistakes
• Safe Flying
– 1935: Major Ployer Hill was killed while
testing a new plane
– Forgot to release new locking on elevator
and rudder controls
– Conclusion: New planes are too complex to
fly.
– Group of test pilots devised a solution:
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Problem Solving A3
For boundary-spanning problems
Develop a Consensus for action
– Boundary –spanning communication
• 30 second glance, 10 minutes to read
– Pull based authority
• Agreement of those affected by the change
– Owner Responsibility
• Team collaboration
– Cautions
• Define the problem carefully
• Find REAL root cause
• Manager as mentor
Sorbek & Smalley: Understanding A3
Thinking
The Deming Cycle
Typical PDCA
• Plan quickly
– Address Symptoms
• Do immediately
– Jump to conclusions
• Check roughly
– Act pretty much the way
you did before
High Velocity Organization
PDCA
• Plan deeply
– Discuss actual situation and
target with everyone
affected
– Really understand/model
the problem and its root
cause
• Do many quick experiments
– Validate your thinking
– Check implications carefully
• Act systematically
– Update and deploy
standards and checklist
disciplines
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Improvement Kata
1. Visualize Perfection
2. Have a first hand grasp of the situation
3. Define a target condition on the way to
perfection (strive to move step by step to
target)
4. As obstacles are encountered, they are
systematically understood and overcome
(You do this until you retire or die. Whichever comes first. ;) )
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Coaching Kata
• Everyone has a mentor
• The mentor
– Knows the details
– Asks questions
– Teaches the improvement kata
– Focuses on learning
• Not results
• We build people before we build cars. (Toyota)
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Theme and Background –
Look Very Carefully
• Theme is A3 Title
– Identifies relevance
– Revised as situation understanding improves
• Background identifies problems impact
– Why this problem matters
• Impact of problem on organization
• Specific and Quantitative –use graphs, tables, etc.
– People affected understand, agree on, and care
• 10 second rule
– Reader can assess relevance of A3 within 10
seconds
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Current Condition –
Ask what we already know
• Specific, detailed, quantitative, concise
– Tables, graphs, histograms, value-stream maps, diagrams
– Countermeasures (Experiments)
– Highlight exactly where problem occurs
– Baseline to compare to metrics after countermeasures
are applied
• Engage everyone affected by or causing symptoms
– Build Consensus on what is
• Symptoms / Undesirable Effects everyone can see
• Foundation of authority to experiment with countermeasures
• Update as understanding improves
Goal –Next Target Condition
Model what we expect
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• What baseline change is wanted?
– What does perfect look like?
– What does the organization need?
• Mentor ensures that the owner has both
– Plausible Hypothesis
• Based on best available model/understanding of how
the system should work
– Consensus among stakeholders
• Target is attainable and desirable
• Update as root cause and countermeasures
developed
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Root Cause –
Model Cause & Effect
• Identify underlying problem(s) causing symptoms
– Root cause is typically faulty thinking or assumptions
• Addressing the root cause(s) improves all levels of
symptoms/undesirable effects/visible damage.
• Build consensus among stakeholders
– Broad agreement on Cause & Effect network
– Reflect best current knowledge about how things work
• Some techniques:
• Some techniques:
– 5 Whys -track down the
– Ishikawa (fishbone) diagram
– Cause-effect diagram
– Current Reality Tree
Propose Countermeasures –
DO [Many Experiments]
• Identify countermeasures for each candidate root
cause
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– Experiments expected to mitigate underlying
problem
– Suggested by people involved or A3 owner
• Assess each countermeasure
– Discuss with Stakeholders affected
– Identify expected changes in meaningful measures
from each countermeasure
– Select those with most promise
• (DO) Try each selected countermeasure to get
evidence for their effectiveness
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Results & Follow-up –
Check& Act: Know WHY, not just know how!
• For each countermeasure implemented
– What actually happened
• If different than expected,
– Why?
– Does the model you used correctly represent what
happens?
– How do the results improve your knowledge of how
to think about your work?
• What will you monitor to know that the problem
remains “solved”?
• What additional problems are revealed after the
countermeasures are in place?
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Learning
Results and Follow-up
• The reliable learning comes from checking the results
of your experiments.
– If the hypotheses in your root-cause analysis are correct,
your countermeasures should make the situation better
by the amount you expected.
– If they do not, either your model is wrong or the
countermeasure is not correct or sufficient to address the
root-cause and you have to try again.
• Learning only has value if it changes the way you act
– Improved workflow, better method, better skills, needed
checklist item, better standards, etc.
– This is the ACT part or PDCA, change the way you do this
kind of work.
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Scopes of A3s
Strategic
(6-‐12
months)
System
(1
week
–
6
months)
Process
(1
week)
Ishikawa or Fishbone Diagram
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Root Cause Analysis
Root Cause Analysis