How we became lean

November 2014 Corporate Technology Development Center Restricted © Siemens AG 2014. All rights reserved
How we became LEAN!
Story of LEAN transformation
Meghana Niranjan Parwate

Restricted © Siemens AG 2014. All rights reserved
How we became LEAN!
- Story of LEAN transformation
Siemens Corporate Technology Development Centre| Nov 2014

Agenda
The Story of LEAN Transformation
What triggered us to change
LEAN Transformation and Journey
LEAN rollout
LEAN Coaches Network
Prínciples
LEAN View
The Advantages – what we gained

What triggered us to change? –
Long time to market!
Especially projects with high degree of SW development can be optimized
Problems Reasons
P1: Time period from project start to
delivery is too long
R1: Focus is not on the
next important features
P2: 60% of the described and discussed
requirements will not be shipped
R2: Early verification is not possible
due to late integration
P3: Integration and build process
are error-prone
R3: Low automation of repetitive
workflows (Builds, Tests, …)
P4: Late Quality
R4: High division of labor with too less
synchronization points
R5: Permanent overload prevent
people to improve the process and
the infrastructure

Lean, a journey not a destination
Vision
Deliver continually increasing customer value
Expending continually decreasing effort
In the shortest possible timeframe
with the highest possible quality
Lean, a journey not a destination
(Poppendieck, 2009)

Lean Roll-out world-wide
More than 2200 people addressed by Lean Trainings
Genua
Toulouse
Chengdu
Eisenstadt /
Linz
Budapest
Germany
Johnson
City
Istanbul Bangalore

Lean Coach Network
World-wide Network for exchange of knowledge
Meetings
• Lean Coach Meeting
2 x per month, 50 Minutes
Live Meeting (Germany)
• Lean Coach Meetings local
Sites: Nbg, Fth, Khe, Amb, …
• Segment Lean Coach Meeting
Live Meeting (world-wide)
• Lean Coach Workshop
1 x per year, 2 days
Conference Center (Germany)
• Center Lean Coaches
• Segment Lean Coaches
• Project Lean Coaches
• House Lean Coaches
• Site Lean Coaches
• Functional Lean Coaches

The LEAN Principles
Principles are the base for the culture change

Lean as Life Cycle revamp
Lean Development Life Cycle Approach
Analyzed the existing Software life cycle
Enhance the same based on identified Lean elements
(8 principle framework)
Continue the Focus to refine further
Measure the metrics at Overall level i.e. Effort Saved,
Cycle Time at Release Level, Documentation Saved etc

Deliver Fast – Yearly Software Releases
Lean View with Epics and User Stories shorten planning phase
EPIC
Product Features
1st
User Stories
(rough)
User Stories
(small)
Tasks
to realize
Functions
Dialogs
Tests
User
Documentation
Final
Build
2 month 6 month 2 month

LEAN View Highlights –
User Story based Development
Task
User Story
Feature
EPIC
User Story based Development
–
Optimized the whole and reduced local silos
From Epics to User Stories
 EPICS – Vision document describes those requests
which are of maximum value add to customer. Customer
benefit, market and business success are in focus.
Feature – Product and System overview of the new
features. Make or Buy Decisions. Joint venture between
R&D and Product Marketing!
User Story – Describing user stories – basis for common
communication and project discussions. User Story
acceptance criteria is defined by the validation team and
shared with development.
Tasks – Concrete activities which help realize value to
end customer
Complete left-shift principle – entire team works together from day1
User story based development thrives on collaboration between R&D and Product Marketing

ALM – The TFS transition

Why work items?
Keep on
improving
Focus
on
Value
Decide
at right
time
Decide at the right time, Focus on Value –
Involvement of Product Marketing in the Work-items via
inputs during creation of requirements, clusters
Focus on Value – Any checkin or activity is based on a
work-item
Keep on improving – Work-items can be customized
using templates and custom controls

Build Quality-In
Reduce and Avoid Defects is a focus topic
To err is human! So, how can we deal with that?
• Static Code Analysis
• Feedback (e.g. Pair Programming)
• Test Automation & Test-Driven Development
• Gated Check-Ins
Identify
Defects
• Qualification of people
• Learn from errors systematically
• Avoid negative stress (e.g. WIP Limits)
• Work in Co-located Teams
Reduce
Defects
• Automation of workflows
• Model-based Programming
• Domain-specific Languages
• Develop only what is needed
Avoid
Defects
B
u
il
d
Q
u
a
li
t
y
-
I
n
L
e
v
e
l

Test Interface Library
Based on evaluation between CUIT and Test Interface
Library:
The underlying MSAA automation technology used in
the Test Interface Library is state of the art to automate
WInForms & Win based (Win API, MFC) applications.
There are about 200 custom / owner drawn controls in
our legacy and innovation line of products. CUIT does
not provide test controls for those UI controls, but Test
Interface Library does.
Library developed in-house gives more control on the
prioritization of features
Developed
and
maintained
in-house
Integral part
of CI is
the Test
Interface
Library

Highlights of our LEAN journey
Value-Effort Matrix is the pivot of the planning
Transition from incremental mode of development to user story-based
development
Feature team/user story teams work towards realizing a user story
Continuous integration helps in early detection of issues
No code change without a reason
Gated checkins , focus on acceptance criteria for testing
Overlap of testing and development - testing is not an activity which begins at
the fag-end of the project
Heavy impetus on test automation
Usage of virtualization for testing

The Improvements
Facts prove and people observe major improvements
• Higher motivated People
• Better understanding
for each other
• Good cooperation
• Open communication
• Clear and early picture
what is in the next release
Defects before M260
V11 V12
1 : 5
M260
1 : 2
M260
30% earlier
Total Defect Count
V11 V12
30611
17963
41% less
Cut List
V11 V12
20%
0%
Zero Cuts
Motivation
2010 2011 2012
Engagement Survey
10%
10% higher
Time per Build
V11
V12
12h
3h
75% faster
Test Coverage
V11 V12
5000 28000
4 x higher
Interviews
1) NLOC: Netto Lines of Code
Version People Duration NLOC1
V11 > 1000 38 months + 15 Mio
V12 > 1000 25 months + 17 Mio

Meghana Parwate
Team Manager and LEAN Coach
CT DC AA DF-PD
Phone: +91 (80) 6711 1189
Fax: +91 (80) 6711 1600
Mobile: +91 98861 29228
E-mail:
meghana.parwate@siemens.com
intranet.ct.siemens.com

How we became lean

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