Intro to Kanban - AgileDayChile2011 KeynoteChileAgil
This document provides an introduction to Kanban, including what it is, why it would be used, and its origins and principles. Kanban is a pull-based system that uses visualization techniques like boards and limits on work-in-progress to regulate flow. It originated from the Toyota Production System and can be overlaid on software development processes. The document outlines how Kanban was implemented at one company and discusses scaling Kanban to larger projects. It also explains how Kanban encourages continuous improvement through evolutionary changes and how these principles form the Kanban Method for adopting Lean practices.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
This document provides an introduction to Kanban, including:
1. The background and origins of Kanban in lean manufacturing.
2. The key elements of the Kanban method including visualizing workflow, limiting work-in-process, managing flow, establishing explicit policies, improving collaboratively through kaizen, and implementing feedback loops.
3. Tools that can be used to implement Kanban and references for further reading on Kanban.
The document describes a Kanban pizza game simulation used to help participants experience Kanban concepts in an engaging way. In the game, participants work together in a simulated pizza shop to make and deliver pizzas, earning and losing points along the way. The game is divided into rounds where different Kanban concepts like work in progress limits and visualizing workflow are introduced. Participants are given feedback on their score after each round and discuss lessons to improve their process. The overall goal is for participants to iteratively apply Kanban principles to maximize their score by optimizing their collaborative pizza production and delivery workflow.
This document provides an introduction to Kanban basics for beginners. It discusses the origins of Kanban in the Toyota Production System and how it was adapted for software development. The core Kanban principles are visualized workflow, limiting work in progress, and continuous improvement. Examples are given of how to apply these principles, such as using minimal marketable features and Little's Law to deliver faster. Prioritizing work based on business value, cost of delay, and resource availability is also covered. The document concludes with references and recommendations for further learning about Kanban.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
The document discusses Kanban, a Lean methodology based on visualizing workflows. It describes Kanban concepts like limiting work-in-progress and measuring lead times. The document then outlines several experiments using a Kanban game with roles like squares maker and triangles maker. Finally, it provides overviews of key Kanban techniques including cumulative flow diagrams and visualizing workflows.
Intro to Kanban - AgileDayChile2011 KeynoteChileAgil
This document provides an introduction to Kanban, including what it is, why it would be used, and its origins and principles. Kanban is a pull-based system that uses visualization techniques like boards and limits on work-in-progress to regulate flow. It originated from the Toyota Production System and can be overlaid on software development processes. The document outlines how Kanban was implemented at one company and discusses scaling Kanban to larger projects. It also explains how Kanban encourages continuous improvement through evolutionary changes and how these principles form the Kanban Method for adopting Lean practices.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
This document provides an introduction to Kanban, including:
1. The background and origins of Kanban in lean manufacturing.
2. The key elements of the Kanban method including visualizing workflow, limiting work-in-process, managing flow, establishing explicit policies, improving collaboratively through kaizen, and implementing feedback loops.
3. Tools that can be used to implement Kanban and references for further reading on Kanban.
The document describes a Kanban pizza game simulation used to help participants experience Kanban concepts in an engaging way. In the game, participants work together in a simulated pizza shop to make and deliver pizzas, earning and losing points along the way. The game is divided into rounds where different Kanban concepts like work in progress limits and visualizing workflow are introduced. Participants are given feedback on their score after each round and discuss lessons to improve their process. The overall goal is for participants to iteratively apply Kanban principles to maximize their score by optimizing their collaborative pizza production and delivery workflow.
This document provides an introduction to Kanban basics for beginners. It discusses the origins of Kanban in the Toyota Production System and how it was adapted for software development. The core Kanban principles are visualized workflow, limiting work in progress, and continuous improvement. Examples are given of how to apply these principles, such as using minimal marketable features and Little's Law to deliver faster. Prioritizing work based on business value, cost of delay, and resource availability is also covered. The document concludes with references and recommendations for further learning about Kanban.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
The document discusses Kanban, a Lean methodology based on visualizing workflows. It describes Kanban concepts like limiting work-in-progress and measuring lead times. The document then outlines several experiments using a Kanban game with roles like squares maker and triangles maker. Finally, it provides overviews of key Kanban techniques including cumulative flow diagrams and visualizing workflows.
An overview of what Kanban is within Agile
View more on Kanban and its history/origins: https://agile-mercurial.com/2019/02/15/what-is-kanban/
https://agile-mercurial.com
VSM - Value Stream Mapping for made-to-order manufacturingJessica Mitchell
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Lean Lego Game Slides - Short PresentationiSixSigma.com
This is the short presentation that goes along with the Lean Lego Game. It's about one hour and 30 minutes long.
See full article here: https://www.isixsigma.com/training/training-materials-aids/lean-lego-game/
The document discusses various metrics and estimation techniques used in project management, including burn down charts, velocity, and planning poker. It describes burn down charts as a way to track work completed and remaining over time. Velocity measures the amount of work a team can complete within a sprint. Estimates are not fixed but are meant to be quasi-estimates and continually re-evaluated. Planning poker involves the team anonymously estimating tasks in pairs to reach consensus and avoid influence from others like managers.
Harnessing The Power of 5S and Visual Management with GoLeanSixSigma.comGoLeanSixSigma.com
Watch this free 1-hour webinar, and you’ll learn how to use powerful visual management tools to promote positive change in your organization.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-harness-power-5s-visual-management/
Scrumban - applying agile and lean practices for daily uncertainty by Vidas V...Vidas Vasiliauskas
In this presentation I have talked about scrumban - a mix of routines and techniques for daily use in dynamic environment. Like in startups, product manufacture, support or similar cases.
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
Kanban is a scheduling and workflow management system developed at Toyota in the 1940s. It uses visual cues like cards or notes to manage workloads and optimize workflow. Kanban focuses on limiting work-in-progress to avoid bottlenecks. Teams use physical or online Kanban boards to visualize workflows, track work status, and improve processes through metrics like throughput and work-in-progress. Setting up Kanban involves mapping current workflows, visualizing work, focusing on continuous flow, and limiting work-in-progress using work-in-progress limits.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Kanban is a scheduling and inventory control system used in lean manufacturing that focuses on limiting work-in-progress. It was developed by Toyota to improve production flow and involves visualizing and limiting work, continuously improving processes, and focusing on smooth workflow. Kanban boards make work visible and help teams collaborate to improve communication, identify issues, and empower self-managed processes.
This document discusses lean project management principles. It defines lean systems and enterprises as emphasizing the prevention of waste and fostering continuous improvement. Lean thinking aims to deliver customer value with the least waste in the shortest time. Lean goals include improving quality and reducing waste, lead time, and costs. Lean principles specify value, identify value streams, emphasize flow, pull systems, and perfection. Lean project managers focus on eliminating waste in hand-offs between team members. Strong project chartering, seeing projects as value streams, and continuous learning are emphasized.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Value Stream Mapping is a streamlining process that removes wasted steps to improve productivity and efficiency. It is a useful tool that can be applied to map out business processes and household operations. The process involves mapping the current state, identifying waste to be removed, planning the future improved state, and applying 5S principles to maintain an efficient workflow with less clutter. Value Stream Mapping results in higher productivity, profits, and a generous return through increased standardization and efficiency.
The document describes a workshop on introducing lean principles to software development. It begins with an agenda and introduction to lean concepts. Participants then take part in hands-on exercises simulating production processes to experience issues like waste, uneven workflow, and inflexibility without lean. The exercises demonstrate how lean tools like kanban, pull systems, and multitasking can address these issues and improve flow. The workshop emphasizes that lean is not just tools but a long-term philosophy of continuous improvement respecting people.
Kanban is a lean project management system that uses visual cards or boards to manage work. It originated from Toyota in the 1940s and focuses on limiting work-in-progress to improve flow and productivity. A Kanban board visualizes tasks, resources, and workflow to simplify communication. Tasks are pulled into stages based on available capacity rather than being pushed based on schedules. The process involves mapping workflows, limiting work-in-progress, focusing on continuous flow, and continuously improving based on metrics.
Zapoznaj sie z prezentacją na temat wykresów wodospadowych w Excelu. Więcej o nich dowiesz się na Kursie Excel - http://www.cognity.pl/szkolenie-excel,s,9.html
The document discusses different approaches to unit testing object-oriented code using mocks and stubs. It argues that mocks are better suited for testing incoming queries by asserting on results, while stubs are better for outgoing queries to avoid asserting on mocks. For testing commands, it is better to assert on state changes or side effects rather than messages to mocks. The example of testing a prepaid topup service demonstrates asserting on the side effect of orders placed rather than messages to a mock.
An overview of what Kanban is within Agile
View more on Kanban and its history/origins: https://agile-mercurial.com/2019/02/15/what-is-kanban/
https://agile-mercurial.com
VSM - Value Stream Mapping for made-to-order manufacturingJessica Mitchell
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
Kanban 101 workshop by John Goodsen and Michael Sahota.
This covers everything you will need to know to play Russell Healy's Kanban Game: visualizing the work, metrics, and creating explicit policies.
Slides are available on request. Please email me.
Finding a way to do things more efficiently is important - no matter what business you are in or what kind of projects you do.
Check out the basic Kanban principles that might change the way you work.
Good luck!
Lean Lego Game Slides - Short PresentationiSixSigma.com
This is the short presentation that goes along with the Lean Lego Game. It's about one hour and 30 minutes long.
See full article here: https://www.isixsigma.com/training/training-materials-aids/lean-lego-game/
The document discusses various metrics and estimation techniques used in project management, including burn down charts, velocity, and planning poker. It describes burn down charts as a way to track work completed and remaining over time. Velocity measures the amount of work a team can complete within a sprint. Estimates are not fixed but are meant to be quasi-estimates and continually re-evaluated. Planning poker involves the team anonymously estimating tasks in pairs to reach consensus and avoid influence from others like managers.
Harnessing The Power of 5S and Visual Management with GoLeanSixSigma.comGoLeanSixSigma.com
Watch this free 1-hour webinar, and you’ll learn how to use powerful visual management tools to promote positive change in your organization.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-harness-power-5s-visual-management/
Scrumban - applying agile and lean practices for daily uncertainty by Vidas V...Vidas Vasiliauskas
In this presentation I have talked about scrumban - a mix of routines and techniques for daily use in dynamic environment. Like in startups, product manufacture, support or similar cases.
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
Kanban is a scheduling and workflow management system developed at Toyota in the 1940s. It uses visual cues like cards or notes to manage workloads and optimize workflow. Kanban focuses on limiting work-in-progress to avoid bottlenecks. Teams use physical or online Kanban boards to visualize workflows, track work status, and improve processes through metrics like throughput and work-in-progress. Setting up Kanban involves mapping current workflows, visualizing work, focusing on continuous flow, and limiting work-in-progress using work-in-progress limits.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Kanban is a scheduling and inventory control system used in lean manufacturing that focuses on limiting work-in-progress. It was developed by Toyota to improve production flow and involves visualizing and limiting work, continuously improving processes, and focusing on smooth workflow. Kanban boards make work visible and help teams collaborate to improve communication, identify issues, and empower self-managed processes.
This document discusses lean project management principles. It defines lean systems and enterprises as emphasizing the prevention of waste and fostering continuous improvement. Lean thinking aims to deliver customer value with the least waste in the shortest time. Lean goals include improving quality and reducing waste, lead time, and costs. Lean principles specify value, identify value streams, emphasize flow, pull systems, and perfection. Lean project managers focus on eliminating waste in hand-offs between team members. Strong project chartering, seeing projects as value streams, and continuous learning are emphasized.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Value Stream Mapping is a streamlining process that removes wasted steps to improve productivity and efficiency. It is a useful tool that can be applied to map out business processes and household operations. The process involves mapping the current state, identifying waste to be removed, planning the future improved state, and applying 5S principles to maintain an efficient workflow with less clutter. Value Stream Mapping results in higher productivity, profits, and a generous return through increased standardization and efficiency.
The document describes a workshop on introducing lean principles to software development. It begins with an agenda and introduction to lean concepts. Participants then take part in hands-on exercises simulating production processes to experience issues like waste, uneven workflow, and inflexibility without lean. The exercises demonstrate how lean tools like kanban, pull systems, and multitasking can address these issues and improve flow. The workshop emphasizes that lean is not just tools but a long-term philosophy of continuous improvement respecting people.
Kanban is a lean project management system that uses visual cards or boards to manage work. It originated from Toyota in the 1940s and focuses on limiting work-in-progress to improve flow and productivity. A Kanban board visualizes tasks, resources, and workflow to simplify communication. Tasks are pulled into stages based on available capacity rather than being pushed based on schedules. The process involves mapping workflows, limiting work-in-progress, focusing on continuous flow, and continuously improving based on metrics.
Zapoznaj sie z prezentacją na temat wykresów wodospadowych w Excelu. Więcej o nich dowiesz się na Kursie Excel - http://www.cognity.pl/szkolenie-excel,s,9.html
The document discusses different approaches to unit testing object-oriented code using mocks and stubs. It argues that mocks are better suited for testing incoming queries by asserting on results, while stubs are better for outgoing queries to avoid asserting on mocks. For testing commands, it is better to assert on state changes or side effects rather than messages to mocks. The example of testing a prepaid topup service demonstrates asserting on the side effect of orders placed rather than messages to a mock.
Tests should save our money and time. How is it that they often become the stumbling block and slow down the work? They fail every time you try to do some refactoring and are difficult to maintain ultimately increasing the cost of software maintenance. If you have such problems it means that you may have gone "a mock too far " - testing the wrong things, and you using mock in the wrong places.
Examples how to test different types of code wisely so tests will protect your application and will not be a burden for you.
The document provides a list of ambitious career goals and accomplishments one could aspire to, including becoming a chess grandmaster, Formula 1 world champion, successful startup owner, best-selling author, and world-renowned developer. It notes that some items on the list may not apply to all readers and leaves one item open-ended to be filled arbitrarily.
The document discusses different types of unit tests including stubs and mocks. A stub replaces a method with code that returns a specified result, while a mock is used to validate expectations about method calls. Unit tests run in isolation from external dependencies and validate specific functionality. Refactoring changes code structure without affecting behavior.
Ignore The Obvious is about how to not get caught in the trap of doing what everyone else is doing. Doing the obvious means safe - average - boring.
By using questions, more specifically killer questions, you can discover opportunities for innovation that will differentiate you.
This is a 30 minute version of a much longer "workshop" I give. This is the material I used at the Argyle Executive Forum in NYC on 2011-06-14.
Prezentacja gry biznesowej Farmersi - czym jest ta symulacja i jakie można odnieść korzyści z jej korzystania? Oferta szkoleniowa i reklamowa dla firm.
Retrospekcja to najbardziej wartościowy, a zarazem najbardziej zaniedbywany element w agile'owego działania. Jeśli Twoje retrospekcje wieją nudą, straszą brakiem nadziei albo po prostu nie przynoszą efektów, to najwyższy czas zmienić podejście. Być może zawiodły Cię, tak jak kiedyś mnie, rady z mądrych książek i wielogodzinnych szkoleń, albo dopiero przymierzasz się do roli Scrum Mastera. Pokażę Ci bardzo skuteczną receptę, która odmieniła moje retrospekcje nie do poznania. Nauczysz się jak w 10 prostych krokach zrobić to w taki sposób, że nie tylko zmobilizujesz Twój zespół do aktywnego udziału, ale przede wszystkim wyciśniesz z tego czasu jego prawdziwą esencję. Na koniec dowiesz się także, jak dodawać do tego wszystkiego odrobinę finezji, żeby każde kolejne spotkanie było jeszcze lepsze od poprzedniego.
Agenda
Wprowadzenie – na czym polega grywalizacja
Case study:
model testowania i przyczyny wprowadzenia grywalizacji,
zasady i wykorzystane mechanizmy
porównanie efektów pracy testerów po wprowadzenia grywalizacji
lessons learned na kolejne edycje grywalizacji
Motywy wykorzystane w kolejnych edycjach
Elementy zwiększające atrakcyjność i skuteczność grywalizacji
Wnioski dotyczące grywalizacji
Podsumowanie
Top 5 Reasons Not To Ignore Facebook Ads (Even If You Think Your Prospects Ar...Nicola Cairncross
Nicola Cairncross shares her "Top 5 Reasons Not To Ignore Facebook Ads (Even If You Think Your Prospects Are On LinkedIn)" presentation at the Excela Infusionsoft Users Conference 3 June 2015 in Cheltenham.
Piotr leszczyński building continuous learning culturePiotr Leszczyński
Gdy już wejdziemy na ścieżkę Continuous Improvement, to prawdopodobnie tak nam już zostanie, bo to wciąga. Czym innym jest jednak samo-rozwój, a czym innym dzielenie się wiedzą z innymi.
Podczas tej prezentacji przekażę moje kilkuletnie doświadczenia z transformacji, jaką przeszliśmy w zespole na drodze do Continuous Learning Culture. Opowiem o tym, co się nam udało, a co nie; gdzie jesteśmy teraz i jak to wpłynęło na proces rekrutacji.
Bo radość jest w przekazywaniu wiedzy innym.
"Na pewno nie znajdzie się takiej relacji z ziemniakami"EwaOnAir
Presentation based on research on wine producing in Western Poland. Analysis of cultural, historical and social aspects of small-scale half-amateur wine producers in the beggining of XXI century
Jeśli zastanawiasz się, jak stworzyć świetny zespół w projektach IT, to z pewnością zastanów się, jak uzyskać efekt synergii. Prezentacja zawiera konkretne rady, ażeby taki efekt uzyskać.
Krótkie wprowadzenie do metody Lean Startup. Prezentacja i krótki warsztat odbyły się podczas spotkania Business Cafe w Poznaniu. Prezentacja była skierowana do osób które nie spotkały się wcześniej z koncepcją Lean Startup.
Prezentacja na temat Lean Startup poprzedzajaca 3-godzinny warsztat przeprowadzony przeze mnie dla InnoShare 2016 - konferencji zorganizowanej przez Polska Innowacyjna.
Piąta - przedostatnia - prezentacja z kursu zarządzania działaniem według metody Getting Things Done. Prezentacja przedstawia praktyczne przykłady zastosowania metody oraz zasady prowadzenia systemu.
E-kurs zorganizowany przez sekcję PR konferencji Giełda Prac Dyplomowych.
Model biznesowy coachingu - praktyczny przewodnikAsen Gyczew
Jest to materiał zaprezentowana na spotkaniu z coachami, którego celem jest pokazanie jak analitycznie można podejść do tego typu biznesu, jak zwiększać swoje zyski oraz jak pozyskiwać klientów
Testowanie hipotez zawartych w modelu biznesowym startupuProject: People
Jak przekształcić pomysł w biznes? Co dalej zrobić ze swoim Lean Canvas? Jak rozmawiać z ludźmi o ich problemach i tworzyć w oparciu o ich potrzeby biznes? Jak weryfikować cenę naszego produktu lub usługi?
Na te i inne pytania można znaleźć odpowiedź w naszej prezentacji przygotowanej specjalnie na warsztat pt. "Kreatywny Piątek" dla Rzeszowskiej Agencji Rozwoju Regionalnego.
Kreatywny Piątek, RARR, Rzeszów, 2016
Run, startup, run! - Jak przekształcić pomysł w biznes? Metoda Running Lean ...Project: People
Dlaczego nie powinniśmy się zakochiwać w naszych pomysłach na biznes? Czemu powinniśmy pokochać problemy? Jak uwolnić się od naszego pomysłu? Na czym polega Running Lean i Lean Canvas?
Odpowiedzi na te pytania znajdziemy w prezentacji z warsztatów przeprowadzonych w ramach Kreatywnego Piątku w RARR.
"Run, startup, run" opowiada o tym, dlaczego nie powinniśmy kochać naszych pomysłów na biznes, tylko problemy i jak przejść od planu A, do planu, który okaże się sukcesem - a to wszystko na podstawie metodyki Running Lean stworzonej przez Asha Maurya.
Kreatywny Piątek, RARR, Rzeszów, 2016
Scrum, choć jest wciąż popularny i lubiany, to zwykle nie jest już zwinny (Agile). Co robi różnicę? Jak bycie zwinnym zmienia myślenie o zadaniach ludzi w IT? Czym w praktyce różni się praca w zespole tradycyjnym i zwinnym? Wreszcie jak rozpoznać u potencjalnego pracodawcy prawdziwy Agile? Przy okazji odpowiedzi na te pytania sprostujemy wspólnie najczęściej pojawiające się przekłamania na temat Scruma i Agile.
Wiesz czym jest Lean UX?
Coraz częściej stosowana metodologia, która świetnie sprawdza się szczególnie w przypadku projektowania nowych produktów czy walidowania pomysłów biznesowych.
Dowiedz się, jak projektować eksperymenty, które pozwolą Ci zaoszczędzić czas i pieniądze.
Prezentacja to za mało?
Sprawdź naszą ofertę warsztatową!
Project: People to agencja Lean Strategy założona przez Beatę Mosór-Szyszkę i Joannę Ostafin w 2016 roku. W ciągu zaledwie 4 lat mieliśmy przyjemność współpracować z ponad 160 klientami na całym świecie (np. Niemcy, Wielka Brytania, USA, Singapur, Wenezuela) i zbudowaliśmy rozpoznawalność zarówno wśród korporacji, jak i startupów.
Jako agencja strategiczna zajmujemy się tworzeniem strategii biznesowych i marketingowych, digital marketingiem oraz UX i UI . Pomagamy naszym klientom zdefiniować ich strategię działania.
Agile - metodyki zwinne.
Spis treści:
1. Wstęp do metodyk zwinnych – manifest i zasady Agile.
2. Dostarczanie oparte na wartości – ocena, planowanie, dostarczanie, weryfikowanie i monitorowanie wartości.
3. Zaangażowanie interesariuszy – współpraca i komunikacja, przywództwo (rozdział w opracowaniu).
4. Wydajność zespołów – co to jest, od czego zależy i jak ją poprawiać.
5. Planowanie adaptacyjne – koncepcje planowania, estymacja, planowanie zwinne.
6. Problemy – jakość, wykrywanie, zapobieganie i rozwiązywanie problemów.
7. Ciągłe doskonalenie – retrospekcje i udoskonalanie procesów.
8. Opis najpopularniejszych metodyk – SCRUM.
Prezentacja wygłoszona podczas konferencji POLISHOPA Design Thinking Conference 2019, największej w Polsce platformie zrzeszająca pasjonatów i praktyków metodyki Design Thinking.
Katarzyna Młynarczyk i Martyna Tarnawska opowiadają o 3 lekcjach, które zdobyły przy projektowaniu i optymalizacji nowej usługi gastronomicznej - lokalu śniadaniowego Handelek w Krakowie.
„Ko-kreacja, walidacja i iteracja. To trzy słowa, które są często nadużywane w kontekście design thinking, ale wszyscy wiemy, że stanowią prawdziwe wyzwanie dla większości projektantów. Handelek to pierwszy projekt w którym stawiając na te najważniejsze z naszej perspektywy obszary projektowania usług udało nam się sprostać wyzwaniom jakie ze sobą niosą. Razem z Martyną podzielimy się z Wami 3 lekcjami z obszaru ko-kreacji, walidacji i iteracji, które mogą stanowić inspirację dla każdego kto stara się wdrożyć podejście projektowania w swoich działaniach. Ale dlaczego według nas to są wyzwania? "
Tematy poruszane w prezentacji: współpraca, kokreacja, walidacja, iteracje, proces design thinking, netnografia, research, how might we przykład, constant reinvent, design thinking case study, service design case study.
8. Lean management i TPS
Koncepcja lean (ang. szczupły, chudy)
eliminacja czynności, które wykonywane są przy tworzeniu
produktu lub usługi, a które nie dodają wartości temu
produktowi lub usłudze
9. Lean management i TPS
Koncepcja lean (ang. szczupły, chudy)
eliminacja czynności, które wykonywane są przy tworzeniu
produktu lub usługi, a które nie dodają wartości temu
produktowi lub usłudze
Muri
nadwyrężenie i trudności
Mura
nieregularność
Muda
marnotrawstwo
10. Lean software development
Ta bardzo popularna koncepcja znalazła swoje zastosowanie
także przy produkcji oprogramowania, znana jest pod nazwą
Lean Software Development
11. Zasady Lean Software Development
● Eliminacja strat
● Tworzenie jakości i spójności – Build quality in
● Wzmocnienie pozyskiwania wiedzy - Create knowledge
● Podejmowanie decyzji najpóźniej, jak to możliwe - Defer
commitment, Learn First
● Wdrażanie najwcześniej, jak to możliwe
● Skupienie na kliencie
● Optymalizacja całości
12. Typy marnotrawstwa (waste)
● nadprodukcja – produkowanie więcej niż trzeba lub zbyt wcześnie,
● zbędny ruch – nadmierny ruch związany ze złą organizacją stanowisk pracy,
● oczekiwanie – długie okresy bezczynności ludzi, maszyn, części, materiałów,
● zbędny transport – przemieszczanie elementów, części, półwyrobów, wyrobów częściej
niż to jest koniecznie,
● zapasy – zbyt wiele materiałów w procesie produkcji
● wady – dotyczą wyrobów, jak i dokumentacji, dostaw, informacji,
● nadmierne procesowanie – wykonywanie zbędnych kroków w procesie obróbki.
44. WIP
Przez długi czas zadania pozostają bez wykonanej pracy
WIP jest za wysoki
Zadania w oczekiwaniu
Długi lead time
45. WIP
WIP został osiągnięty i nie masz nic do zrobienia
poszukaj wąskiego gardła w innym miejscu
Jeśli nie możez go znaleźć?
WIP jest za niski
Ludzie w oczekiwaniu