Lean Lego Game
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Lean Lego Game, presented in Aug/2009 at Agile 2009 in Chicago
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Lean Lego Game
- 1. The Lean Lego Game Francisco Trindade Danilo Sato
- 2. Agenda Quick Introduction Simulating a production line How about software ?
- 3. Process
- 4. Debriefing Hands On Results Process
- 5. Debriefing Hands On Results 3x Process
- 6. Why ?
- 7. Lean concepts being used in the software world But without much contact with Lean principles and practices Why ?
- 9. “... over the years there have been some ostensibly ʻleanʼ promoters that reduced lean thinking to a mechanistic superficial level of management tools such as kanban and queue management. ... the essence of successful lean thinking is building people, then building products and a culture of “challenge the status quo continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)
- 10. “... over the years there have been some ostensibly ʻleanʼ promoters that reduced lean thinking to a mechanistic superficial level of management tools such as kanban and queue management. ... the essence of successful lean thinking is building people, then building products and a culture of “challenge the status quo continuous improvement ” Lean Primer (http://tinyurl.com/owvhut) We’re here to introduce you to Lean
- 11. Lean
- 12. Toyota Production System
- 15. Revolutionized Applied to manufacturing different areas
- 16. What we want to show
- 17. Push What we want to show
- 18. Push Pull What we want to show
- 19. Push Pull Flow What we want to show
- 20. Push Pull Flow Systems Thinking What we want to show
- 21. Push Pull Flow Yatai Systems Thinking What we want to show
- 22. Push Pull Flow Yatai Systems Thinking Heijunka What we want to show
- 23. Hands on - 1st Step
- 24. Task 1 Task 2 Task 3 Task 4 Hands on - 1st Step
- 25. Task 1 Task 2 Task 3 Task 4 4 Teams 4 Rounds 30 secs Hands on - 1st Step
- 26. Task 1 Task 2 Task 3 Task 4 Follow the instructions Build houses 1 Piece = $ 1.00 1 House = $ 25.00 Hands on - 1st Step
- 29. What went wrong ? Houston, we have a problem...
- 32. Visible Inventory Over/Under Production 700 Task 4 Task 3 Task 2 525 Task 1 350 175 0 0 1 2 3 4 Waste
- 33. 7 Wastes of Manufacturing
- 34. Overproduction 7 Wastes of Manufacturing
- 35. Overproduction Waiting 7 Wastes of Manufacturing
- 36. Overproduction Waiting Overprocessing 7 Wastes of Manufacturing
- 38. Overproduction Inventory Waiting Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing
- 39. Overproduction Inventory Waiting Motion Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing
- 40. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation 7 Wastes of Manufacturing
- 41. Push and Pull Systems
- 42. Push Push and Pull Systems
- 43. Push Expected Demand Push and Pull Systems
- 44. Push Expected Mass Demand Production Push and Pull Systems
- 45. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems
- 46. Push Push and Pull Systems
- 47. Push “Any colour, as long as it’s black” Henry Ford Push and Pull Systems
- 48. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems
- 49. Push Expected Mass Economies Demand Production of Scale Pull Push and Pull Systems
- 50. Push Expected Mass Economies Demand Production of Scale Pull Customer Requirements Push and Pull Systems
- 51. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Production Requirements Push and Pull Systems
- 52. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Adaptation Production Requirements Push and Pull Systems
- 53. Pull Push and Pull Systems
- 54. Pull Push and Pull Systems
- 55. TASK 1 Kanban TASK 2
- 56. TASK 1 Kanban TASK 2
- 57. TASK 1 Kanban TASK 2
- 58. TASK 1 Kanban TASK 2
- 59. Signals demand Regulates demand Limits Work in Process TASK 1 TASK 2 Aids visual control Self-directing Kanban
- 60. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban
- 61. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban
- 62. Pull System Hands on - 2nd Step
- 63. Task 1 Task 2 Task 3 Task 4 Pull System Hands on - 2nd Step
- 64. Task 1 Task 2 Task 3 Task 4 4 Teams Pull System 4 Rounds 30 secs Hands on - 2nd Step
- 65. Task 1 Task 2 Task 3 Task 4 Pull System Setup minimum buffers at intermediate steps Demand comes first Items are produced to fill gaps in the buffers Hands on - 2nd Step
- 66. Task 1 Task 2 Task 3 Task 4 Pull System Setup minimum buffers at intermediate steps Demand comes first nban Ka Items are produced to fill gaps in the buffers Hands on - 2nd Step
- 69. What went wrong ? Houston, we have a problem...
- 70. Another type of waste Some people working more than others Mura (Unevenness) Heijunka Unleveled Process
- 71. Goal is a leveled process Production line must be a continuous flow One piece is bought when one piece is delivered Sustainable pace Flow
- 72. Goal is a leveled process Production line must be a continuous flow One piece is bought when one piece is delivered Sustainable pace Flow Watch the baton, not the ru nners rimer (http://tiny Lean P url.com/owvhut)
- 73. Goal is a leveled process Production line must be a continuous flow One piece is bought when one piece is delivered Sustainable pace Flow Watch the baton, not the ru nners rimer (http://tiny Lean P url.com/owvhut)
- 75. Why does it still feel wrong? What are the other teams doing? What’s the purpose of the system? Systems Thinking
- 76. “A bad system will beat a good person every time” W. Eduards Deming Systems Thinking
- 77. Do we need 4 teams to build a house? Teams 1 and 2 have overlapping tasks Systems Thinking
- 78. Multi-skilled worker Single piece flow Yatai (Work Cell)
- 79. Hands on - 3rd Step
- 80. Sell house Build Hands on - 3rd Step
- 81. Sell house Build Hands on - 3rd Step
- 82. Sell house Build Each person builds a house Round of 120 seconds Signal if you finish it Hands on - 3rd Step
- 85. What went wrong ? Houston, we have a problem...
- 86. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect People Kaizen
- 87. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect People Kaizen
- 88. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect People “Toyota’s real ad vantage was its ability to harness the inte llect of ‘ordinary’ employees” Gary Hamel Kaizen
- 89. Is that all ?
- 90. Push System Is that all ?
- 91. Push System Pull System Is that all ?
- 92. Push System Pull System Yatai Is that all ?
- 93. Push System Pull System Yatai What’s next ? Is that all ?
- 94. Push System We saw some of the practices Pull System Practices are contextual Principles must be understood Yatai Is that all ?
- 95. What TPS is Not A recipe for success A management project or program A set of tools for implementation A system for production floor only Implementable in a short- or mid- term period What is Lean ?
- 96. What TPS is A consistent way of thinking A total management philosophy Focus on total customer satisfaction An environment of teamwork and improvement A never ending search for a better way What is Lean ?
- 97. Lean in Software Development
- 98. X Lean in Software Development
- 99. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation Lean in Software Development
- 100. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development
- 101. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development
- 102. Extra Features Overproduction Waiting Unnecessary Transportation Gold Plating Overprocessing Partially Completed Work Inventory Motion Defects Unused Employee Creativity Lean in Software Development
- 103. Kanban Board Lean in Software Development
- 104. Kanban Board Lean in Software Development
- 105. Kanban Board Lean in Software Development
- 106. Controlling Kanban Do you have a stable process ? Lean in Software Development
- 107. Controlling Kanban Lean in Software Development
- 108. Controlling Kanban Lean in Software Development
- 109. Controlling Kanban Lean in Software Development
- 110. Controlling Kanban Lean in Software Development
- 111. Much more: Lean in Software Development
- 112. Much more: Eliminate Waste Create Knowledge Build Quality In Defer Commitment Deliver Fast Respect People Improve System Lean in Software Development
- 113. Much more: Eliminate Waste Genchi Genbutsu Create Knowledge A3 Build Quality In 5 Whys? Defer Commitment Stop the Line Deliver Fast Andon Respect People Jidoka Improve System Mistake Proofing Lean in Software Development
- 114. Lean in Software Development
- 115. X Lean in Software Development
- 116. Agile Open Office http://connect.thoughtworks.com/agile2009/ TW One on One http://connect.thoughtworks.com/1on1 Something extra...
- 117. Thank You! Questions ? dsato@thoughtworks.com dtsato.com @dtsato ftrindad@thoughtworks.com franktrindade.com @frankmt
Editor's Notes
- Principios x Praticas Mas a gente esta mostrando praticas....
- Principios x Praticas Mas a gente esta mostrando praticas....
- Product Development Supply Chain Management Healthcare Software
- Product Development Supply Chain Management Healthcare Software
- Product Development Supply Chain Management Healthcare Software
- Product Development Supply Chain Management Healthcare Software
- And more...
- And more...
- And more...
- And more...
- And more...
- And more...
- Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
- Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
- Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
- Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
- 20 mins
- Lean came with definition of waste Anything that doesnt add value What is Value ? Seen through client’s point of view Everything that is done but not necessary for the final product There is one visible kind of waste now: inventory How may houses produced x 25 Pieces x 1 Compare inventory accumulation with chart Show over/under production in the example Houses produced but not sold Houses demanded but not produced
- Lean came with definition of waste Anything that doesnt add value What is Value ? Seen through client’s point of view Everything that is done but not necessary for the final product There is one visible kind of waste now: inventory How may houses produced x 25 Pieces x 1 Compare inventory accumulation with chart Show over/under production in the example Houses produced but not sold Houses demanded but not produced
- Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away It could be argued that the work done is going to be useful in the future But how about if the market changes?
- Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away It could be argued that the work done is going to be useful in the future But how about if the market changes?
- Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away It could be argued that the work done is going to be useful in the future But how about if the market changes?
- Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away It could be argued that the work done is going to be useful in the future But how about if the market changes?
- Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away It could be argued that the work done is going to be useful in the future But how about if the market changes?
- Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away It could be argued that the work done is going to be useful in the future But how about if the market changes?
- Overproduction producing items when orders have not been received. Waiting People waiting to have their setup ready Conveyance Unnecessary transportation Overprocessing More work than necessary Inventory Example cited before Motion People moving Defects If in the end we have a defect in the product, everything was thrown away It could be argued that the work done is going to be useful in the future But how about if the market changes?
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Assumption: Ever cheaper labour, ever faster machines -> ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signal when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- Push Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production Ever cheaper labour, ever faster machines ran out of both Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket Pull Supermarket Produce based on demand Need a way to signalize when more work has to be done
- 40 min Explain how the process should work
- 40 min Explain how the process should work
- 40 min Explain how the process should work
- 40 min Explain how the process should work
- 40 min Explain how the process should work
- 50 min
- One solution: balance number of people based on constraints
- What’s the ideal scenario? Explain the baton metaphor When build to stock and when to build to demand (depends on the context)
- When build to stock and when to build to demand (depends on the context)
- When build to stock and when to build to demand (depends on the context)
- When build to stock and when to build to demand (depends on the context)
- When build to stock and when to build to demand (depends on the context)
- 1:10
- 1:20
- On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
- On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
- On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
- On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
- On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
- Predictable and Repeatable (as in Manufacturing): Build process / Deployment process Creative / Information Flow / Create Knowledge (as in Product Development)
- Common cause vs. Special cause Process Capability Chart First step in a kanban process
- Software development is not manufacturing Principles x Practices 1:30
- Mention Presentation Pack