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The Lean Lego Game
Francisco Trindade
Danilo Sato
Agenda
  Quick Introduction

  Simulating a production line

  How about software ?
Process
Debriefing

   Hands On




              Results



Process
Debriefing

   Hands On




              Results
                            3x
Process
Why ?
Lean concepts
 being used in the
 software world

 But without much contact
 with Lean principles and
 practices


Why ?
Lean Lego Game
“... 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)
“... 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
Lean
Toyota Production
     System
Lean Lego Game
Revolutionized
manufacturing
Revolutionized     Applied to
manufacturing    different areas
What we want to show
Push


What we want to show
Push

          Pull
What we want to show
Push

          Pull
Flow

What we want to show
Push

          Pull
Flow
   Systems
      Thinking

What we want to show
Push

          Pull
Flow     Yatai
   Systems
      Thinking

What we want to show
Push

          Pull
Flow     Yatai
   Systems
      Thinking
            Heijunka
What we want to show
Hands on - 1st Step
Task 1   Task 2   Task 3   Task 4




Hands on - 1st Step
Task 1   Task 2   Task 3      Task 4


                            4 Teams
                           4 Rounds
                            30 secs

Hands on - 1st Step
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
Lean Lego Game
Lean Lego Game
What went wrong ?




Houston, we have a problem...
Visible Inventory
Over/Under Production




Waste
Visible Inventory
Over/Under Production




Waste
Visible Inventory
Over/Under Production
                    700                       Task 4
                                              Task 3
                                              Task 2
                    525                       Task 1

                    350


                    175


                     0
                          0   1   2   3   4

Waste
7 Wastes of Manufacturing
Overproduction




7 Wastes of Manufacturing
Overproduction

Waiting




7 Wastes of Manufacturing
Overproduction

Waiting

Overprocessing




7 Wastes of Manufacturing
Overproduction

Waiting

Overprocessing

Unnecessary
Transportation



7 Wastes of Manufacturing
Overproduction    Inventory

Waiting

Overprocessing

Unnecessary
Transportation



7 Wastes of Manufacturing
Overproduction    Inventory

Waiting           Motion

Overprocessing

Unnecessary
Transportation



7 Wastes of Manufacturing
Overproduction    Inventory

Waiting           Motion

Overprocessing    Defects

Unnecessary
Transportation



7 Wastes of Manufacturing
Push and Pull Systems
Push




Push and Pull Systems
Push
  Expected
  Demand




Push and Pull Systems
Push
  Expected   Mass
  Demand     Production




Push and Pull Systems
Push
  Expected   Mass         Economies
  Demand     Production   of Scale




Push and Pull Systems
Push




Push and Pull Systems
Push



                     “Any colour, as
                   long as it’s black”
                               Henry Ford




Push and Pull Systems
Push
  Expected   Mass         Economies
  Demand     Production   of Scale




Push and Pull Systems
Push
  Expected   Mass         Economies
  Demand     Production   of Scale




Pull




Push and Pull Systems
Push
  Expected   Mass         Economies
  Demand     Production   of Scale




Pull
                              Customer
                           Requirements



Push and Pull Systems
Push
  Expected   Mass             Economies
  Demand     Production       of Scale




Pull
                On Demand         Customer
                 Production    Requirements



Push and Pull Systems
Push
  Expected          Mass             Economies
  Demand            Production       of Scale




Pull
                       On Demand         Customer
       Adaptation
                        Production    Requirements



Push and Pull Systems
Pull




Push and Pull Systems
Pull




Push and Pull Systems
TASK 1




Kanban
         TASK 2
TASK 1




Kanban
         TASK 2
TASK 1




Kanban
         TASK 2
TASK 1




Kanban
         TASK 2
Signals demand
                      Regulates demand
                      Limits Work in Process
    TASK 1




             TASK 2
                      Aids visual control
                      Self-directing




Kanban
Signals demand
         Regulates demand
         Limits Work in Process
         Aids visual control
         Self-directing




Kanban
Signals demand
         Regulates demand
         Limits Work in Process
         Aids visual control
         Self-directing




Kanban
Pull System


Hands on - 2nd Step
Task 1   Task 2   Task 3   Task 4




   Pull System


Hands on - 2nd Step
Task 1   Task 2   Task 3      Task 4


                            4 Teams
   Pull System             4 Rounds
                            30 secs

Hands on - 2nd Step
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
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
Lean Lego Game
Lean Lego Game
What went wrong ?




Houston, we have a problem...
Another type of waste
 Some people working more than others
 Mura (Unevenness)
 Heijunka




Unleveled Process
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace




Flow
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)
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)
http://www.youtube.com/watch?v=nq9SnHXIG00


Flow
Why does it still feel wrong?
  What are the other teams doing?
  What’s the purpose of the system?




Systems Thinking
“A bad system
                     will beat a
                    good person
                     every time”

                       W. Eduards Deming




Systems Thinking
Do we need 4 teams to build a house?
 Teams 1 and 2 have overlapping tasks




Systems Thinking
Multi-skilled worker
Single piece flow




Yatai (Work Cell)
Hands on - 3rd Step
Sell house    Build




Hands on - 3rd Step
Sell house     Build




Hands on - 3rd Step
Sell house                 Build



  Each person builds a house
  Round of 120 seconds
  Signal if you finish it



Hands on - 3rd Step
Lean Lego Game
Lean Lego Game
What went wrong ?




Houston, we have a problem...
Continuous Improvement
 Reflect and adapt
 Learn by standardizing
 Long term thinking
 Respect People




Kaizen
Continuous Improvement
 Reflect and adapt
 Learn by standardizing
 Long term thinking
 Respect People




Kaizen
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
Is that all ?
Push System




Is that all ?
Push System


                Pull System




Is that all ?
Push System


                Pull System


                              Yatai




Is that all ?
Push System


                Pull System


                              Yatai


                         What’s next ?

Is that all ?
Push System
                We saw some of the practices
  Pull System   Practices are contextual
                Principles must be understood
     Yatai



Is that all ?
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 ?
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 ?
Lean in Software Development
X
Lean in Software Development
Overproduction               Inventory

Waiting                      Motion

Overprocessing               Defects

Unnecessary Transportation




Lean in Software Development
Overproduction
Waiting
Unnecessary Transportation
Overprocessing
Inventory
Motion
Defects


Lean in Software Development
Overproduction
Waiting
Unnecessary Transportation
                             Overprocessing
                             Inventory
Motion
Defects


Lean in Software Development
Extra Features             Overproduction
Waiting
Unnecessary Transportation
Gold Plating               Overprocessing
Partially Completed Work   Inventory
Motion
Defects
Unused Employee Creativity

Lean in Software Development
Kanban Board




Lean in Software Development
Kanban Board




Lean in Software Development
Kanban Board




Lean in Software Development
Controlling Kanban




       Do you have a stable process ?




Lean in Software Development
Controlling Kanban




Lean in Software Development
Controlling Kanban




Lean in Software Development
Controlling Kanban




Lean in Software Development
Controlling Kanban




Lean in Software Development
Much more:




Lean in Software Development
Much more:
 Eliminate Waste
 Create Knowledge
 Build Quality In
 Defer Commitment
 Deliver Fast
 Respect People
 Improve System


Lean in Software Development
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
Lean in Software Development
X
Lean in Software Development
Agile Open Office
  http://connect.thoughtworks.com/agile2009/

TW One on One
 http://connect.thoughtworks.com/1on1



Something extra...
Thank You!
                            Questions ?



dsato@thoughtworks.com      dtsato.com          @dtsato
ftrindad@thoughtworks.com   franktrindade.com   @frankmt

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Lean Lego Game

Editor's Notes

  1. Principios x Praticas Mas a gente esta mostrando praticas....
  2. Principios x Praticas Mas a gente esta mostrando praticas....
  3. Product Development Supply Chain Management Healthcare Software
  4. Product Development Supply Chain Management Healthcare Software
  5. Product Development Supply Chain Management Healthcare Software
  6. Product Development Supply Chain Management Healthcare Software
  7. And more...
  8. And more...
  9. And more...
  10. And more...
  11. And more...
  12. And more...
  13. Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
  14. Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
  15. Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
  16. Make sure everyone understands the tasks (really..) Count number of pieces between rounds 10 mins
  17. 20 mins
  18. 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
  19. 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
  20. 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?
  21. 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?
  22. 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?
  23. 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?
  24. 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?
  25. 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?
  26. 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?
  27. 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
  28. 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
  29. 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
  30. 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
  31. 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
  32. 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
  33. 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
  34. 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
  35. 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
  36. 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
  37. 40 min Explain how the process should work
  38. 40 min Explain how the process should work
  39. 40 min Explain how the process should work
  40. 40 min Explain how the process should work
  41. 40 min Explain how the process should work
  42. 50 min
  43. One solution: balance number of people based on constraints
  44. What’s the ideal scenario? Explain the baton metaphor When build to stock and when to build to demand (depends on the context)
  45. When build to stock and when to build to demand (depends on the context)
  46. When build to stock and when to build to demand (depends on the context)
  47. When build to stock and when to build to demand (depends on the context)
  48. When build to stock and when to build to demand (depends on the context)
  49. 1:10
  50. 1:20
  51. On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
  52. On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
  53. On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
  54. On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
  55. On a practice level Pull system/Kanban (Later section) On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people
  56. Predictable and Repeatable (as in Manufacturing): Build process / Deployment process Creative / Information Flow / Create Knowledge (as in Product Development)
  57. Common cause vs. Special cause Process Capability Chart First step in a kanban process
  58. Software development is not manufacturing Principles x Practices 1:30
  59. Mention Presentation Pack