Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This is one hour free webinar about Agile principles for software development.
Main purpose for this webinar is to give attendees overview of Agile methodology for software development and provide understanding of main Agile principles.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
This presentation is for the students of Bainbridge Graduate Institute in the Sustainable Operations Course, MGT-564. It provides a high level overview of the most basic tools used by Toyota and lean manufacturing. This is a SlideCast which means there is an AUDIO TRACK, so please turn on your speakers. The presentation is 33 minutes long.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
This is one hour free webinar about Agile principles for software development.
Main purpose for this webinar is to give attendees overview of Agile methodology for software development and provide understanding of main Agile principles.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
This presentation is for the students of Bainbridge Graduate Institute in the Sustainable Operations Course, MGT-564. It provides a high level overview of the most basic tools used by Toyota and lean manufacturing. This is a SlideCast which means there is an AUDIO TRACK, so please turn on your speakers. The presentation is 33 minutes long.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees 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.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
12 agile principles
***About Magestore***
Magestore là công ty cung cấp giải pháp phần mềm cho các doanh nghiệp bán lẻ. Đối tượng khách hàng chủ yếu là các chuỗi bán lẻ của Mỹ và Châu u. Giải pháp của Magestore được xây dựng based trên nền tảng Magento.
Các bạn có thể xem thêm thông tin về sản phẩm của Magestore tại: https://www.magestore.com
***About Magestore Culture***
Các bạn có thể tìm hiểu thêm nhiều thông tin nữa về con người và văn hóa của Magestore tại website https://insights.magestore.com
***Các vị trí mà Magestore đang tuyển dụng***
Magestore là một công ty phát triển sản phẩm nên cần đội ngũ nhân sự chất lượng cao ở nhiều vị trí như:
#Full-stack Developer, Global Retail Solution #Business Consultant #Digital Marketing Executive #AI Engineer
Các bạn có thể tham khảo thông tin cụ thể về các vị trí tuyển dụng tại link sau:
https://insights.magestore.com/nextgen
Agile vs Waterfall | Difference between Agile and Waterfall | EdurekaEdureka!
YouTube Link: https://youtu.be/rvTejAg_fbY
**DevOps Certification Courses - https://www.edureka.co/devops-certification-courses **
This Edureka session on ‘waterfall vs agile’ will compare both the approaches of software
development. This will help you select one of them as per your needs. This Session will focus on pointers like:
What is waterfall?
Pros and cons of waterfall
What is Agile?
Pros and cons of Agile
Comparison of Waterfall and Agile
Which model to use when and where?
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees 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.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Agile and Waterfall are two distinct methods of project management.
The Waterfall model can essentially be described as a linear model of project development. Like its name suggests, waterfall employs a sequential process. Development flows sequentially from start point to end point, with several different stages: Conception, Initiation, Analysis, Design, Construction, Testing, Implementation, and Maintenance.
In contrast, the Agile method proposes an incremental and iterative approach to project development. It was essentially developed in response to the limitations of Waterfall, as a way to give more freedom. The process is broken into individual models that team work on. There is no pre-determined course of action or plan with the Agile method. Rather, team-mates are free to respond to changes in requirements as they arise and make changes as the project progresses. Agile is a pretty new player to the development management. However, it has made substantial gains in use and popularity in the last couple of years.
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
12 agile principles
***About Magestore***
Magestore là công ty cung cấp giải pháp phần mềm cho các doanh nghiệp bán lẻ. Đối tượng khách hàng chủ yếu là các chuỗi bán lẻ của Mỹ và Châu u. Giải pháp của Magestore được xây dựng based trên nền tảng Magento.
Các bạn có thể xem thêm thông tin về sản phẩm của Magestore tại: https://www.magestore.com
***About Magestore Culture***
Các bạn có thể tìm hiểu thêm nhiều thông tin nữa về con người và văn hóa của Magestore tại website https://insights.magestore.com
***Các vị trí mà Magestore đang tuyển dụng***
Magestore là một công ty phát triển sản phẩm nên cần đội ngũ nhân sự chất lượng cao ở nhiều vị trí như:
#Full-stack Developer, Global Retail Solution #Business Consultant #Digital Marketing Executive #AI Engineer
Các bạn có thể tham khảo thông tin cụ thể về các vị trí tuyển dụng tại link sau:
https://insights.magestore.com/nextgen
Agile vs Waterfall | Difference between Agile and Waterfall | EdurekaEdureka!
YouTube Link: https://youtu.be/rvTejAg_fbY
**DevOps Certification Courses - https://www.edureka.co/devops-certification-courses **
This Edureka session on ‘waterfall vs agile’ will compare both the approaches of software
development. This will help you select one of them as per your needs. This Session will focus on pointers like:
What is waterfall?
Pros and cons of waterfall
What is Agile?
Pros and cons of Agile
Comparison of Waterfall and Agile
Which model to use when and where?
Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
Castbox: https://castbox.fm/networks/505?country=in
An overview about Continuous Delivery. What is it? Why should you care about it? See how your team can implement Continuous Delivery in order to deliver business value in a sustainable yet efficient way.
The quest of one-piece-flow in IT by Pierre Masai, Toyota Motor EuropeInstitut Lean France
How can you apply «one-piece flow» in the world of Information Technology? What are the benefits for your clients? Find out with Pierre Masai, VP & CIO of Toyota Motor Europe who answered these questions at the Lean IT Summit 2014, and explained why «one-piece flow» is an ideal that every IT team should aim for. Lean, Agile, Scrum, DevOps are all methods that are successfully used at Toyota to try and reach this ideal. Pierre also walked us through problem solving in IT operations.
Here are the slides I presented once talking @ProductCampPl (Barcamp day) about Product Owners tools &techniques and their impact on building a partnership with clients or stakeholders. Feel free to catch me in case want to talk on the topic.
Laura Delnevo - Winning your clients' trust with Agile project managementcameronandwilding
Having worked with a wide variety of clients and projects, the underlining common denominator of success for me, as a project manager is happy satisfied and (hopefully) returning customers. Winning clients’ trust for me has become even smoother with Agile practises as, since I’ve embraced this methodology of working at Cameron and Wilding, I have noticed a few patterns of success across our projects with our clients such as the Telegraph Media Group, Sage Publications, The Economist that I’d like to share with you in today’s session.
Cameron & Wilding Ltd. http://www.cameronandwilding.com/
Post-Agile Methodologies and all that JazzStojan Peshov
It's been 15 years since the Agile Manifesto was signed and several methodologies were raised ever since. There is almost no developer nowdays that haven't adopted at least one of the Agile principles and uses them in everyday work or even private life. Some has even done improvised versions which work according their needs.
The question that's been around these past years is if the Agile is old enough to become past and what's the next big thing, is it a time to call it Post-Agilit period and what that means. What has or needs to change in order to abandon the old and become the Post Agilit followers.
Lots of teams already claim themselves as Post-Agilit pioneers and some new ideas of methodologies have been introduced. I'll try to bring an overview of some of them and bring you some thoughts that might help answering the above questions.
7 muda is the best for all those peoples who are in there Business.Who start there business and those who want to make a new business they plan and all those peoples they want to learn more in there business field. I am also copy all those contents from my senior because I think that this is great thing to aware the peoples they don't know about it.
* How to finish project in time?
* How to make clients happy and don't lose your mind?
* Why estimates not so perfect?
* What is Agile (Scrum and Kanban)?
* and many more.
A keynote to help people involved in software product development to execute the right agile and lean practices in order to see a successful relationship among stakeholders.
Providing value to the customer is one of the biggest challenges for any team to succeed in, let alone BI teams. Agile allows for moving into a faster delivery mode by slowing down to speed up. In this presentation, we cover tips for setting up an Agile practice, common pitfalls to avoid, and why Agile is just now taking off in the BI space.
Slide of the presentation I did at Vodafone Village on 2018/11/15 describing how the Funambol Android Team moved from 3 releases/yr to biweekly releases, what we learned from that and the impact it had inside the team and the company
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
Textile Chemical Brochure - Tradeasia (1).pdfjeffmilton96
Explore Tradeasia’s brochure for eco-friendly textile chemicals. Enhance your textile production with high-quality, sustainable solutions for superior fabric quality.
2. Lesson Topics
● Waterfall Development
● Lean Manufacturing
○ History of manufacturing
○ Lean manufacturing concepts
○ Value and Waste
○ Lean principles
● Lean Development
● Kanban in project management
4. Waterfall - traditional development process
● First software engineers were engineers trained and raised with
manufacture and construction industries in mind. They applied to software
development the consolidated engineering processes that were the
industry standard for the other engineering sectors.
6. Building software is like building an house
1. Analyze requirements
2. Design
3. Build
4. Verify
5. Maintain
7. Waterfall is a linear process
● Each phase must be completed before the next one can start
● Document driven: each stage produces documents or artifacts (technical
documentation, code…) that are verified
○ signed by the customer if we have a customer
○ or verified by the main stakeholder
● Each steps is completed with a verification phase. This is needed to allow
the next stage to start
8. Why requirements
and design are
done upfront?
The cost of changes increases
as time passes: it is cost
effective to define everything in
the early phases to avoid having
to change something later
9. Waterfall Phases
1) Analyze requirements
● Who are the stakeholders?
● What is this software supposed to do?
● Do we have conflicting requirements?
● …
● Requirements should be
○ Documented
○ Actionable
○ Measurable
○ Testable
○ Traceable
The output is a Product Requirement Document
10. Waterfall Phases
2) Design
● Architecture of the software
● How can we satisfy the requirements?
● What aspects should we maximize?
○ Compatibility?
○ Security?
○ Performance?
○ Modularity?
○ ...
● Design principles
The output is a Design Description
11. Waterfall Phases
3) Build
● Actual coding / UI etc.
● Testing of the single components
● Integration between various parts
The output is the software product
12. Waterfall Phases
4) Verify
● Testing of the entire solution
● Fix of the issues
● The output is a testing document
15. Waterfall strengths
● Easy to understand
● Process is straightforward
● Good planning reduces costs
● One single pass to have the solution implemented
● Easy to manage
16. Waterfall works for projects with:
● clear requirements
● fixed context
● clear timeframe
● fixed resources
17. The Sad Truth about waterfall
In the modern world it often does not work
● Issues
○ Not flexible - past is frozen!
○ Late feedbacks
○ High cost for delays
○ No customer interaction
○ Customer / stakeholder never knows exactly what they want or need
○ No iteration or evolution of the software
● Decisions are taken far from the moment they will be applied
18. Usually building software is not at all like
building an house
Answers to a lot of questions changes during the project
● What do we want?
● Are we going in the right direction?
● Does it really work as expected?
● Does it really feel as expected?
● Do we still have the same resources available?
● Do we still want what we wanted six months ago?
● ...
21. USA - Ford: Continuous system for mass
production
● Model T - 1910s-30s
○ "A bomber an hour" - 1944
● Based on
○ Assembly line
○ Standardization
○ No variation of the product
22. Ford built the factories to optimize the
production flow of a specific product
● The assembly line moves the product from one worker to the other
● Each worker is always busy
● Each part of the product currently in the product line is always being
worked on
● Variations / Customizations: not required (thus not supported)
● Workers doing a simple job, no much training needed, nothing more asked
to them, no other contribute coming from workers except manual job
23. Japan - Toyota - Post WW2
Different environment, different times
● Smaller market
● One product with no variations is no longer ok
● Inventory is there to provide availability: can we have availability reducing
the inventory?
● Should we rethink the worker’s role?
24. Japan - Toyota - Toyota Production System
(1948-1975)
Initially called Just In Time
● Adapt to changing requirements
○ Reduce setup costs
○ Allow small batches
○ The market requires more customization and personalization
● Workers can contribute more and know how to improve the process
● Availability of component is key
○ Not inventory!
○ Introduction of Kanban
26. Inspiration: shelf filling policy in
supermarket
● Shelves have a low number of items ready
● User comes and take one item
● When there are no items left (or very few) the shelf that needs to be
replenished is replenished
27. Applied to production steps
(“Kanban” literally means billboard, ticket)
● When an order comes, the needed parts are used and assembled. If we are
below a certain amount of parts available, the corresponding ticket
(kanban) is sent upstream to the previous step
● The previous step prepares what is written on the kanban and send the
product with the kanban downstream
○ if at this stage materials from a precedent step are needed, the kanban mechanism works
the same with the previous-previous step as well, and so on.
28. Example
● Customer asks for a bike
● Assembly section
○ Takes the wheels. There is still a couple of wheels so no need to send the wheel kanban
upstream
○ Takes the frame. Since this is the last frame the frame kanban is sent upstream
○ Assembles the bike and give it to the customer
● Wheel area
○ Nothing to do right now
● Frame production area
○ Receives the frame kanban, prepares a new frame, attaches the kanban to the frame and
sends the frame with the kanban to the assembly section
○ Each part needed to build the frame has a kanban that is sent upstream if needed
29. Lean
Manufacturing
Focused on reducing
everything that does not
provide value
Lean Manufacturing is a concept expressed in 1990 in the book "The
machine that changed the world" (Womack, Jones), in a chapter by
John Krafcick, currently CEO of google self driving cars.
30. Value
● Value is everything the
customer is willing to pay for
● Value is defined by customer
31. Waste (MUDA) ● Waste is any activity that does
not produce value
32. Waste
● Waste is bad and undesirable both from an economical and ethical point
of view
● Is waste so bad?
○ Someone has to pay for the waste. This means minor margin or customer paying more
than needed.
35. Transportation
● Moving things does not change their value
● Moving things implies risk and cost
● Producing where it costs less then moving where you sell works only if you
think in huge batches: you reduce the cost per unit and if you produce
enough you will have an advantage. So we somehow produce a lot and
move things around to satisfy the process, not the customer
36. Stocks
● raw materials / uncompleted items / finished goods
● storing, counting, and listing items does not change their value
● Having stocks and inventory is a cost
37. Overprocessing
● More work than needed is not… needed
● Producing with higher quality than needed is a waste
● Using tools or technologies that are more complex than what we need
38. Motion
● Moving people or parts during production does not add value.
● Motion increases risk and can damage parts
39. Waiting
● Goods not being processed
● Value is not reaching the end of the flow
as fast as possible
○ We have produced value, but we’re not
allowing it to reach the customer
40. Defects
● Work has been done, but with low quality
● The user is not willing to pay for a defective product
● It cost to fix the defect or discard it
41. Recap: 7 kind of waste
● Overproduction - producing something not required by an order
● Transportation - moving things around does not change value
● Stocks - storing item does not improve their value
● Overprocessing - additional steps or higher quality than needed
● Motion - useless and risky
● Waiting - value is not reaching the end of the flow
● Defects - broken stuff is not providing full value
42. Find balance
Some kind of waste have reasons to be there.
● Stocks are a waste.
○ But can serve to cover uncertainty, unexpected events etc.
● Finished goods produced in advance are a waste
○ But a customer can appreciate having the option to just enter a car dealer and come out of
it with a new car an hour later.
● ...
43. Lean Manufacturing Principles
1. Specify Value
2. Identify Value Stream
3. Make the Value Stream flow
4. Implement Pull Scheduling
5. Pursue Perfection
44. 1) Specify Value
● What is value for the customer?
○ Defined by customer
○ In a specific time
○ At a specific price
● Represents needs of the customer
○ Are you willing to pay…
○ $20 to Bill, so he can add MP3 player to your car?
■ Yes I like listening to “Mad Max: Fury Road” Soundtrack while I drive! Witness me!
○ $20 to John so we can store your car for two days?
■ No, just give me the car two days earlier!
○ $20 to Marie, so we can x the mp3 player Bill installed upside down?
■ No, you should have installed it properly the first time
○ ...
45. 2) Identify Value Stream
Look at the entire production flow (including other companies), assign each
step to one of the following groups
● Creates value
● Creates no value but is (still) needed
○ Muda type 1
● Creates no value and is not needed
○ Muda type 2
46. 3) Make the value stream flow
● remove type 2 waste
● work on type 1 waste. Usually type 1 waste is caused by
○ batch & queue mindset
○ goods waiting for a next step
○ meanwhile, value is postponed, we're waiting for the economy of scale to be happy
● rethink process and steps
○ every aspect: position, assumptions, speed, noise
○ small improvements can give more benefits than New Big Machines
○ workers are key pieces of this approach as they know their job better than anyone else
47. Traditional bicycle production
● A section for each activity (tube cutting, tube bending, frame welding,
washing…)
● Fast machines allow to produce multiple pieces
● Reconfiguration of machines takes time, so it is better to produce a batch
of parts, then change the configuration, then produce a batch of the
second part
● Storage is needed to keep the produced parts
● Tracking of the inventory is needed to know when new batch is required
49. Wastes
● If inventory is inaccurate we have missing parts and the flow needs to wait
for the missing parts. Waiting
● If we increase the production too much to avoid missing parts we have
overproduction
● Since we need to produce pieces in advance we have to estimate the
orders in advance (stocks / overproduction / waiting)
● If we change a project for which we already produced the part we have
produced something that has now a defect
50. Lean bicycle production
● Three productive lines (depending on the material used for the frame)
● Focus on the production flow
● Small, slower machines with very fast reconfiguration time
● Production does not need to be planned, it simply follows the orders
coming from the customers
● Reduced storage is required
52. 4) Implement pull scheduling
● produce something only if a subsequent steps requires so
● from production for inventory to production for customer
● resources are used only if there is real demand
54. Analysis of Cola Value Flow
● Real case study: what is the value flow of a Cola can?
● Let’s focus on the production of the can
55. Aluminum production
● Australia, bauxite, extraction phase
● 4 tons to fill a truck
● factory, 2 tons of alumina powder - 30 mins
● 500k tons to fill a ship container - 2 weeks
● travel to Norway / Sweden on a ship - 4 weeks
● Wait in the foundry - 2 months
● Alumina transformed in aluminium
56. From aluminium to filled can
● 2 weeks waiting, then shipped to Sweden / Germany
● 2 weeks waiting, then hot rolling (1 minute)
● 4 weeks waiting, then shipped elsewhere
● 2 weeks waiting, then cold rolling and shipment to UK
● 2 weeks waiting.
● Cut and preparation, printing and cap, sorting: 10 seconds of effective
work. But works in large batches. Waiting. Then shipment to filler.
● 4 days waiting. Filling
● Deposit, 5 weeks waiting
● Supermarket
57. Summary
● Total time of value production: 3 hours
● Elapsed: 319 days
● Stocking time: 6 months
● lift up: 30 times
● 14 storage facilities across the world
● 4 times pack and unpack
● 24 percent of aluminium lost
58. Why?
● A single can is very small
● Everything in the flow is very large
○ Economy of scale requires so
60. Waste mapping
Lean Manufacturing Lean Development
Overproduction Extra features
Transportation Task switching
Inventory Work partially done
Overprocessing Extra processes
Motion Motion
Waiting Waiting
Defects Defects
61. Overproduction -> Extra Features
● Real temptation for Product Owners and Developers
● Adding extra features is perceived as harmless, it is not
○ Features need to be tested
○ Features need to be maintained
○ Features can contain bugs
○ Features become obsolete
● Cost of development is not always perceived
62. Transportation -> Task switching
● People are often assigned to multiple
projects
○ Or multiple teams
○ Or multiple roles
● This may be needed in some scenarios
but every context switch creates waste
63. Inventory -> Work partially done
● Uncompleted features
● Something is there, so you do not want to remove it
● But is not finished so you cannot enable it
● Will it really work at the end?
● It is code you have spent resources on, but is not producing value
● Brings costs and risks for no reason
64. Overprocessing -> Extra processes
● Excessive Paperwork
○ If there is no one waiting for it, it is a waste
● Recurring meetings (when useless)
● In general, parts of the process that are not needed but are done for some
unknown reasons, or are needed by a very small number of people
○ usually there’s some other way to provide them what they need
65. Motion
● Also, accessibility issue
○ How far should I go to get the answer?
● Artifacts move as well
○ Requirements
○ design docs
○ Code
● Code / feature handoff
66. Waiting
● Time spent waiting postpones the value for the customer
● Slower output means slower response to new requests
● One of the principles of lean development is to decide as late as possible,
but if your process includes 1 month spent waiting, this makes “as late as
possible” date come one month earlier that it could be
67. Defects
● Waste amount is the impact multiplied the time it goes undetected
● Finding defects early is crucial
○ Test immediately
○ Iterate often
○ Release in production soon
68. Lean Development principles
● Eliminate waste
● Amplify Learning - sw development is a discovery process
● Decide as late as possible
○ You will have more information
● Deliver as fast as possible
○ Short cycles to improve learning, find the best solution and discover defects
● Empower the team
○ Technical decisions taken by technicals
○ Deciding late means not having time to review everything
● Build integrity in
○ External integrity: product achieves balance that delight users
○ Internal integrity: internal structure is coherent
● See the whole
○ Look at the sw as a whole entity, keeping in mind all the aspects
69. Tools
● Eliminate Waste
○ Map the value stream, find the blocked areas, correct them
● Amplify Learning
○ Feedback Loops
○ Iterative processes
● Decide as late as possible
○ Concurrent development
○ Keep options available
○ Wait until the last responsible moment
● Deliver as fast as possible
○ Pull system: let people figure out what to do
○ Kanban or similar signals
71. Kanban in project management
Kanban can be used to manage project. Two core principles
● Visualize your work
● Limit the amount of work in progress
Usually there is a kanban board with columns representing the steps needed to
complete a work item and cards representing the single item being worked on
73. Define the columns of a kanban board
Each project / area has different steps.
● Backlog - Design - Implementation - Validation
● Candidates - Phone screens - Interviews - Hires
● Evaluate - Attend lessons - Prepare exam - Pass exam
● …
Each intermediate step may have an “active” and “completed” subcolumns
74. Limit Work In Progress
● Kanban: “Start finishing, stop starting”
● We want items to reach the end of the flow as fast as possible.
● To do this we set limits of items in each step
○ This limit the amount of work impacted by changing requirements, and allows the team to
react quickly and abandon little
○ Also this makes the steps to match the slowest steps in the flow, this gives the greatest
efficiency and productivity possible
77. Bibliography
● Lean Thinking - Womack and Jones - part 1
● Lean Development - Poppendieck and Poppendieck - introduction, chapter
1, concepts from other chapters as well
78. Attribution
● Diagrams of the bicycle factory layout taken from "Lean Thinking and
Strategic Asset Management" , MRO Software
● Salami picture by André Karwath aka Aka