Introduction to Lean
There's much more to lean than kanban boards and post it notes. In
this presentation you will learn the building blocks of applying lean
techniques and engage in some interesting activities along the way.
This presentation was delivered as a workshop as part of the Agile
Manchester Conference 2015.
@EdmundSutcliffe @smescrater
#FreeThePig #AgileManc
Based on 12 years of experience in numerous transformations, some small, some mammoth, some successful and some not, this talk will outline how to craft a successful Agility transformation from scratch to finish.
The talk will address the following million-dollar questions:
Why would you even want to transform and why is Business Agility one of the most popular options today?
Once you’ve decided to transform, where do you start and how to plan and set up the transformation for success?
What are the parts of a business or organization that need to be transformed? Think of the 3 ‘S’s – Structure, Systems, and Style.
What is the target transformation state?
How do you manage the transformation and tackle the issue of scale?
What to do when the organizational antibodies come for you?
What does success look like and how do you measure it?
When should you stop and get the hell out?
A talk filled with real-world stories and ‘too funny to be true’ incidents that will show you the way, or what to avoid?
More details:
https://confengine.com/agile-india-2019/proposal/8363/how-to-successfully-craft-a-business-agility-transformation
Conference link: https://2019.agileindia.org
Lean Kanban India 2019 Conference | Enabling Business Agility through a simp...LeanKanbanIndia
Session Title: Enabling Business Agility through a simpler alternative
Session Detail: In these times of rapid change, Business agility has become a buzzword for organizations to not only survive but also grow and thrive. Though often used, Business Agility has varied shades, and means different things for organizations. The approach for transformation towards business agility can also be unique to organizations and the context in which they operate. In this talk we present our experiences coaching and consulting organizations in their transformation journey. We share a model for percolating change towards business agility, progressively from individual teams to the organization as a whole. Techniques (including Lean) used in our approach will be highlighted as we go through our story.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
Based on 12 years of experience in numerous transformations, some small, some mammoth, some successful and some not, this talk will outline how to craft a successful Agility transformation from scratch to finish.
The talk will address the following million-dollar questions:
Why would you even want to transform and why is Business Agility one of the most popular options today?
Once you’ve decided to transform, where do you start and how to plan and set up the transformation for success?
What are the parts of a business or organization that need to be transformed? Think of the 3 ‘S’s – Structure, Systems, and Style.
What is the target transformation state?
How do you manage the transformation and tackle the issue of scale?
What to do when the organizational antibodies come for you?
What does success look like and how do you measure it?
When should you stop and get the hell out?
A talk filled with real-world stories and ‘too funny to be true’ incidents that will show you the way, or what to avoid?
More details:
https://confengine.com/agile-india-2019/proposal/8363/how-to-successfully-craft-a-business-agility-transformation
Conference link: https://2019.agileindia.org
Lean Kanban India 2019 Conference | Enabling Business Agility through a simp...LeanKanbanIndia
Session Title: Enabling Business Agility through a simpler alternative
Session Detail: In these times of rapid change, Business agility has become a buzzword for organizations to not only survive but also grow and thrive. Though often used, Business Agility has varied shades, and means different things for organizations. The approach for transformation towards business agility can also be unique to organizations and the context in which they operate. In this talk we present our experiences coaching and consulting organizations in their transformation journey. We share a model for percolating change towards business agility, progressively from individual teams to the organization as a whole. Techniques (including Lean) used in our approach will be highlighted as we go through our story.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Having an ‘agile mindset’ is all about embracing a mentality or approach that;
- believes in adapting to change
- learning through failures
- encouraging feedback to bring in consistent improvement.
Agile attitude is all about learning and continual improvement to attain milestones in business.
This talk was presented at the Regional Scrum Gathering in India on the 6th and 7th of September in Bengalore. The SA Agile index report provided an opportunity to share experiences, observations and research into the state of Agile in South Africa and share these with our Indian colleagues and friends
Over the last 7 years of being involved in Agile adoptions in South Africa, primarily, at large financial services organisations, I have observed trends that have made the adoption of Agile particularly challenging. These are as follows:
Lack of business engagement – most Agile adoptions are driven by IT and ignore business
Program execution – coordination of large programmes
Team delivery – delivery teams are provided with the necessary constraints, conditions and purpose
Lack of systems thinking – extending agility to all the supporting functions in the organisation
Lack of Change management – typically mandated from executives to deliver the promise of Agile, however, leaders underestimate the impact on people
The talk is aimed at individuals and organisations that are currently on or starting an Agile adoption by discussing each of these challenges identified and validated through the research as well as providing some options in addressing these challenges.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Transforming your Contact Centre into a Lean and Agile environmentEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Wednesday 18th of October 2017 about using Lean and Agile to transform Contact Centres at Campari House in Melbourne and organised by Smart Recruitment.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
LTK - FC - Supply Chain - Startup Challenge v3.pdfjeroen_tjepkema
Slides from our session at the FC Supply Chain event. It contains a short introduction into Lean Startup and innovation within FrieslandCampina, as well as 3 exercises for quickly deconstructing a complex challenges into experiments
'My Case for Agile Methods & Tranformation' : Presented by Saikat Das oGuild .
This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects.
Competency models for the team and how to choose specific practices against the model.
He describes what has worked for him and why, and he describes what hasn’t worked and why.
Highlights:
A different Approach to look into Agile practices and Transformation.
The difference between Agile Adoption and Agile Transformation.
The real goal of Agile change initiatives.
Adapting Practices in Agile.
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
This talk was presented at the Regional Scrum Gathering in India on the 6th and 7th of September in Bengalore. The SA Agile index report provided an opportunity to share experiences, observations and research into the state of Agile in South Africa and share these with our Indian colleagues and friends
Over the last 7 years of being involved in Agile adoptions in South Africa, primarily, at large financial services organisations, I have observed trends that have made the adoption of Agile particularly challenging. These are as follows:
Lack of business engagement – most Agile adoptions are driven by IT and ignore business
Program execution – coordination of large programmes
Team delivery – delivery teams are provided with the necessary constraints, conditions and purpose
Lack of systems thinking – extending agility to all the supporting functions in the organisation
Lack of Change management – typically mandated from executives to deliver the promise of Agile, however, leaders underestimate the impact on people
The talk is aimed at individuals and organisations that are currently on or starting an Agile adoption by discussing each of these challenges identified and validated through the research as well as providing some options in addressing these challenges.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Transforming your Contact Centre into a Lean and Agile environmentEduardo Nofuentes
This is the pack used by Eduardo Nofuentes during his talk on Wednesday 18th of October 2017 about using Lean and Agile to transform Contact Centres at Campari House in Melbourne and organised by Smart Recruitment.
My keynote talk at Agile of the East, Kolkata on 11-Nov. In this talk, I have shared a perspective on what an agile transformation could bring, and some anti-patterns
This is the outline of my 10-day business agility course for board members, executives, managers, and students. I would call it "core" material for the MBA of the 21st century. It can be done in various formats, one or two days at a time. I'll be giving pieces of it to audiences around the world all year. Learn more at businessagilityworkshop.com
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
LTK - FC - Supply Chain - Startup Challenge v3.pdfjeroen_tjepkema
Slides from our session at the FC Supply Chain event. It contains a short introduction into Lean Startup and innovation within FrieslandCampina, as well as 3 exercises for quickly deconstructing a complex challenges into experiments
'My Case for Agile Methods & Tranformation' : Presented by Saikat Das oGuild .
This paper describes Saikat's experiences with Agile values, tranforamtion and my implementation of them. He describes the circumstances that have led him to believe passionately that Agile Frameworks will best assure the success of his projects.
Competency models for the team and how to choose specific practices against the model.
He describes what has worked for him and why, and he describes what hasn’t worked and why.
Highlights:
A different Approach to look into Agile practices and Transformation.
The difference between Agile Adoption and Agile Transformation.
The real goal of Agile change initiatives.
Adapting Practices in Agile.
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Enterprise Agility — Scaling Global Partnerships & Agile MaturityGlobalLogic Ukraine
This presentation is dedicated to key elements for Agile to succeed, challenges and opportunities in a distributed and scaled Agile organization, exemplified by the way Bottomline Technologies measures its Agile maturity at the team, product, and enterprise levels.
This presentation by Jim Starrett (Vice President, Enterprise Program Management, Bottomline Technologies) was held at GlobalLogic Kharkiv Java Conference on June 10, 2018.
5 Pillars Of Organizational Strategy Powerpoint Presentation SlidesSlideTeam
Introducing our 5 Pillars Of Organizational Strategy PowerPoint Presentation Slides to help your company achieve the targets and aims. These slides depict the structure, processes, culture, technology, and systems for strengthening each element of the organization. Analyze the purpose of your organization and the ways to multiply your profits with the help of these organizational structure PPT templates. This workforce management PPT presentation helps to analyze the core competencies and develop them to increase the development of your company. Illustrate the efficient business activities that your firm engages in to satisfy the clients by employing our workplace administration PPT layouts. Exhibit the key business operations like purchasing, marketing, manufacturing, r&d, and business development with the help of our organizational planning PPT slideshow. Using this institutional strategy PPT visuals, survey a wide range of business process model and implement the best-suited model for your company. Download this ready-to-use business planning PowerPoint template and grab the attention of your viewers towards the company’s vision, mission, and goals. https://bit.ly/2NKfueA
Lean Manufacturing (Concepts, Tools and Quality Management)Mohammad Azam Khan
Lean manufacturing began in Japanese manufacturing in the late 1980s and early 1990s. It is most often associated with Toyota. Its basic usefulness is in providing the tools to identify and eliminate waste throughout the manufacturing process, thereby increasing efficiency and profit. Quality improves as production time and cost are reduced. Toyota added an additional element, evenness of work flow, which helps expose inefficiencies in production that allow companies to redesign manufacturing processes for maximum profit.
Good agile / Bad agile: Proving the value of Agile to a skeptical organizationAlan Albert
Is Agile worth it?
What value can being Agile bring to your organization?
Done right, Agile software development methodologies can help your organization deliver greater value to customers and other stakeholders more efficiently and with reduced risk.
Done wrong, Agile methodologies become an endlessly iterating feature factory, facing an ever-growing backlog.
In this interactive session, attendees discussed:
- How to identify what’s most valuable to build next
- How to ensure that the features you build are not just functional, but used and valued
- How to measure and effectively communicate the value that you create
Led by Alan Albert of MarketFit, this session at Agile Vancouver explored theory, examples, and exercises showing how to unlock the power of discovering, creating, and communicating value.
In Agile Transformation, C comes before A by Syed RiyazuddinAgile ME
Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives.
I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out).
Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.
By Jeff Maggioncalda, CEO of Coursera
Jeff's background is phenomenal. Before joining Coursera as CEO two years ago, he co-founded Financial Engines, one of the biggest & hottest fintech companies in Silicon Valley at the time, together with the Nobel Prize in Economics winner Bill Sharpe; he then sold it for… $3B 勞
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
17. The Building Blocks of Lean
Systems Thinking
Mistake
Avoidance
Customer Insight
Culture
Flow
18. The Building Blocks of Lean
Behaviour
Systems Thinking
Mistake
Avoidance
Customer Insight
Culture
Flow
19. The Building Blocks of Lean
Constancy of
Purpose
Knowledge
Management
Continuous
Improvement
Behaviour
Systems Thinking
Mistake
Avoidance
Customer Insight
Culture
Flow
21. The Coin Game
Sticker Colour Role
Green Product Owner
Blue Analyst Manager
Violet Analyst
Pink Development Manager
Red Developer
Orange Test Manager
Yellow Tester
22. The Coin Game
Analyst Developer Tester Product Owner
Flips coins in a
batch then
moves batch to
next person.
Repeats for all
batches.
Manages the
process.
Records time
taken for entire
batch to be
completed.
Records time
taken for each
batch
Times each
batch. Time
starts once first
coin is flipped
and ends once
last coin is
flipped. Reports
batch time to
product owner.
Times each
batch. Time
starts once first
coin is flipped
and ends once
last coin is
flipped. Reports
batch time to
product owner.
Times each
batch. Time
starts once first
coin is flipped
and ends once
last coin is
flipped. Reports
batch time to
product owner.
Flips coins in a
batch then
moves batch to
next person.
Repeats for all
batches.
Flips coins in a
batch then
moves batch to
next person.
Repeats for all
batches.
23. The Coin Game Actual Results
R1
(batch size 20)
R2
(batch size 5)
R3
(batch size 2)
Analysis 12.475 14 13.3
Development 10.66 17.045 14.275
Test 12.75 16.22 14.7
Product Delivery 43.615 23.6375 17.1775
24. The Coin Game Debrief
● Small batch sizes were more fault/defect
tolerant
● Smaller batches increased phase time but
decreased overall time
● Once a sense of flow has been established
great results can be reproduced consistently
● Empowering your team leads to innovative
results!
31. Lean
Behaviours
Know how the
business serves the
customer
Show a
continuous
improvement
mindset
Demonstrate an understanding of the
value stream at a macro and micro
level
Focus on
process and
results
32. Lean
Behaviours
Know how the
business serves the
customer
Show a
continuous
improvement
mindset
Demonstrate an understanding of the
value stream at a macro and micro
level
Focus on
process and
results
Create a culture to
sustain
improvement
33. Lean
Behaviours
Know how the
business serves the
customer
Show a
continuous
improvement
mindset
Build
ability in
people
Demonstrate an understanding of the
value stream at a macro and micro
level
Focus on
process and
results
Create a culture to
sustain
improvement
34. Waste
Only the last turn of a bolt tightens it—the rest
is just movement
-Shigeo Shingo
35. The Standard Pig
One of the main types of waste to avoid is
waste by variation. The next activity will
demonstrate how this can be avoided simply.
39. The Standard Pig Debrief
● Round One
○ Many different pigs produced
○ Which is the right one?
● Round Two
○ Less variation in pigs
○ Standard instructions helped
● Round Three
○ Much less variation
○ Diagram and clear instructions reduce
waste
40. Who are your Customers?
Oh, they may be weary
customers get weary
All the problems that they have to address,
yeah yeah
But when they get weary
Try a little tenderness, yeah yeah
41. Who are your Customers?
You know they're waiting
Just anticipating
For systems that'll never, never, never, never
cause stress, yeah yeah
But while they're there waiting, without them
Try a little tenderness (that's all you gotta do)
http://www.ame.org/sites/default/files/qrl_docs/LeanGlossary_01_08.pdf
At a very simple level, Lean is about three things:
The elimination of waste
The addition of value for the customer to work
The continual improvement of performance
Lean is a commitment to a set of principles and practices not only to introduce improvement, but to ensure continuous improvement.
Historically Lean practices come from Dr. James. P. Womack of MIT’s study of the manufacturing practices of the Toyota Motor Company of Japan.
Lean allows your business to do a lot more with less.
http://www.ame.org/sites/default/files/qrl_docs/LeanGlossary_01_08.pdf
At a very simple level, Lean is about three things:
The elimination of waste
The addition of value for the customer to work
The continual improvement of performance
Lean is a commitment to a set of principles and practices not only to introduce improvement, but to ensure continuous improvement.
Historically Lean practices come from Dr. James. P. Womack of MIT’s study of the manufacturing practices of the Toyota Motor Company of Japan.
Lean allows your business to do a lot more with less.
http://www.ame.org/sites/default/files/qrl_docs/LeanGlossary_01_08.pdf
At a very simple level, Lean is about three things:
The elimination of waste
The addition of value for the customer to work
The continual improvement of performance
Lean is a commitment to a set of principles and practices not only to introduce improvement, but to ensure continuous improvement.
Historically Lean practices come from Dr. James. P. Womack of MIT’s study of the manufacturing practices of the Toyota Motor Company of Japan.
Lean allows your business to do a lot more with less.
http://www.ame.org/sites/default/files/qrl_docs/LeanGlossary_01_08.pdf
At a very simple level, Lean is about three things:
The elimination of waste
The addition of value for the customer to work
The continual improvement of performance
Lean is a commitment to a set of principles and practices not only to introduce improvement, but to ensure continuous improvement.
Historically Lean practices come from Dr. James. P. Womack of MIT’s study of the manufacturing practices of the Toyota Motor Company of Japan.
Lean allows your business to do a lot more with less.
http://www.ame.org/sites/default/files/qrl_docs/LeanGlossary_01_08.pdf
At a very simple level, Lean is about three things:
The elimination of waste
The addition of value for the customer to work
The continual improvement of performance
Lean is a commitment to a set of principles and practices not only to introduce improvement, but to ensure continuous improvement.
Historically Lean practices come from Dr. James. P. Womack of MIT’s study of the manufacturing practices of the Toyota Motor Company of Japan.
Lean allows your business to do a lot more with less.
To get more from IT capabilities using Lean is a two step process. Firstly, take a Lean approach to operational excellence. Emphasise continuous improvement or speed, quality, cost and customer satisfaction by aggressively reducing waste, unnecessary variation, and overburden.
As operational excellence improves, focus and effort can shift towards enabling and enhancing the business strategy.
Lean practices help businesses and IT stakeholders work together in rapid and continuous cycles of experimentation, improvement, and innovation to reach a balance of three complementary objectives:
Running the business
Growing the business
Transforming the business
To get more from IT capabilities using Lean is a two step process. Firstly, take a Lean approach to operational excellence. Emphasise continuous improvement or speed, quality, cost and customer satisfaction by aggressively reducing waste, unnecessary variation, and overburden.
As operational excellence improves, focus and effort can shift towards enabling and enhancing the business strategy.
Lean practices help businesses and IT stakeholders work together in rapid and continuous cycles of experimentation, improvement, and innovation to reach a balance of three complementary objectives:
Running the business
Growing the business
Transforming the business
To get more from IT capabilities using Lean is a two step process. Firstly, take a Lean approach to operational excellence. Emphasise continuous improvement or speed, quality, cost and customer satisfaction by aggressively reducing waste, unnecessary variation, and overburden.
As operational excellence improves, focus and effort can shift towards enabling and enhancing the business strategy.
Lean practices help businesses and IT stakeholders work together in rapid and continuous cycles of experimentation, improvement, and innovation to reach a balance of three complementary objectives:
Running the business
Growing the business
Transforming the business
To get more from IT capabilities using Lean is a two step process. Firstly, take a Lean approach to operational excellence. Emphasise continuous improvement or speed, quality, cost and customer satisfaction by aggressively reducing waste, unnecessary variation, and overburden.
As operational excellence improves, focus and effort can shift towards enabling and enhancing the business strategy.
Lean practices help businesses and IT stakeholders work together in rapid and continuous cycles of experimentation, improvement, and innovation to reach a balance of three complementary objectives:
Running the business
Growing the business
Transforming the business
To get more from IT capabilities using Lean is a two step process. Firstly, take a Lean approach to operational excellence. Emphasise continuous improvement or speed, quality, cost and customer satisfaction by aggressively reducing waste, unnecessary variation, and overburden.
As operational excellence improves, focus and effort can shift towards enabling and enhancing the business strategy.
Lean practices help businesses and IT stakeholders work together in rapid and continuous cycles of experimentation, improvement, and innovation to reach a balance of three complementary objectives:
Running the business
Growing the business
Transforming the business
To get more from IT capabilities using Lean is a two step process. Firstly, take a Lean approach to operational excellence. Emphasise continuous improvement or speed, quality, cost and customer satisfaction by aggressively reducing waste, unnecessary variation, and overburden.
As operational excellence improves, focus and effort can shift towards enabling and enhancing the business strategy.
Lean practices help businesses and IT stakeholders work together in rapid and continuous cycles of experimentation, improvement, and innovation to reach a balance of three complementary objectives:
Running the business
Growing the business
Transforming the business
To get more from IT capabilities using Lean is a two step process. Firstly, take a Lean approach to operational excellence. Emphasise continuous improvement or speed, quality, cost and customer satisfaction by aggressively reducing waste, unnecessary variation, and overburden.
As operational excellence improves, focus and effort can shift towards enabling and enhancing the business strategy.
Lean practices help businesses and IT stakeholders work together in rapid and continuous cycles of experimentation, improvement, and innovation to reach a balance of three complementary objectives:
Running the business
Growing the business
Transforming the business
Culture
An organisation’s shared beliefs and values, manifested as attitude and behaviour.
Lean culture is a shared capability which enables people to seek out and solve problems.
The result being superior performance, competitive advantage, and observable results to bottom-line costs
Whatsapp – 4 servers, 45 employees $16B
Flow
Flow is the uninterrupted progression of materials, services, and information through the business to the customer.
“Flow is where you can pull if you must” - Jeffrey Lister
Work should flow smoothly through the business. If work does not flow, using pull techniques like a kanban to initiate work will restore flow.
A kanban (card board) is a system that visibly lists work to be done in the form of cards. People can take cards at their own pace, work on them and deliver the work. Allowing people to control their own flow of work avoids losing time due to waiting for work and avoiding overburdening.
Poor flow manifests as delays, interruptions, rework, and added cost to the customer.
The voice of the customer Kokyaku no koe
At all times, the customer’s values, wants, and needs must be understood.
By understanding how customers define value, lean thinkers position themselves to begin with the customer’s end result in mind.
If organisations do not know or understand what the customer desires, they will deliver products and services that do not address the real needs of the customer.
Quality at the source/Mistake Proofing/Poka-Yoke
Lean promotes doing things right first time. Effort should not go into fixing things later. The best time to solve a problem is at the time it occurs.
The focus of daily work should be producing quality at the source. In a lean environment there is an obligation to stop and fix the problem, and a shared commitment to avoiding passing known defects downstream towards the customer.
Systems Thinking
Lean requires learning to view and assess the business in a new way. Systems thinking is the ability to view the interconnected processes that make up the entire value stream (the flow of work and addition of value through the business and to the customer) while being aware of the cause and effect interdependencies that either add value or create waste. A value stream is comprised of all processes, tasks, and activities used to bring a product or service from concept to customer, and includes all information, work, and material flows.
To facilitate systems thinking in organisations, lean practitioners should avoid solutions that create localised optimisation and silo thinking.
Proactive Behaviour
Lean practices empower staff to take initiative and assume personal responsibility for the quality of work produced and the working environment. Being proactive means seizing the opportunity to make a difference every day.
Many businesses fail in this area because staff are seasoned firefighters and too used to reacting to problems as they occur. Lean practitioners are best seen as police officers who take a methodical, proactive approach to problem solving.
This is best visualised using the time-management matrix from Stephen Covey’s 7 habits of highly effective people.
Urgent|Non-Urgent
|Important
Fire-fighting|Lean Thinking
---------------------------+--------------------------
|
|Non-Important
|
Constancy of Purpose
Leadership provides the direction and clarity needed to focus on the things that matter most, maintaining clarity on important long-term objectives.
The maintaining of focus on what matters most ensures continued coordination within departments and functional areas.
Effective leaders lead by example, this is a responsibility that cannot be delegated.
The way management reacts to setbacks either reinforces proactive behaviour or discourages it. Effective leadership embraces an essential truth: poor processes not people are the cause of most problems.
W.Edward Deming proposed the 96/4 rule. that is 96% of the problems in a business were inherent to process design and not controlled by the people doing the work.
Respect for People
All individuals possess a unique collection of experience and insight and can make a distinctive contribution when they participate in process improvement.
When people sense their input is disregarded or not respected, they tend to withdraw their support, concern, and active participation.
Respect for people unlocks personal excellence and creative potential. Good leaders tap into this inexhaustible resource by mentoring, coaching, and collaborating with their associates.
Lean transformation requires the input, support, and active participation of everyone in the organisation.
Pursuit of perfection
Change is relentless and new ideas are needed whenever current standard ways of working no longer produces acceptable results.
In lean culture people embrace change as inescapable (and even desirable), proactively meeting challenges. Everybody should see their job as having two inseparable components:
Daily Work
Daily Improvement
The pursuit of perfection is aspirational, it is never achieved.
Over automation and striving for hyper-efficiency of the “perfect solution” should be avoided. These ultimately create waste and rigidity, and resist further cycles of improvement.
http://www.youtube.com/watch?v=8NPzLBSBzPI
ACTIVITY: The Dice Game
We all drink water, when we turn on the tap, we expect to have a clean, consistent flow of water. As the customer, we assume the water is disease free, safe to drink, and fully available when we want it, all at a reasonable price. If a pump breaks or a controller fails somewhere in the delivery system that is somebody else’s problem. We, the customer, expect flowing water on demand. The water supplier must maintain its equipment, verify the water quality, and ensure that the delivery system is safe and reliable. The supplier has little or no room for mistakes. This is an example of a system of flow.
From the time a first action is taken, products and services never stop until they reach the customer. From the moment a customer asks for it, products and services make their journey through a set of only value adding activities until they reach their destination.
Value stream mapping is a lean management principle used to analyse and design the flow of materials and information required to bring a product or service to a consumer.
Producing a value stream map consists of the following steps:
Assemble a cross-functional team that has representatives from all areas of your process.
Consider the customer.
Draw the customer near the top right of your VSM and capture the events or signals that trigger the start of the process.
Capture the process steps.
Add the process time line.
Summarize the key operational metrics for your process on the VSM.
Identify improvement opportunities.
Get team input
Because of a VSM’s end-to-end scope, you need to gather input from a wide set of domains: production planning, supply chain, inventory/stores, manufacturing, shipping, and so on. Including all these inputs is critical to creating an accurate and useful VSM.
Start with the customer
After gathering inputs, consider the customer. You can see the “product customer” drawn toward the upper right. Ask yourself what the customer does to signal the need to start the process. Whatever the impetus is, the customer always does something to start the ball rolling.
Draw the customer near the top right of your VSM and begin by capturing the events or signals that trigger the start of the process.
To follow typical VSM conventions, use thin, solid lines to indicate signals or the flow of information in your process. Use thick solid lines to designate external material flow, like from a supplier. And use thick dotted lines to document material or flow that occurs within your organization.
You can see a customer order being first routed to production control. Production control, in turn, sends out forecasts and weekly material orders to suppliers. In a parallel path of the value stream, the production supervisor also receives a signal from production control and sends out daily production instructions to each of the process steps.
Capture the process steps
Next, you want to capture the process steps. Usually, you place the as-is internal process steps at the bottom of the VSM in a horizontal layout. These steps are designated by blocks with characteristic measures for each step. Capture as much information as possible about each step, including cycle time, changeover time, number of operators, number of pieces, work in process, inventory quantities, reliability, yield, and so on.
Add the process timeline
Value stream maps contain a unique feature — a highly insightful timeline — beneath the horizontal line of main process steps. The timeline captures not only the time required for each step but also the time spent waiting between steps. In this way, you document how long the entire process takes to be completed.
The timeline also includes a vertical component. To highlight waste, any segment of process time that doesn’t add value is drawn in the timeline with an elevated step. So, you can see what portion of overall process time is spent adding real value and how much isn’t.
Don’t confuse takt time with cycle time. Cycle time is a measure of how long a process takes to complete.Takt time is the pace needed to exactly meet customer demand. It’s calculated by dividing the available production time by the number of parts needed to meet customer demand during that time. To minimize waste, a process should produce its output no faster or slower than the customer-determined takt time.
When you compute takt time, take into account your current production efficiency. A realistic takt time is multiplied by your efficiency number (for 80-perent efficiency, multiply the takt time by 0.8). This step means you build in enough capacity that you can meet customer demand while sustaining production losses of 20 percent.
Supply the box score
Place a summary of the key operational metrics — known as the box score — right on the VSM, usually near the top. Be sure to include the total lead time, including the value add and non-value add times. You may also include information like the total distance traveled, total parts per shift, scrap, pieces produced per labor hour, changeover time, inventory turns, uptime, downtime — whatever is critical in your situation.
Identify improvement opportunities
The basic toolkit of a lean business contains:
* A3 thinking
An A3 report is simply an 11 x 17 inch piece of paper outlined into several structured sections. The exact structure depends upon the type of A3 and the needs of the situation. A general one consists of the following pattern 1) Background, 2) Current Situation & Problem, 3) Goal, 4) Root Cause Analysis, 5) Action Items / Implementation Plan, 6) Check of Results, and 7) Follow Up. The report is used to standardised and simplify report writing, proposals, status updates, and other common methods of communication. The content follows the logic of the Plan-Do-Check-Act cycle.
* Kanban
Kanban is a method for managing knowledge work with an emphasis on just-in-time delivery while not overloading the team members. In this approach, the process, from definition of a task to its delivery to the customer, is displayed for participants to see and team members pull work from a queue.
Kanban can be divided into two parts:
* Kanban – A visual process management system that tells what to produce, when to produce it, and how much to produce.
* The Kanban method – An approach to incremental, evolutionary process improvement for organizations.
* Value stream mapping
Value stream mapping is a lean management principle used to analyze and design the flow of materials and information required to bring a product or service to a consumer. Pioneered by Henry Ford in the 1920s, perfected by Toyota. At Toyota, it is known as "material and information flow mapping".[1] It can be applied to nearly any value chain.
* Kaizen events
Kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. By improving standardised activities and processes, kaizen aims to eliminate waste.
* Plan-->Do-->Check-->Act
PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA). Another version of this PDCA cycle is OPDCA. The added "O" stands for observation or as some versions say "Grasp the current condition." This emphasis on observation and current condition has currency with Lean manufacturing/Toyota Production System literature.
* Gemba Walks
Gemba (現場?, also romanized as gemba) is a Japanese term meaning "the real place." In business, gemba refers to the place where value is created; in manufacturing the gemba is the factory floor. It can be any "site" such as a construction site, sales floor or where the service provider interacts directly with the customer.
In lean manufacturing, the idea of gemba is that the problems are visible, and the best improvement ideas will come from going to the genba. The genba walk is an activity that takes management to the front lines to look for waste and opportunities to practice gemba kaizen, or practical shopfloor improvement.
They know how the business serves the customer by
Understanding what customers want, need, and value, or what will thrill them
Knowing how the business satisfies the customer
Improving the effectiveness of how the business satisfies the customer
They focus on process and results by
Obtaining results
Ensuring that how the results are achieved is the most effective utilization of all resources, in the direction of the ideal state
Improving how the organization accomplishes results
They show a continuous improvement mindset by
Continually challenging the status quo
Knowing that there is always room for improvement
Understanding that the customer changes — what delights today is a necessity tomorrow
They demonstrate an understanding of the value stream at a macro and micro level through
Knowing what the customer requires and how the value stream satisfies them
Having knowledge of the overall value stream, including tributaries
Asking questions when changes are made at the local level to ensure that the team understands how the change will impact the customer and the rest of the value stream
They create a culture to sustain improvement by
Identifying, modeling, and encouraging Lean behaviors
Finding the lessons in every “failure” — blame does not foster improvement or innovation
Respecting and improving standards — questions when the organization is deviating from the standard
They build ability in the people through
Guiding problem solving — root cause, right problem, right resources
Leading from gemba; applying 3Gen
Asking open-ended, probing questions
ACTIVITY: The standard pig
The elimination of waste is the goal of lean, and three broad types of waste are defined : muda, muri and mura; it should be noted that for many lean implementations this list shrinks to the first waste type only with corresponding benefits decrease. To illustrate the state of this thinking Shigeo Shingo observed that only the last turn of a bolt tightens it—the rest is just movement.
Mura or waste due to variation
Muri or waste due to overburdening or stressing the people, equipment or system
Muda also known as the “seven forms of waste”
Transportation: Is there unnecessary (non-value-added) movement of parts, materials, or information between processes?
Waiting: Are people or parts, systems or facilities idle — waiting for a work cycle to be completed?
Overproduction: Are you producing sooner, faster, or in greater quantities than the customer is demanding?
Defects: Does the process result in anything that the customer would deem unacceptable?
Inventory: Do you have any raw materials, work-in-progress (WIP), or finished goods that are not having value added to them?
Movement: How much do you move materials, people, equipment, and goods within a processing step?
Extra Processing: How much extra work is performed beyond the standard required by the customer?
http://www.youtube.com/watch?v=TXmLjbTBcdU
What do they believe?
Who do they trust?
What are they afraid of and who do they love?
What are they seeking?
Who are their friends?
What do they talk about?
http://www.youtube.com/watch?v=TXmLjbTBcdU
What do they believe?
Who do they trust?
What are they afraid of and who do they love?
What are they seeking?
Who are their friends?
What do they talk about?