Experience how the “Five Focusing Steps” from the Theory of Constraints quickly makes clear where and how to improve processes. Play with Lean and Agile techniques in a simulation. Apply the techniques to real processes.

1. By Jad HARB

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7. Create as many pairs of boats and hats as possible
Use as few paper sheets as possible

8. A chain is as strong…
…as its WEAKEST link

9. • Each system has a goal. What is it you want to achieve?
• How will you know when you have reached the goal?
What are the acceptance criteria?
• How will you know you are getting nearer to the goal?
What are you management metrics?

10. The 5 focusing steps

11. Heavily stressed developer
Many folded papers start piling up in
front of the developer
UI, Tester and Customer acceptance
regularly idle

12. The 5 focusing steps

13. At least one paper ready to be folded by the
Programmer
Tester send the faulty items back to the
Designer instead of the Programmer.
Designer’s output in the most convenient
place and in the most convenient orientation

14. The 5 focusing steps

15. “PULL” system to reduce the waste of paper and slow down the
players before the Programmer..
Designer takes over some of the work of the Programmer.
Tester use his slack time to test sooner by testing the quality
of the work before and after of the bottleneck.
The Tester shares the acceptance criteria with the rest of
the team

16. The 5 focusing steps

17. Add another Programmer (Investment)
Replace the Programmer by another participant who’s
better at folding (Entry time loss)
Provide training for the developer to better fold
(investment)
At the moment we’re spending time to do a
retrospective and improve the process. That costs time
and we are not producing value, but we are investing
in the future.

18. The 5 focusing steps

20. • Optimized delivery and Increased profit
(optimizing the constraint enables more product to be manufactured and hence
more profitability for the company)
• Fast improvement
(a result of focusing all attention on one critical area – the system constraint)
• Reduced lead times
(optimizing the constraint results in smoother and faster product flow)
• Reduced inventory
(eliminating bottlenecks means there will be less work-in-process)

22. • Agile coach website:
http://www.agilecoach.net/coach-tools/bottleneck-game/
• Theory of constrains:
http://www.leanproduction.com/theory-of-constraints.html
• Agile manifesto:
http://agilemanifesto.org/