Talk at Agile Tour HCMC and Hanoi How we changed the way to work together and how we found TPS, Lean and Agile methods to improve.

1. TPS, Lean and Agile
Brief History and Future
Kiro Harada
Attractor Inc.
8/11/2014 HCMC
9/11/2014 Hanoi

2. History of Our Jobs

3. We were Hunters
http://commons.wikimedia.org/wiki/File:PRIMITIVE_MAN_HUNTING_ANIMALS_at_the_Museum_of_Vietnamese_History.JPG

4. We also were Farmers
http://www.flickr.com/photos/yuyasekiguchi/8413666440/

5. Then…
http://en.wikipedia.org/wiki/Lists_of_people_by_occupation

6. Number of Professions
28,275 Occupation Names are registered
in Ministry of Labor in Japan

7. We’d improved by
Specialization

8. In early 1900’s,
We decided to go further in specialization:
Thinkers and Doers

9. Managers and Workers

10. Scientific Management
improving economic efficiency,
especially labor productivity by
applying science to the
engineering of processes and to
management.
Frederik Taylor

11. Manufacturing Line

12. A Manager for Managers?

13. Management Hierarchy
http://commons.wikimedia.org/wiki/File:Tabulating_Machine_Co_Organization_Chart.jpg

14. and it worked GREAT!

16. Is Specialization for
Improvements?

17. Hawthorne Experiment
http://en.wikipedia.org/wiki/Hawthorne_effect

18. What causes Productivity?
http://www.library.hbs.edu/hc/hawthorne/

19. Informal Organization

20. Organizational Sabotage

21. New Profession:
Programmer
Ada Lovelace

22. Management the Development of
Large Software Systems
a.k.a. Waterfall Method

23. We’d tried to run Software Dev
just like Manufacturing Factories
http://en.wikipedia.org/wiki/KUKA#mediaviewer/File:BMW_Leipzig_MEDIA_050719_Download_Karosseriebau_max.jpg

24. but did not work
Successful
14%
Challenged
54% Cancelled
32%
Chaos Report / 1994

25. I ANALYSIS
See what
Winston Royce PROGRAM
DESIGN
actually said:
I coo,.o
TESTING
I OPERATIONS
I SYSTEM
I ANALYSIS
PROGRAM
DESIGN
I coo,.o
TESTING
I OPERATIONS
Figure 2. Implementation steps to develop a large computer program for delivery to a customer.
Figure 2. Implementation steps to develop a large computer program for delivery to a customer.
I believe in this concept, but the implementation described above is risky and invites failure. The
problem is illustrated in Figure 4. The testing phase which occurs at the end of the development cycle is the
first event for which timing, storage, input/output transfers, etc., are experienced as distinguished from
analyzed. These phenomena are not precisely analyzable. They are not the solutions to the standard partial
differential equations of mathematical physics for instance. Yet if these phenomena fail to satisfy the various
external constraints, then invariably a major redesign is required. A simple octal patch or redo of some isolated
code will not fix these kinds of difficulties. The required design changes are likely to be so disruptive that the
software requirements upon which the design is based and which provides the rationale for everything are
violated. Either the requirements must be modified, or a substantial change in the design is required. In effect
the development process has returned to the origin and one can expect up to a lO0-percent overrun in schedule
and/or costs.
I believe in this concept, but the implementation described above is risky and invites failure. The
problem is illustrated in Figure 4. The testing phase which occurs at the end of the development cycle is the
first event for which timing, storage, input/output transfers, etc., are experienced Winston W. Royce (1970). "Managing the Development of Large Software
Systems" in: In: Technical Papers as of Western distinguished Electronic Show and Convention
from
(WesCon) August 25–28, 1970, Los Angeles, USA. in 1970
analyzed. These phenomena are not precisely analyzable. They are not the solutions to the standard partial
differential equations One might note of that mathematical there has been a skipping-over of physics the analysis and code for phases. instance. One cannot, of
Yet if these phenomena fail to satisfy the various

26. The Machine that
Changed the World
Toyota’s Secret Weapon
in the Global Car Wars

27. Lean Manufacturing
the expenditure of resources in any
aspect other than the direct
creation of value for the end
customer to be wasteful, and thus
a target for elimination.

28. 7 Wastes - Muda 無駄
Transportation
Inventory
Motion
Waiting
Over-Processing
Over-Production
Defects

29. Toyota Production System
Figure curtesy of Satoshi Kuroiwa

30. Multi-skilled Worker
Skill Map with Training Plans

31. How TPS was born…

32. Toyoda Type G Automatic Loom (1924)
http://commons.wikimedia.org/wiki/File:1924_Non-Stop_Shuttle_Change_Toyoda_Automatic_Loom,_Type_G_1.jpg

33. Toyota was almost bankrupt
in 1950’s.
A major labor dispute resulted in resignation of most
executives including the founder Kiichiro Toyoda.
They had no money to buy extra machines, lines, parts
and hire managers.

34. TWI Program in WW II
(Training Within Industry)

36. To make your work
Easier and Safer

37. Software Crisis

38. New New Product
Development Game
https://hbr.org/1986/01/the-new-new-product-development-game/ar/1

39. Scrum:
Ordered Backlog
Fixed Time-Boxes
Demo or Die
Swarming

40. Swarming

41. Agile Manifesto
We are uncovering better ways of developingsoftware by doing it and helping others do
it.Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.

42. Conway’s Law
Any organization that designs a system
(defined broadly) will produce a design
whose structure is a copy of the
organization's communication structure.
—M. Conway

43. Organization Architecture
and Product Architecture

44. How Software had actually
been Developed?

45. Inverse of Controls
Don’t Call Us,
We’ll Call You.

46. What happened to
Organization Structure

47. Informal became less
Informal

48. Community

49. Improve Productivity
Quality by Stopping Specialization
People are naturally multi-skilled.
Swarm of People
Kaizen Mind

50. Trend continues…

51. DevOps
Ideas / Feedbacks
Monitoring Prioritize
Deployment
Working Software / Deployment Pipeline
Figure curtesy of Tomoharu Nagasawa, Atlassian Evangelist
Development

52. Lean Startup
Idea
Build
Code
(Product)
Measure
Learn
Data

53. Self-Organization
https://www.youtube.com/watch?v=LzjifmHavAQ

54. http://qz.com/196200/toyota-is-becoming-more-efficient-by-replacing-robots-with-humans/

55. Future
Swarming of various skilled people works
Utilize automation for repeatable processes
Trend continues to eliminate current borders
Communities will be more and more important.
We seek for better collaboration that scale not by skill
specialization.