What is Lean - June 2018
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This document discusses several Lean concepts including mura (unevenness), muda (waste), muri (overburden), jidoka (quality assurance), and kaizen (continuous improvement). It explains pull vs push systems and how kanban can help with flow. Just in Time principles are outlined as using pull flow, small batches, and smoothing demand. Visual management is discussed as helping to easily spot problems. The document also touches on value stream mapping, mistake proofing, and using PDCA and 5 whys for continuous improvement.
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What is Lean - June 2018
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- 6. =On 1 slide
- 7. History
- 12. Pull vs Push (agile vs lean, fridge metaphor) ==> Kanban Mura Unevenness (variations) 村
- 14. Mura Unevenness (variations) 村 Why Visual Management? Easily spot problems A B C D E F G H I K L M N O P Q R S T U V W X Y Z A N H B R
- 17. Just In Time = - Kanban + pull flow - Small batches + SMED - Smooth the demand (Heijunka) --> instead of Monday = trucks, Tuesday = cars, etc. Do 1 of each each day Careful: pull flow only if WIP is limited Mura Unevenness (variations) 村
- 18. Muda The 7 dwarfs sins wastes 牟田
- 19. Muda The 7 dwarfs sins wastes 牟田 Switching context = which waste? Example: write numbers from 1 to 20 in Roman and Arabic numbers: 1) Write a number of each (Roman/Arabic) alternatively 2) Write all in Roman then all in Arabic Conclusion?
- 22. Jidoka Make quality problems visible ジドカ
- 23. > Make the process explicit > Value Stream Map > When confronted to Quality problem: - Red bin - Stop the line (Andon) Solutions: 1. Give some intelligence to the machine = “autonomation” 2. Poka Yoke (mistake-proofing) 3. Solve through standards and checklists (cf. kaizen) Jidoka Make quality problems visible ジドカ
- 26. Kaizen Continuous Improvement カイゼン To improve = MEASURE (no measure, no improvement) = STANDARD (otherwise not repeatable) Involve the operational people: they are more committed since they are more accountable (and know their stuff) Actions = PDCA 5 whys, with data from the field A3 problem solving
- 27. Kaizen Continuous Improvement カイゼン The A3 (problem resolution)
- 28. Lean Software Development ● See and eliminate waste ● Learn fast ● Decide ALAP, deliver ASAP ● Involve the team ● Get the big picture ● Perceived quality is not negotiable
- 29. =On 1 slide
- 30. Books + Running Lean + This is Lean
Editor's Notes
- Just in Time Perfect quality = jidoka --> THE VOICE OF CLIENT
- The 7 wastes --> mnemotechnic tip, TIM WOOD
- Problem solving - by themselves Kaizen Respect = do more/better with same effort (#fail if much more effort, or if it doesn’t last)
- War - Limited space in Japan - Toyota
- --> to accelerate, limit the WIP!
- Lead time = time between specification to production Cycle time = time between two identical operations (ex: “medium” story in prod) Objective: reduce the lead time for: Better time to market (differentiator: we deliver in 24h !) Because raw material expiry (in IT = a spec, information, data) Increase quality thru feedbacks
- Visual management = easy to evolve, WIP easy to model and adjust/iterate Shows the problems! Shingo = lower the water level to see problems Indicators = gap between target and actual --> it’s tracked and actioned by anyone in the team
- Visual management = easy to evolve, WIP easy to model and adjust/iterate Shows the problems! Shingo = lower the water level to see problems Indicators = gap between target and actual --> it’s tracked and actioned by anyone in the team
- Show the target and the gap to the target
- But also standards and checklists, problem solving (see kaizen at the end)
- This is due to Mura => variations create wastes.
- Inventory = Stock Over processing = manual reentry of data, or this killer machine that’s very quick, but bottleneck for the flow OVer production = too soon or too late or too much --> mainly due to big batches or unreliabilities --> doesn’t help to improve (too big) Defect = NRFT, solved by poka yoke, quality!! 2 others: waste of talents, waste of resources (ie water, electricity etc.)
- This creates stress on people But also a lot of variations
- Ambulance theory: if 80% of the road is used, when variations: performance drop (lead time drops, throughput drops, predictability drops)
- Autonomation = auto scaling or auto healing (CPU > 70% --> autoscale) In the build phase, it’s Jenkins + jUnit --> quality defect (unit test does not pass) = andon (stop the line) = fix + replay. Red bin, if more complex problem.
- The client doesn’t see his expectations fulfilled = it’s a “problem” (problem = gap) --> for our clients, a problem IS a problem instead of opportunity to evolve and improve Kaizen comes from the eastern world: small steps, in the reality (eg: jundag in Indian) Western world: ideal models, massive moves
- Quick Response, Quick Control
- Quick Response, Quick Control
- Move from Cost/Time/Quality to Value/Speed/Quality