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Activating Product Delivery.pptx
- 6. Delays go to market Reduces Profits Less Time for Innovation Competitive Advantage
- 7. WASTE EXAMPLES RECOMMENDATIONS Partially Done Work/Inventory Wasted effort, work done not adding value to business or customer • Front end work done, no backend to complete the work eg BR • Requirement documentation done, no team to build eg Incentive • Undeployed features eg VDT, iTranscript • Unused products e.g. BoW • Reduce Work in progress • See a clear path to business/customer value Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale Extra Features/Overproduction Time wasted developing assumed features which may not add value • Unclear requirements resulting in unused features e.g SRM (potentially) • ‘Excessive Inventory’ • Validate assumptions about customer requirements Simplicity–the art of maximizing the amount of work not done–is essential Extra processing/Overprocessing Introduction of complexity which does not add much value to the customer or process, and wastes time • Over engineering • More approvals than required eg design • Reinventing the wheel • Unnecessary complexity e.g 442 Simplicity–the art of maximizing the amount of work not done–is essential Task Switching/Transportation Time wasted trying to acquire the right knowledge for the new task • People working on multiple projects e.g iTranscript, Autotopup • Work to completion. • Teams dedicated to products
- 8. WASTE EXAMPLES RECOMMENDATIONS Waiting/Delays AKA ‘Blockers’ Time wasted while waiting for things to happen • Waiting for other issues to be fixed before deployment e.g. VDT • Waiting for a build to compile • Waiting for devops to do something • Waiting for QA • Continuous Integration • Continuous Delivery At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. Hand Offs Knowledge lost during each handoff • Dev to QA • Products to dev • Dev to customer • Build cross functional & autonomous teams • Shorten feedback loops • Co-location Business people and developers must work together daily throughout the project Defects Cost of reworking defective product • Wrong software/system design • Unclear requirements • Build quality in • Continuous Testing • Fix issues immediately The best architectures, requirements, and designs emerge from self- organizing teams
Editor's Notes
- Early – speed Continuous – no big bang Valuable – business value
- https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.pinterest.com%2Fpin%2F72620612726048637%2F&psig=AOvVaw15X_HO2gjoLutS0-04xfeA&ust=1597486151507000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCPj2wea5musCFQAAAAAdAAAAABAT
- To understand Ohno's focus on waste elimination, you must first understand a bit of the problem faced by Toyota in the late 1940's. Manufacturing an automobile was an expensive process, and thus cars carried hefty price tags. And yet, the typical potential car buyer in Japan didn't have a great deal of money. For Toyota to succeed, they had to reduce the price of cars by reducing the cost of manufacturing. At that time, the only recognized means of manufacturing cost reduction was mass production. This would mean producing thousands of units of the same type of car. However, Japan's economy simply wasn't large enough to create the necessary demand for thousands of cars. Toyota had to find another way. https://www.lean.org/whatslean/history.cfm
- Inventory Extra features: The popular 80/20 rule in software is that 80% of the users use only 20% of the features
- Inventory Extra features: The popular 80/20 rule in software is that 80% of the users use only 20% of the features Build quality in – unit tests, coding standards
- 2 days waiting for mockup approvals 3 mockup approval iterations