Lean-Thinking. Re-Defined. Going Beyond Toyota. Alan Shalloway.

Size: px

Start display at page:

Download "Lean-Thinking. Re-Defined. Going Beyond Toyota. Alan Shalloway."

Rodger Wilkins
5 years ago
Views:

4 What Is Lean? 4 20 May 2009

5 Lean-Thinking Originates from The Machine That Changed the World: The Story of Lean Production, Womack and Jones, 1991 Commonly thought of as How Toyota Does It Toyota Started with Deming Added Just In Time and Autonomation Created a culture of continuous improvement by Management that leads, not directs Very effective methods for learning, sharing and communicating 5 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

6 Poppendieck s Translation of Lean Manufacturing 1. Eliminate Waste 2. Build Quality In 3. Learn Before Commitment 4. Deliver Fast 5. Respect People 6. Improve Relentlessly 7. Appreciate the System * Note: These change slightly from book to book. 6 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

7 Toyota as the Source of Lean Lean Practices Quality Management Visual Controls Continuous Learning / Improvement A3s, Kaizens Toyota JIT Autonomation Deming 7 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

8 Product Development Is Not Manufacturing Insights May Be Different 8 20 May 2009

9 Software Development as Product Development Software is more of a discovery process Parallels the work of designing a product prior to manufacturing A useful definition of Product Development is that it is the collective activities, or system, that a company uses to convert its technology and ideas into a stream of products that meet the needs of customers and the strategic goals of the company Product Development for the Lean Enterprise, by Michael Kennedy. Oaklea Press _1dd Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

10 What Is Software Development Like? It is not like building construction Where you know what you need to do Little discovery is taking place Instead It is like product development Where you don t know what to do Where much of your time is in discovery Discover what the customer wants Discover how to build it Build it 10 _1dd Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

11 Principles Apply Everywhere Practices depend upon context May misinterpret the principles due to such different contexts Here are two examples 11 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

12 Value Not Just to the Customer Three types of value Delivered value to the customer Improving the delivery mechanism Improving understanding of customer value In manufacturing, delivered value to the customer works Finding underlying principles in Lean Manufacturing may miss something 12 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

13 Set Based Concurrent Engineering SBCE is a risk mitigation practice Alternatives exist in the software world What we need is risk mitigation, not necessarily SBCE Biggest risk in product development is market risk, not technical risk Not saying SBCE wouldn t be useful (but other methods may be as or more useful) 13 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

14 Re-Defining Lean May 2009

15 Toyota as an Example of Lean Lean Practices Toyota Quality Management Visual Controls Continuous Learning / Improvement A3s, Kaizens Lean Principles Toyota JIT Autonomation Deming 15 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

16 New Definition of Lean Sorry, I am not qualified to re-define Lean. But I can speak to where the definition will come. (for example) The Principles of Product Development Flow, Don Reinertsen Economic Principles (21 rules) Queuing Principles (16 rules) Variability Principles (16 rules) Batch Size Principles (22 rules) WIP Constraint Principles (23 rules) Flow Control Principles (30 rules) Fast Feedback Principles (24 rules) Decentralization Principles (23 rules) 16 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

17 Science / Experience as the Source of Lean Toyota Services Software Development Lean-Thinking Lean Principles Flow JIT Autonomation Deming 17 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

18 The Lean Enterprise Lean Management Leadership Education Visual Controls Lean Science Flow, Cadence, Pull Options Theory ToC Lean Thinking Lean Knowledge Stewardship A3s, Kaizens Continuous improvement 5-whys 18 _1dd Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

20 The Science of Lean Thinking Flow, pull and cadence Just In Time Improving speed of delivery is more important than improving productivity Transforms our view to Flow Utilization Theory Queues / Batch Sizes / WIP / Little s Law / Thrashing Telephone Switching Systems (100 yrs ago) Internet Flow Improving flow improves quality and lowers cost 20 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

21 Lean Management What is management? Perhaps, should ask what should management be? Based on general business Based on enabling Lean-Science to manifest itself How does management and culture relate? 21 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

22 Creating a Lean Culture Should a company target its culture in its efforts to transform its production processes and all the positions high and low associated with it? It is tempting to answer: Yes! But that would be a mistake. Culture is no more likely a target than the air we breathe. It is not something to target for change. Culture is an idea arising from experience. That is, our idea of the culture of a place or organization is a result of what we experience there. In this way, a company s culture is a result of its management system. The premise of this book is that culture is critical, and to change it, you have to change your management system. So, focus on your management system, on targets you can see, such as leaders behavior, specific expectations, tools, and routine practices. Lean production systems make this easier, because they emphasize explicitly defined processes and use visual controls. David Mann. Creating a Lean Culture: Tools to Sustain Lean Conversions 22 _1dd Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

24 Lean Thinking Create Flow in Software Development May 2009

Development Project Deployment Support & Feedback

25 Enterprise Agility: Idea to Delivery Visioning Project Approval Project Staffing Project Development Project Deployment Support & Feedback 25 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

Cycle Time Queuing Theory Minimize average time stood in line (Cycle Time) Maximize the people

29 A Harder Problem Three Stakeholders Three Requests (240 PersonDays each) 12 member team (Split into 3 teams to allow focus ) 3 Months! 29 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

30 A Harder Problem Three Stakeholders Three Requests (240 PersonDays each) 12 member team (Split into 3 teams to allow focus ) 3 Months! Request 1/Team 1 Request 2/Team 2 Request 3/Team 3 30 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

31 Building Trust? Stakeholder 1: Why does something that used to take 1 month, now take 3? I m willing to pay for 240 PersonDays Why do I have to spread it out over 3 months? 31 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

32 Lean: Delay is Waste Stakeholder 1: Now I have to forecast 3 months in advance instead of 1 The market changes enough as it is in just 1 month 32 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

33 Response This is complex stuff. UI Midtier Dataflow Enterprise Data To gain efficiency, (economy of scale), let s reorganize a bit, and break the work down into skill areas 33 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

34 So This Three Stakeholders Three Requests (240 PersonDays each) 12 member team (Split into 3 teams to allow focus ) 3 Months! Request 1/Team 1 Request 2/Team 2 Request 3/Team 3 34 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

35 Becomes This! Three Stakeholders Three Requests (240 PersonDays each) 12 member team (Split into 3 teams to allow focus ) 3 Months! UI- Request 1 UI- Request 2 UI- Request 3 Midtier-Request 1/Team 1 1 Data Flow- Request 1 Midtier- Data Flow- Request 2/Team 2 Request 2 Request 2 Data Flow- Midtier-Request 3/Team 3 3 Request 3 Enterprise Data Request 1 Enterprise Data Request 2 Enterprise Data Request 3 35 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

36 Becomes This! UI- Request 1 UI- Request 2 UI- Request 3 Midtier-Request 1/Team 1 1 Data Flow- Request 1 Midtier- Data Flow- Request 2/Team 2 Request 2 Request 2 Enterprise Data Request 1 Enterprise Data Request 2 Enterprise Data Request 3 UI- Request 1 UI- Request 2 UI- Request 3 Data Flow- Midtier-Request 3/Team 3 3 Request 3 Midtier-Request 1 Midtier- Request 2 Data Flow- Data Flow- Data Flow- Request 1 Request 2 Request 3 Enterprise Enterprise Data Data Request 1 Request 2 Midtier-Request 3 Enterprise Data Request 3 UI Team Midtier Team Data Flow Team Enterprise Data Team 36 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

37 Becomes This! UI- Request 1 UI- Request 2 UI- Request 3 Midtier-Request 1 Midtier- Request 2 Data Flow- Data Flow- Data Flow- Request 1 Request 2 Request 3 Enterprise Enterprise Data Data Request 1 Request 2 Midtier-Request 3 Enterprise Data Request 3???? 37 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

38 Becomes This! What s this? UI- Request 1 UI- Request 2 UI- Request 3 Midtier-Request 1 Midtier- Request 2 Data Flow- Data Flow- Data Flow- Request 1 Request 2 Request 3 Enterprise Enterprise Data Data Request 1 Request 2 Midtier-Request 3 Enterprise Data Request 3???? 38 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

39 We need to: Integrate Fix Integration bugs Get better requirements Do better analysis and process? Which Becomes This!? UI- Request 1 UI- Request 2 UI- Request 3???? Midtier-Request 1 Midtier- Request 2 Data Flow- Data Flow- Data Flow- Request 1 Request 2 Request 3 Enterprise Enterprise Data Data Request 1 Request 2 Midtier-Request 3 Enterprise Data Request 3??? 39 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

40 as More Requests Are Taken in Parallel We have to figure out how to keep people busy NO PROBLEM! but why do we need more testing?.if we discover bugs during integration, shouldn t we allow MORE time for integration testing? what about cycle time?? UI- Request 1 UI- Request 2 UI- Request 3???? Midtier-Request 1 Midtier- Request 2 Data Flow- Data Flow- Data Flow- Request 1 Request 2 Request 3 Enterprise Enterprise Data Data Request 1 Request 2 Midtier-Request 3 Enterprise Data Request 3??? 40 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

41 So Why Can t This Three Stakeholders Three Requests (240 PersonDays each) 12 member team (Split into 3 teams to allow focus ) 3 Months! Request 1/Team 1 Request 2/Team 2 Request 3/Team 3 is there another way to think about this problem? 41 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

42 Become This! Three Stakeholders Three Requests (240 PersonDays each) 12 member team 3 Months! Request 1 Request 2 Request 3 quicker feedback, eliminates potential waste due to delays. 42 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

43 Question and Answer May 2009

info@netobjectives.com www.netobjectives.com Thank You!

45 Resources Resources: Webinars/Training Videos (PowerPoint with audio) Articles and whitepapers Pre/post course support Supporting materials Quizzes Recommended reading paths Blogs and podcasts: blogs.netobjectives.com Annotated Bibliography After-Course Support (students only) Additional Training Two User Groups Join our list to receive regular updates and information about our resources and training of interest to you 45 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

46 Bibliography Science of Lean-Thinking Managing the Design Factory, Don Reinertsen Principles of Product Development Flow: Second Generation Lean Product Development, Donald Reinertsen Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, James Womack, Daniel Jones Lean Management Leader s Handbook: Making Things Happen, Getting Things Done, Peter Scholtes Creating a Lean Culture: Tools to Sustain Lean Conversions, David Mann Lean Learning Managing to Learn, John Shook 46 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

48 Net Objectives Services Training in Sustainable Product Development Net Objectives offers the most comprehensive Lean-Agile training in the world. Our offerings include Lean, Agile Analysis, Scrum, Design Patterns, Test-Driven Development, and Lean-Agile Testing. Our approach is a blend of principles and practices to provide a complete team and/or enterprise wide training solution. Assessment Services An effective way to embark on an enterprise level transition to Lean-Agile methods is to start with an assessment of where you are, where you want to go and options on how to get there that are right for you and your budget. Certification Programs by Net Objectives Net Objectives offers certification programs that provides a road-map of knowledge as well as resources to get there. Scrum Certification Scrum Master Certification Product Owner Certification Net Objectives is not affiliated with the Scrum Alliance Lean-Agile Coaching While training provides foundational knowledge and is a great jump start, coaching is another effective way to increase the abilities of teams. Our coaches work with your teams to provide guidance in both the direction your teams need to go and in how to get there. Coaching provides the knowledge transfer while working on your own problem domain. 48 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

49 Emergent Design Best Practices Curriculum Exec Mgmt Lean Agile Overview for Leaders Senior Management IT Mgmt Business Mgmt Agility for Managers (if not taking Implementing Scrum for Your Team course) Lean Software Development For Management Scrum Master Practitioner Business Product Owner Lean-Agile Enterprise Release Planning IT Management Business Management Analyst OR Analyst Process Tester Developer Implementing Scrum for Your Team OR Implementing Agile Development With VSTS for Agile Teams Lean Software Development Technical Training: C++, C#, Java Scrum Master Certification By Net Objectives Effective Object- Oriented Analysis and Design (if needed) Agile Planning and Estimating with User Stories Acceptance Test-Driven Development TDD Database Boot Camp Lean-Agile Testing Practices (if not taking Implementing Scrum for Your Team course) Design Patterns for Agile Developers Sustainable Test-Driven Development Advanced Agile Advanced Software Design Process Tester Technical 49 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

50 Net Objectives Courses Lean Software Development Lean Software Development for Management Lean Software Development Lean-Agile Software Development Agile/Scrum Implementing Scrum for Your Team Implementing Scrum for Multiple Teams Scrum Master Certification by Net Objectives Lean-Agile Enterprise Release Planning Agile Planning and Estimating with User Stories Agile Life-Cycle Management with VersionOne Product Owner Certification by Net Objectives Implementing Agile Development with Microsoft Visual Studio Team System Agile Software Development Design Patterns Explained Emergent Design: Effective Agile Software Development Design Patterns for Agile Developers Sustainable Test-Driven Development Acceptance Test-Driven Development TDD Database Boot Camp Advanced Software Design Lean-Agile Testing Practices Test-Driven ASP.NET Effective Object-Oriented Analysis and Design A Top 5 Course A New Course For more information, see: 50 Copyright 2008 Net Objectives. All Rights Reserved. 20 May 2009

Business Driven Software Development

Business Driven Software Development A Lean-Agile Approach to Software Development copyright 2010. Net Objectives, Inc. Times Have Changed Big companies used to be king Now it s the smaller guys How can