7. Lean concepts
being used in the
software world
But without much contact
with Lean principles and
practices
Why ?
8.
9. “... over the years there have been some
ostensibly ʻleanʼ promoters that reduced lean
thinking to a mechanistic superficial level of
management tools such as kanban and queue
management.
... the essence of successful lean thinking is
building people, then building products and a
culture of “challenge the status quo
continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)
10. “... over the years there have been some
ostensibly ʻleanʼ promoters that reduced lean
thinking to a mechanistic superficial level of
management tools such as kanban and queue
management.
... the essence of successful lean thinking is
building people, then building products and a
culture of “challenge the status quo
continuous improvement ” Lean Primer (http://tinyurl.com/owvhut)
We’re here to introduce you to Lean
63. Task 1 Task 2 Task 3 Task 4
Pull System
Hands on - 2nd Step
64. Task 1 Task 2 Task 3 Task 4
4 Teams
Pull System 4 Rounds
30 secs
Hands on - 2nd Step
65. Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes first
Items are produced to fill gaps in the buffers
Hands on - 2nd Step
66. Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes first nban
Ka
Items are produced to fill gaps in the buffers
Hands on - 2nd Step
70. Another type of waste
Some people working more than others
Mura (Unevenness)
Heijunka
Unleveled Process
71. Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow
72. Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
rimer (http://tiny
Lean P
url.com/owvhut)
73. Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the baton, not the ru
nners
rimer (http://tiny
Lean P
url.com/owvhut)
88. Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
“Toyota’s real ad vantage was its ability to
harness the inte llect of ‘ordinary’ employees”
Gary Hamel
Kaizen
93. Push System
Pull System
Yatai
What’s next ?
Is that all ?
94. Push System
We saw some of the practices
Pull System Practices are contextual
Principles must be understood
Yatai
Is that all ?
95. What TPS is Not
A recipe for success
A management project or program
A set of tools for implementation
A system for production floor only
Implementable in a short- or mid- term period
What is Lean ?
96. What TPS is
A consistent way of thinking
A total management philosophy
Focus on total customer satisfaction
An environment of teamwork and improvement
A never ending search for a better way
What is Lean ?
102. Extra Features Overproduction
Waiting
Unnecessary Transportation
Gold Plating Overprocessing
Partially Completed Work Inventory
Motion
Defects
Unused Employee Creativity
Lean in Software Development
112. Much more:
Eliminate Waste
Create Knowledge
Build Quality In
Defer Commitment
Deliver Fast
Respect People
Improve System
Lean in Software Development
113. Much more:
Eliminate Waste Genchi Genbutsu
Create Knowledge A3
Build Quality In 5 Whys?
Defer Commitment Stop the Line
Deliver Fast Andon
Respect People Jidoka
Improve System Mistake Proofing
Lean in Software Development
Principios x Praticas
Mas a gente esta mostrando praticas....
Principios x Praticas
Mas a gente esta mostrando praticas....
Product Development
Supply Chain Management
Healthcare
Software
Product Development
Supply Chain Management
Healthcare
Software
Product Development
Supply Chain Management
Healthcare
Software
Product Development
Supply Chain Management
Healthcare
Software
And more...
And more...
And more...
And more...
And more...
And more...
Make sure everyone understands the tasks (really..)
Count number of pieces between rounds
10 mins
Make sure everyone understands the tasks (really..)
Count number of pieces between rounds
10 mins
Make sure everyone understands the tasks (really..)
Count number of pieces between rounds
10 mins
Make sure everyone understands the tasks (really..)
Count number of pieces between rounds
10 mins
20 mins
Lean came with definition of waste
Anything that doesnt add value
What is Value ? Seen through client’s point of view
Everything that is done but not necessary for the final product
There is one visible kind of waste now: inventory
How may houses produced x 25
Pieces x 1
Compare inventory accumulation with chart
Show over/under production in the example
Houses produced but not sold
Houses demanded but not produced
Lean came with definition of waste
Anything that doesnt add value
What is Value ? Seen through client’s point of view
Everything that is done but not necessary for the final product
There is one visible kind of waste now: inventory
How may houses produced x 25
Pieces x 1
Compare inventory accumulation with chart
Show over/under production in the example
Houses produced but not sold
Houses demanded but not produced
Overproduction
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Overproduction
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Overproduction
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Overproduction
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Overproduction
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Overproduction
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Overproduction
producing items when orders have not been received.
Waiting
People waiting to have their setup ready
Conveyance
Unnecessary transportation
Overprocessing
More work than necessary
Inventory
Example cited before
Motion
People moving
Defects
If in the end we have a defect in the product, everything was thrown away
It could be argued that the work done is going to be useful in the future
But how about if the market changes?
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Assumption: Ever cheaper labour, ever faster machines -> ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signal when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
Push
Ford: demand was not an issue. Sell everything that is produced. Goal: maximize production
Ever cheaper labour, ever faster machines ran out of both
Taiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket
Pull
Supermarket
Produce based on demand
Need a way to signalize when more work has to be done
40 min
Explain how the process should work
40 min
Explain how the process should work
40 min
Explain how the process should work
40 min
Explain how the process should work
40 min
Explain how the process should work
50 min
One solution: balance number of people based on constraints
What’s the ideal scenario?
Explain the baton metaphor
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
When build to stock and when to build to demand (depends on the context)
1:10
1:20
On a practice level
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
On a practice level
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
On a practice level
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
On a practice level
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
On a practice level
Pull system/Kanban (Later section)
On a principle level
Challenging status quo
Inspect quality in
Competing against yourself
Empowering people
Predictable and Repeatable (as in Manufacturing): Build process / Deployment process
Creative / Information Flow / Create Knowledge (as in Product Development)
Common cause vs. Special cause
Process Capability Chart
First step in a kanban process
Software development is not manufacturing
Principles x Practices
1:30