Lean for Business Teams
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Transcript of Lean for Business Teams
Lean for business
Andrew RuslingAgile Coach
@andrewrusling
2Administration
• Fire escape
• Toilets
• Breaks – Short (no checking work e-mails)
3Key Competency to be gained
Ability to apply
lean principles and practices
to help you achieve more
4Competencies to be gained
By the end of this session, I am hopeful that you will be able to:
1. Summarise Lean
2. List some of the wastes in cognitive work
3. Summarise Lean Thinking
4. List some of the Lean principles for cognitive work
5. Summarise how some of the Lean principles can be applied
6. Summarise Queuing Theory
7. Describe the three approaches for increasing throughput
8. Summarise key Lean terminology
5Contents
1. Lean
2. Lean Applied
3. Queuing Theory
4. Wrap up
Lean
7What is Lean?
“maximize customer value while minimizing waste”
What is value?
Output
Outcome
Impact
Request
Usage
£
9What is waste?
Unevenness
Mura
Overburden
Muri
Non value adding activities
Muda
10Seven wastes of cognitive work (Muda)
1. Partially Done Work
2. Extra Features
3. Relearning
4. Handoffs
5. Delays
6. Task Switching
7. Defects
11Brief History of Lean & Kanban
1950
Toyota Production
System (TPS) started
‘Implementing Lean Software Development’
Published
2006
‘Lean Thinking‘ Published
‘Lean’ first used to describe
Toyota’s TPS
80’s 1998
kanban used on Toyota
factory floor
1953 2010
Kanban Method
Published
12
Flow game
https://www.flickr.com/photos/britanglishman/
13kanban
A signal card
I am ready to pull in more work
Please produce 10
more items
14
https://www.flickr.com/photos/pinadd/
15
Push vs Pullhttps://www.flickr.com/photos/johnragai/
16Lean Thinking
1. Identify Customers and Specify Value
2. Identify and Map the Value Stream
3. Create Flow by Eliminating Waste
4. Respond to Customer Pull
5. Pursue Perfection
17Helping non profits in the USA
Toyota in action
18Summary - Lean
Lean Applied
20Lean principles for cognitive work
• Eliminate Waste
• Build Quality In
• Create Knowledge
• Defer Commitment
• Deliver Fast
• Respect People
• Optimize the Whole
21
Eliminate Waste (Lean Principle)https://www.flickr.com/photos/neshuma/
22Build Quality In (Lean Principle)
Prevention is better than cure
• Use constant feedback
• Minimise time between workflow states
https://www.flickr.com/photos/cambodia4kidsorg/
23Approach, large review towards end
Quality
24Approach, constant feedback
Quality
25Create Knowledge (Lean Principle)
Continuous Learning Experimentation
https://www.flickr.com/photos/mpeterke/https://www.flickr.com/photos/ecodallaluna/
26Create Knowledge (Lean Principle)
Share information
https://www.flickr.com/photos/highwaysagency/
Create Knowledge (Lean Principle)
27Create Knowledge (Lean Principle)
Teach our staff powerful problem solving techniques
Cause
Problem
Why?
CauseWhy?
CauseWhy?
CauseWhy?
Root CauseWhy?
https://www.flickr.com/photos/vuhung/
28Faces exercise
We want you be creative, innovative and have fun with this…
1. Draw five faces on the top row, you have 60 seconds.
2. Pick your favourite face.
3. Pass your page to the left, draw five faces in 60 seconds.
4. Repeat until the page is full.
5. Circle the face that you like best, on the whole page.
29Defer Commitment (Lean Principle)
• Our first option, is rarely the best.
• What is the cost/benefit of working on multiple competing solutions?
30Deliver Fast (Lean Principle)
Split work up, release SOMETHING early.
• Value is realised early.
• Fast feedback.
• Reduce rollout risk.
31Respect People (Lean Principle)
• Everyone be respectful to everyone else.
• Empower staff.
What does being respectful mean to you?
Why is this a lean principle?
RESPECT
32Team B’s next move?
Team A Team BIdea Team C
Customer
5 units / week 3 units / week 4 units / week
Should Team B work harder to deliver our customer value?
Should Team B work harder to deliver our customer value?
33Optimise the whole (Lean Principle)
• Look at the whole system
• Maximise delivered value
• Do not keep all people or teams busy
• Avoid local optimisations
34Summary – Lean Applied
Queuing Theory
Penny GamePenny Game
https://www.flickr.com/photos/joeshlabotnik/
37
https://www.flickr.com/photos/markscott/
• Work in progress
• Throughput
• Cycle time
• Queue
• Swarming
More Lean Terms
Queuing Theory
In a system with variability, increased resource utilisation
leads to an increase in cycle time.
• Comes from the study of communication systems
• Software development has lots of variability
Queuing Theory – Demand exceeds capacity
Utilisation0 100
Cyc
le T
ime
Capacity
Some examples:• Computer CPU• Network Router• Fire Exit• Tube/Train station• Road
Queuing Theory – In action
Shockwave Traffic Jam Video
Overburden, creating Unevenness, creating delays
Options to reduce cycle time
Reduce Utilization
and/or
Reduce Batch Size
and/or
Reduce Item Size
Exercise – Improve highway throughput
https://www.flickr.com/photos/thienzieyung/
Highway - Reduce Utilisation
Q: How would we reduce utilisation?
A: Remove some vehicles from the road.
Highway - Reduce Batch Size
Q: How would we reduce batch size?
https://www.flickr.com/photos/29233640@N07/
Motorway - Reduce Item Size
Q: How would we reduce item size?
https://www.flickr.com/photos/null0/
A: Replace Trucks with Cars, Cars with Motorcycles.
Queuing Theory – wrap up
How does Lean involve the ideas from Queuing Theory?
Should team members be busy all of the time?
Should teams be busy all of the time?
47
To increase throughput: Lower Utilisation
Smaller Batches
Smaller Items
Summary – Queuing Theory
Wrap up
49Summary - Lean
50Summary – Lean Applied
51
To increase throughput: Lower Utilisation
Smaller Batches
Smaller Items
Summary – Queuing Theory
52Competencies
I am hopeful that you now can:
1. Summarise Lean
2. List some of the wastes in cognitive work
3. Summarise Lean Thinking
4. List some of the Lean principles for cognitive work
5. Summarise how some of the Lean principles can be applied
6. Summarise Queuing Theory
7. Describe the three approaches for increasing throughput
8. Summarise key Lean terminology
53Time to share
1 - 3 Key Learning Points
One person at a time
Your answers don’t have to be unique
https://www.flickr.com/photos/kellysue/
54Some links to more information
• Lean Principles explained
• Limited WIP Society
• Why limiting WIP makes sense
• Visual notes from the book ‘This is Lean’
55Recommended Books
56
Thank you