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Lean Principles in Testing, IT and Life - IITPSA€¦ · 1000 min Work In Progress = 201 pages @...
Transcript of Lean Principles in Testing, IT and Life - IITPSA€¦ · 1000 min Work In Progress = 201 pages @...
©Test and Data Services (Pty) Ltd –www.testdata.co.za
Lean Principles in Testing,
IT and Life
Wayne Mallinson
Test and Data Services
©Test and Data Services (Pty) Ltd –www.testdata.co.za
All the findings from our survey support one compelling and consistent
conclusion: Toyota's customer base is insulated because of its consistent
and high customer satisfaction levels in the past," Dholakiasaid. "The long-
term prognosis is promising.
Su
rve
y:
To
yo
ta o
wn
ers
ma
inta
in h
igh
o
ve
rall s
ati
sfa
cti
on
de
sp
ite
rec
alls
Published: Friday, March 5, 2010 -12:50 in Physics & Chemistry
A report released today by Rice University's Jones Graduate School of Business
found that despite the 8 million Toyota vehicles recalled since October 2009,
current Toyota owners are not yet wavering in their support of or satisfaction with
the company.
8/1
0•Toyota appropriately handled issues with the brake-pedal recall.
•This incident is an outlier.
•Toyota typically has a strong reputation for quality.
•The recall shows Toyota's commitment to customer safety.
“A
re
serv
oir
of
bra
nd
eq
uit
y”
©Test and Data Services (Pty) Ltd –www.testdata.co.za
Reasons to Consider Lean
Reasons to Consider Lean
�S
peed
:Toyota has the fastest development process in the world
�L
ow
Defe
cts
:Toyota’s cars had least defects for the first three years of
ownership, and this amounts to approximately one third of the problems of
US and European brands
�V
isio
n:Long term vision and a good one. They put their money where their
mouth is
�C
ap
ab
ilit
y:They keep improving
�P
rofi
t:Toyota’s annual profit
for the year ended March 2003
was 8.13 billion dollars –
bigger than the combined
earnings of General motors,
Chrysler, and Ford
GM
Toyota
Ford
$
Gross Margin
©Test and Data Services (Pty) Ltd –www.testdata.co.za
Some More Reasons
Some More Reasons
In Service Organisations . . .
In Service Organisations . . .
�Lead time reductions of 37%, 54%, 66%, and
higher,
�Reduction in rework by 80%,
�Productivity increases of 29%
Relentless
Reflection
Consensus &
Implement
Go See for
Yourself
Respect
Partners
Develop People
& Teams
Grow Leaders
Flow
Pull
Level the
Workload
Stop and Fix
Culture
Standard
Work
Visual
Controls
Reliable
Technology
Long Term
Philosophy
Le
an
:T
oyo
ta’s
14
M
an
ag
em
en
t P
rin
cip
les
(TP
S)
Rig
ht
Pro
ces
se
sP
eo
ple
&
Pa
rtn
ers
Re
al P
rob
lem
So
lvin
g
Principles from -Jeffrey K Liker:
Th
e T
oy
ota
Wa
y14
Man
age
me
nt
Prin
cip
les f
rom
th
e W
orld
’s
Gre
ate
st
Manu
factu
rer
McG
raw
-H
ill,
200
4
Wo
rk s
yste
m
Do the right thing for the
company, its employees,
the customers, and
society as a whole.
Relocation of truck bed
plant from California to
Mexico, 2001
600 Employees at stake
Not Just $$$
Over- production
Inventory
Extra Processing
Steps
Motion
Defects
Transportation
Waiting
Th
e S
even
Waste
s o
fM
an
ufa
ctu
rin
g
Wa
ste
Ex
erc
ise
Over- production
Inventory
Extra
Features
Requirements
Extra Processing
Steps
Extra Steps
Motion
Finding Information
Defects
Defects notCaught
Transportation
Waiting -Include
Customers
Waiting
Handoffs
Th
e S
even
Wa
ste
s o
fM
an
ufa
ctu
rin
g
Po
pp
en
die
ck’s
Tra
nsla
tio
n f
or
IT(2
00
2)
An
op
po
rtu
nit
y l
os
tto retain or win customers, a
Failure to establish rapport, ignoring customers,
unfriendliness and rudeness
Inc
orr
ec
t in
ve
nto
ry.Being out of stock, unable to get
exactly what was required, substitute products/services
Du
pli
ca
tio
n, having to re-enter data, repeat details
on form, copy information across, answer queries
from several sources in organisation
Un
cle
ar
co
mm
un
ica
tio
n, seeking clarification,
confusion over product or service use, wasting time
finding a location that may result in misuse/duplication
Err
orsin service transaction, product defects in the
product/service bundle. Lost or damaged goods.
De
laycustomers waiting for service, delivery,
queues, not arriving when promised.
Bic
he
no
(2
00
8)
Th
e L
ea
n T
oo
lbo
x f
or
Se
rvic
e S
yste
ms
, PICSIE Books
Suggests the following wastes in ‘services’
Un
nec
es
sa
ry m
ove
me
nt, Queuing several times,
lack of one-stop, poor ergonomics in service
Over- production
Test over-coverage
Over-documenting
Inefficient use of
Human Capital
Inventory
Extra
Features
Requirements
Test cases
Un-cleared bugs
Inefficient use of limited
natural resources
Extra Processing
Steps
Extra Steps
Over-precision,
Redundant/Weak tests
Motion
Finding Information
Unnecessary test
repeat cycles
Defects
Defects notCaught
Defects not
prevented now
Transportation
Waiting, Status repeating
Waiting -Include
Customers
Waiting
Handoffs
Walking, (Foggy directions
‘All over the place’)
Th
e S
even
Waste
s o
fM
an
ufa
ctu
rin
g
Po
pp
en
die
ck’s
Tra
nsla
tio
n f
or
IT(2
002)
Mall
inso
n’s
‘Ad
dit
ion
als
’fo
r T
esti
ng
(2010)
Unexploited opportunities
Customer Ambiguity
Wrong system
Human Factors
Mall
inso
n’s
Oth
er
Waste
s o
r W
aste
So
urc
es (
2010)
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Value
Value Stream
IN
Wid
gets
Co
mp
lete
Sc
rap
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Req
uir
em
en
ts
Co
mp
lete
Sc
rap
IN
Value
Value Stream
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Req
uir
em
en
ts
Co
mp
lete
Sc
rap
IN
Value
Value Stream
10 mins
100 pages
100 pages
1000 min
1000 min
Cyc
le t
ime
= 2
01
0 m
inu
tes
(3
3.5
Ho
urs
)
Cyc
le t
ime
= 1
0 m
inu
tes
(0
.17
Ho
urs
)
10 mins
0 min
0 min
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Req
uir
em
en
ts
Co
mp
lete
Sc
rap
IN
Value
Value Stream
10 mins
100 pages
100 pages
1000 min
1000 min
Cyc
le e
ffic
ien
cy =
10
/20
10
x 1
00
% (
0.5
%)
Cyc
le e
ffic
ien
cy =
10
/10
x 1
00
% (
10
0.0
%)
10 mins
0 min
0 min
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Req
uir
em
en
ts
Co
mp
lete
Sc
rap
IN
Value
Value Stream
10 mins
100 pages
100 pages
1000 min
1000 min
Wo
rk I
n P
rog
res
s =
20
1 p
ag
es
@ £
20
/Pa
ge
= £
40
20
10 mins
0 min
0 min
Wo
rk I
n P
rog
res
s =
1 p
ag
e @
£2
0/P
ag
e =
£2
0 (
99
.5%
Le
ss
)
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Req
uir
em
en
ts
Co
mp
lete
Sc
rap
IN
Value
Value Stream
10 mins
100 pages
100 pages
1000 min
1000 min
Be
fore
Desk Space down 50%, Floor space down 33%, Energy costs down 20%
Aft
er
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Req
uir
em
en
ts
Co
mp
lete
Sc
rap
IN
Value
Value Stream
10 mins
100 pages
100 pages
1000 min
1000 min
Va
lue
Ne
ce
ss
ary
No
Va
lue
A
dd
(N
NV
A)
No
Va
lue
(NV
)
Store new requirements
Process requirements
Store completed requirements
Reject scrap requirements
� ���
� ���
� ���
� ���
Value is only what is value
in the eye of the final end
customer. It is product
specific
Perfection
Flow
Pull
Le
an
:F
ive
Ke
y
Pri
nc
iple
s
Value
Value Stream
Req
uir
em
en
ts
Co
mp
lete
Sc
rap
IN
100 pages
100 pages
Aft
er
Aft
er
Pe
rce
nt
Co
mp
lete
an
d F
inis
he
d =
Sa
y 8
0%
4 Major
Defects/Page
Cost to fix a requirement
defect = £20 on average =
£80/page
=> 2
01
pa
ge
s x
£80/page
= £
16
,08
0
Costs to fix
damaged
Stock
increase over
time
Cyc
le t
ime
s u
p
Cyc
le e
ffic
ien
cie
s d
ow
n
Co
mp
an
y W
IP u
p
ST
OP
De
fec
t re
du
cti
on
fro
m
lea
rnin
g
Cle
an
Ba
gF
old
Bo
x?
Cle
an
Fo
ldC
lea
nF
old
Ins
pe
ct?
Sh
ip
Sto
re
De
sig
nS
hip
Cle
an
Fo
ldB
ag
& B
ox
Cle
an
Fo
ldB
ag
& B
ox
Sto
re
Ste
ps
Sh
ip
Sh
ip
Su
pe
rvis
or
PL
2
Co
un
t?
Le
an
in
oth
er
Ind
us
trie
s
Among notable corporate examples of Lean IT adopters is
UK-based grocer Tesco, which has entered into strategic
partnerships with many of its suppliers, including Procter &
Gamble, Unilever, and Coca-Cola, e
ve
ntu
ally s
uc
ce
ed
ing
in
re
pla
cin
g w
ee
kly
sh
ipm
en
ts w
ith
co
nti
nu
ou
s d
elive
rie
s
thro
ug
ho
ut
the
da
y. By moving to eliminate stock from either
the back of the store or in high-bay storage, Tesco has gotten
markedly closer to a just-in-timepull system.
Extracted March 2010 -http://en.wikipedia.org/wiki/Lean_IT
http://www.greenwisebusiness.co.uk/ne
ws/new-tesco-store-slashes-carbon-
footprint.aspx
Le
an
Go
ve
rnm
en
t –
Ca
pe
Co
ral
Even
ts C
om
ple
ted
Sin
ce A
ug
ust
2007
The teams working with these events have been successful meeting
their goals. They continue to look for other value streams and
continue the process improvements.
Sit
e D
evelo
pm
en
t R
evie
w–The goal was to reduce the cycle time
for the first review of commercial site plans from 28 days to five days.
Fir
e D
ep
art
me
nt
Recru
itin
g–The goal was to reduce the time to
hire a firefighter from 66 days to 30 days.
Pro
cu
rem
en
t–The goal was to reduce the time to obtain purchase
orders for less than $2,500 from six days to one day. The teamalso
wanted to find ways to consolidate the number of purchase orders
written throughout the City.
Extracted March 2010 -
http://archive.capecoral.net/fullstory.cfm?articleid=10374
©Test and Data Services (Pty) Ltd –www.testdata.co.za
Le
an
in
IT
Despite a trend towards increased Application
Development Management outsourcing to lower-wage
economies, the cost of developing and maintaining
applications can still consume more than half of the
total IT budget.
In t
his
lig
ht,
th
e p
ote
nti
al o
f L
ean
IT
to
in
cre
ase
pro
du
cti
vit
y b
y a
s m
uch
as 4
0%
wh
ile i
mp
rovin
g
the q
uali
ty a
nd
sp
eed
of
execu
tio
n m
akes
Ap
pli
cati
on
De
velo
pm
en
t M
an
ag
em
en
t a
pri
mary
targ
et
(th
e “
low
-han
gin
g f
ruit
,”so
to
sp
eak)
wit
hin
th
e I
T d
ep
art
men
t.
Kindler, Nosh B; Krishnakanthan, Vasantha; Tinaikar,
Ranjit.
Apply
ing L
ean t
o A
pp
lication D
evelo
pm
ent.
McK
inse
y Q
uart
erl
y,
Ma
y 2
007
AGILE
Plan-
Driven
? ?
FR AGILE
? ?AGILE
Plan-
Driven
Plain
Drivel
? ?AGILE
Plan-
Driven
AGILE
? ?Plan-
Driven
©Test and Data Services (Pty) Ltd –www.testdata.co.zaAg
ile
Ma
nif
esto
:
We are uncovering better ways of developing software by doing itand helping
others do it. Through this work we have come to value:
Ind
ivid
uals
an
d i
nte
racti
on
sover processes and tools
Wo
rkin
g s
oft
wareover comprehensive documentation
Cu
sto
mer
co
llab
ora
tio
nover contract negotiation
Resp
on
din
g t
o c
han
geover following a plan
Th
at
is, w
hile t
here
is v
alu
e i
n t
he ite
ms o
n t
he r
igh
t,
we v
alu
e t
he i
tem
s o
n t
he l
eft
mo
re.
http://agileelements.wordpress.com/2008/05/13/agile-in-a-single-page/
Balancing Agility
And Discipline
Ba
rry B
oe
hm
&
Ric
hard
Tu
rne
r
Op
tim
isin
g(Process, Documentation)
Lig
ht
He
avy
Adapting
(Skill, Understanding)
Lo
w
Hig
h
Typ
ical
Rig
oro
us
Meth
od
olo
gy
X
X
Typ
ica
l A
gil
eM
eth
od
olo
gy
Pe
rso
nn
el
Cri
tic
ali
ty
Cu
ltu
reS
ize
Dyn
am
ism
1
50
30
10
5
% R
eq
uir
em
en
ts C
han
ge
p
er
mo
nth
% T
hri
vin
g o
n C
ha
os
V
ers
us
Ord
er
90
70
50 30
10
30010030
10
3
Nu
mb
er
of
Pers
on
ne
l
Many LivesSingle Life
Lo
ss
Du
e T
oIm
pa
ct
of
De
fec
ts
(% L
eve
l 1
B)
(% L
eve
l 2
an
d 3
)
30
40
20 010
15 20
25
35
30
Essential
Funds
Comfort
Discretionary Funds
Pe
rso
nn
el
Cri
tic
ali
ty
Cu
ltu
reS
ize
Dyn
am
ism
1
50
30
10
5
% R
eq
uir
em
en
ts C
han
ge
p
er
mo
nth
% T
hri
vin
g o
n C
ha
os
V
ers
us
Ord
er
90
70
50 30
10
30010030
10
3
Nu
mb
er
of
Pers
on
ne
l
Many LivesSingle Life
Lo
ss
Du
e T
oIm
pa
ct
of
De
fec
ts
(% L
eve
l 1
B)
(% L
eve
l 2
an
d 3
)
30
40
20 010
15 20
25
35
30
Essential
Funds
Comfort
Discretionary Funds
Balancing Agility
And Discipline
Ba
rry B
oe
hm
&
Ric
hard
Tu
rne
r
Ag
ile
Ag
ile
Pla
n-D
riven
Pla
n-D
riven
Su
pp
ly
Ch
ain
Cu
sto
me
rC
urr
en
t
Va
lue
Str
ea
m M
ap
Hig
h-L
eve
l
Re
qu
ire
me
nts
So
luti
on
Sp
ec
ific
ati
on
De
tail
ed
Re
qu
ire
me
nts
Co
de
dC
om
po
ne
nt
Te
ste
d
Co
mp
on
en
tIn
teg
rati
on
-Te
ste
d
Sys
tem
Te
ste
d
Ac
ce
pta
nc
eT
es
ted
En
vir
on
me
nts
Bu
ild
En
vir
on
me
nts
Pro
cu
re E
nvir
on
me
nts
Te
st
Ex
ec
uti
on
Pro
jec
t m
an
ag
em
en
tC
on
fig
ura
tio
n m
an
ag
em
en
tD
efe
ct
ma
na
ge
me
nt
Tra
inin
g
Sta
ffin
g
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pp
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ain
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ap
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po
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mp
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ild
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ap
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tail
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qu
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me
nts
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de
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om
po
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mp
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teg
rati
on
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ste
d
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tem
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ste
d
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ce
pta
nc
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es
ted
En
vir
on
me
nts
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ild
En
vir
on
me
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Pro
cu
re E
nvir
on
me
nts
Te
st
Ex
ec
uti
on
Pro
jec
t m
an
ag
em
en
tC
on
fig
ura
tio
n m
an
ag
em
en
tD
efe
ct
ma
na
ge
me
nt
Ex
pe
cta
tio
n m
an
…
No
w a
dd
ch
an
ges…
Tra
inin
g
Sta
ffin
g
Su
pp
ly
Ch
ain
Cu
sto
me
rF
utu
re
Va
lue
Str
ea
m M
ap
Sto
rie
s
Ta
sk
s
De
mo
En
vir
on
me
nts
Bu
ild
En
vir
on
me
nts
Pro
cu
re E
nvir
on
me
nts
Te
st
Ex
ec
uti
on
Pro
jec
t m
an
ag
em
en
tC
on
fig
ura
tio
n m
an
ag
em
en
tD
efe
ct
ma
na
ge
me
nt
Ex
pe
cta
tio
n m
an
ag
em
en
t
No
w a
dd
ch
an
ges…
to n
ext
Sp
rin
t
Tra
inin
g
Sta
ffin
g
Co
lla
bo
rati
on
Sp
rin
t N
©Test and Data Services (Pty) Ltd –www.testdata.co.za
The agile and lean approaches to software development have much
in common:
They both strive to improve software quality, reduce waste, increase
developer productivity, accept changes to requirements, and prize
meeting the customer's real needs.
What's different is their philosophy.
Agile is primarily about software development praxis and typically
only makes glancing contact with the business, in the person of the
"customer" and via "stories." Lean tries to encompass the entire
scope of the business, including the supply chain, rather than limit
itself to software development.
After 13 may 2009, Infoworld, Martin Heller
Le
an
an
d A
gil
e -
A
In summary,Agile and
Lean are generally very
complementary when it
comes to developing
integration software
components. Lean
however goes
somewhat further in
providing sustainable
practices. My best
advice is to select
techniques from both
practices and
continuously learn and
improve them in your
organization. In other
words use Lean AND
Agile.
by John Schmidt
www.blogs.informatica.com
and search for lean
Le
an
an
d A
gil
e -
B
©Test and Data Services (Pty) Ltd –www.testdata.co.za
Point solutions versus whole system
Le
an
an
d A
gil
e -
C
IT emphasis versus whole business
Culture
History and traditions
Standard work
Levelling work load
Understanding
Learn by doing
Seven wastes
Five whys
Visual management
Deming Cycles
Focus –one piece flow
Autonomy
Feedback
Scalability
Business context
Kaizen
Takttime
Management support levels
Voice of Customer
Suppliers
©Test and Data Services (Pty) Ltd –www.testdata.co.za
�Toyota Production System (TPS) worth researching
�Lean: Auto production -> manufacturing -> services -> IT -> testing
�Challenges
�Silo mentality
�Culture change
�Long term thinking
�Lean and mean?
�Worth understanding differences –Use both
�Business benefits –Job satisfaction, work leveling.
�Home –What adds value? What doesn’t?
�Self –Continuous improvement
�Relentless reflection
�Counter-measures
�Percentage complete and finished?
Co
nc
lus
ion
s
©Test and Data Services (Pty) Ltd –www.testdata.co.za
Contact Details
Contact Details ––Test and Data
Test and Data
Services (Pty) Ltd.
Services (Pty) Ltd.
Ga
ute
ng
Off
ice
Tel: 011 848 7600
email: [email protected]
Web: www.testdata.co.za
For details of our 1 day ‘Lean’training
course contact Loraneon 011 848 7600 or
email [email protected]