Lego Lean Game (Agile Australia 2011)
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Version of the Lean Lego Game presented at Agile Australia 2011
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Lego Lean Game (Agile Australia 2011)
- 1. The Lean Lego Game Francisco Trindade Fabio Pereira
- 2. Agenda Quick Introduction Simulating a production line How about software ?
- 3. Debriefing Hands On Results Process
- 4. Debriefing Hands On Results 3x Process
- 5. Why ?
- 6. Lean concepts being used in the software world But without much contact with Lean principles and practices Why ?
- 8. “... over the years there have been some ostensibly ‘lean’ 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)
- 9. “... over the years there have been some ostensibly ‘lean’ 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
- 10. Lean
- 11. Toyota Production System
- 14. Revolutionized Applied to manufacturing different areas
- 15. What we want to show
- 16. Push What we want to show
- 17. Push Pull What we want to show
- 18. Push Pull Flow What we want to show
- 19. Push Pull Flow Systems Thinking What we want to show
- 20. Push Pull Flow Systems Heijunka Thinking What we want to show
- 21. Hands on - 1st Step
- 22. Task 1 Task 2 Task 3 Task 4 Hands on - 1st Step
- 23. Task 1 Task 2 Task 3 Task 4 4 Teams 4 Rounds 45 secs Hands on - 1st Step
- 24. Task 1 Task 2 Task 3 Task 4 Follow the instructions Build toy seals 1 Piece = $ 1.00 1 Seal = $ 25.00 Hands on - 1st Step
- 27. What went wrong ? Houston, we have a problem...
- 30. Visible Inventory Over/Under Production 700 Task 4 Task 3 Task 2 525 Task 1 350 175 0 0 1 2 3 4 Waste
- 31. 7 Wastes of Manufacturing
- 32. Overproduction 7 Wastes of Manufacturing
- 33. Overproduction Waiting 7 Wastes of Manufacturing
- 34. Overproduction Waiting Overprocessing 7 Wastes of Manufacturing
- 36. Overproduction Inventory Waiting Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing
- 37. Overproduction Inventory Waiting Motion Overprocessing Unnecessary Transportation 7 Wastes of Manufacturing
- 38. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation 7 Wastes of Manufacturing
- 39. Push and Pull Systems
- 40. Push Push and Pull Systems
- 41. Push Expected Demand Push and Pull Systems
- 42. Push Expected Mass Demand Production Push and Pull Systems
- 43. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems
- 44. Push Push and Pull Systems
- 45. Push “Any colour, as long as it’s black” Henry Ford Push and Pull Systems
- 46. Push Expected Mass Economies Demand Production of Scale Push and Pull Systems
- 47. Push Expected Mass Economies Demand Production of Scale Pull Push and Pull Systems
- 48. Push Expected Mass Economies Demand Production of Scale Pull Customer Requirements Push and Pull Systems
- 49. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Production Requirements Push and Pull Systems
- 50. Push Expected Mass Economies Demand Production of Scale Pull On Demand Customer Adaptation Production Requirements Push and Pull Systems
- 51. Pull Push and Pull Systems
- 52. Pull Push and Pull Systems
- 53. TASK 1 Kanban TASK 2
- 54. TASK 1 Kanban TASK 2
- 55. TASK 1 Kanban TASK 2
- 56. TASK 1 Kanban TASK 2
- 57. Signals demand Regulates demand Limits Work in Process TASK 1 TASK 2 Aids visual control Self-directing Kanban
- 58. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban
- 59. Signals demand Regulates demand Limits Work in Process Aids visual control Self-directing Kanban
- 60. Pull System Hands on - 2nd Step
- 61. Task 1 Task 2 Task 3 Task 4 Pull System Hands on - 2nd Step
- 62. Task 1 Task 2 Task 3 Task 4 4 Teams Pull System 4 Rounds 45 secs Hands on - 2nd Step
- 63. 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
- 64. Task 1 Task 2 Task 3 Task 4 Pull System Setup minimum buffers at intermediate steps Demand comes first ban Kan Items are produced to fill gaps in the buffers Hands on - 2nd Step
- 67. What went wrong ? Houston, we have a problem...
- 68. Another type of waste Some people working more than others Mura (Unevenness) Heijunka Unleveled Process
- 69. Goal is a leveled process Production line must be a continuous flow One piece is bought when one piece is delivered Sustainable pace Flow
- 70. 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 er (http://tinyurl Lean Prim .com/owvhut)
- 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 Watch the baton, not the ru nners er (http://tinyurl Lean Prim .com/owvhut)
- 73. Why does it still feel wrong? What are the other teams doing? What’s the purpose of the system? Systems Thinking
- 74. “A bad system will beat a good person every time” W. Eduards Deming Systems Thinking
- 75. Do we need 4 teams to build a seal ? Teams 1 and 2 have overlapping tasks Systems Thinking
- 76. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect People Kaizen
- 77. Continuous Improvement Reflect and adapt Learn by standardizing Long term thinking Respect People Kaizen
- 78. 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
- 79. Create a process Build Hands on - 3rd Step
- 80. Create a process Build Hands on - 3rd Step
- 81. Create a process Build Each team develops their own process (5 min) Round of 120 seconds Who can build the most to meet demand ? Hands on - 3rd Step
- 84. What went wrong ? Houston, we have a problem...
- 85. Is that all ?
- 86. Push System Is that all ?
- 87. Push System Pull System Is that all ?
- 88. Push System Pull System Your system Is that all ?
- 89. Push System Pull System Your system What’s next ? Is that all ?
- 90. Push System We saw some of the practices Pull System Practices are contextual Principles must be understood Your system Is that all ?
- 91. 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 ?
- 92. 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 ?
- 93. Lean in Software Development
- 94. X Lean in Software Development
- 95. Overproduction Inventory Waiting Motion Overprocessing Defects Unnecessary Transportation Lean in Software Development
- 96. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development
- 97. Overproduction Waiting Unnecessary Transportation Overprocessing Inventory Motion Defects Lean in Software Development
- 98. Extra Features Overproduction Waiting Unnecessary Transportation Gold Plating Overprocessing Partially Completed Work Inventory Motion Defects Unused Employee Creativity Lean in Software Development
- 99. Kanban Board Lean in Software Development
- 100. Kanban Board Lean in Software Development
- 101. Kanban Board Lean in Software Development
- 102. Controlling Kanban Do you have a stable process ? Lean in Software Development
- 103. Controlling Kanban Lean in Software Development
- 104. Controlling Kanban Lean in Software Development
- 105. Controlling Kanban Lean in Software Development
- 106. Controlling Kanban Lean in Software Development
- 107. Much more: Lean in Software Development
- 108. Much more: Eliminate Waste Create Knowledge Build Quality In Defer Commitment Deliver Fast Respect People Improve System Lean in Software Development
- 109. 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
- 110. Lean in Software Development
- 111. X Lean in Software Development
- 112. Thank You! Questions ? ftrindad@thoughtworks.com franktrindade.com @frankmt fpereira@thoughtworks.com fabiopereira.me @fabiopereira
Notas do Editor
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- Principios x Praticas\n\nMas a gente esta mostrando praticas....\n
- Principios x Praticas\n\nMas a gente esta mostrando praticas....\n
- Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
- Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
- Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
- Product Development\nSupply Chain Management\nHealthcare\nSoftware\n\n
- And more...\n\n\n
- And more...\n\n\n
- And more...\n\n\n
- And more...\n\n\n
- And more...\n\n\n
- Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
- Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
- Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
- Make sure everyone understands the tasks (really..)\nCount number of pieces between rounds\n\n10 mins\n
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- 20 mins\n
- Lean came with definition of waste\nAnything that doesnt add value\nWhat is Value ? Seen through client’s point of view\nEverything that is done but not necessary for the final product\n\nThere is one visible kind of waste now: inventory\nHow may houses produced x 25\nPieces x 1\n\nCompare inventory accumulation with chart\nShow over/under production in the example\nHouses produced but not sold\nHouses demanded but not produced\n\n\n
- Lean came with definition of waste\nAnything that doesnt add value\nWhat is Value ? Seen through client’s point of view\nEverything that is done but not necessary for the final product\n\nThere is one visible kind of waste now: inventory\nHow may houses produced x 25\nPieces x 1\n\nCompare inventory accumulation with chart\nShow over/under production in the example\nHouses produced but not sold\nHouses demanded but not produced\n\n\n
- Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
- Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
- Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
- Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
- Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
- Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
- Overproduction\nproducing items when orders have not been received.\nWaiting\nPeople waiting to have their setup ready\nConveyance\nUnnecessary transportation\nOverprocessing\nMore work than necessary\nInventory\nExample cited before\nMotion\nPeople moving\nDefects\nIf in the end we have a defect in the product, everything was thrown away\n\n\nIt could be argued that the work done is going to be useful in the future\nBut how about if the market changes?\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nAssumption: Ever cheaper labour, ever faster machines -> ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signal when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
- Push\nFord: demand was not an issue. Sell everything that is produced. Goal: maximize production\n\nEver cheaper labour, ever faster machines ran out of both\n\nTaiichi Ohno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket\n\nPull\nSupermarket\nProduce based on demand\n\nNeed a way to signalize when more work has to be done\n\n
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- 40 min\n\nExplain how the process should work\n\n
- 40 min\n\nExplain how the process should work\n\n
- 40 min\n\nExplain how the process should work\n\n
- 40 min\n\nExplain how the process should work\n\n
- 40 min\n\nExplain how the process should work\n\n
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- 50 min\n\n
- One solution: balance number of people based on constraints\n\n
- What’s the ideal scenario?\n\nExplain the baton metaphor\n\nWhen build to stock and when to build to demand (depends on the context)\n
- \nWhen build to stock and when to build to demand (depends on the context)\n
- \nWhen build to stock and when to build to demand (depends on the context)\n
- \nWhen build to stock and when to build to demand (depends on the context)\n
- \nWhen build to stock and when to build to demand (depends on the context)\n
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- "We are going to win and the industrial west is going to lose out: there is nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor Model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the correct way to run a business. For you, the essence of leadership is getting the ideas out of the heads of the bosses and into the hands of the labor. "We are beyond the Taylor Model; business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive, and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. For us, the essence of effective leadership is precisely the art of mobilizing and pulling together the intellectual resources of all employees in the service of the firm. Only by drawing on the combined brainpower of all its employees can" [we succeed] Konosuke Matsushita Executive Director Matsushita Electric Industria\n
- "We are going to win and the industrial west is going to lose out: there is nothing much you can do about it, because the reasons for your failure are within yourselves. Your firms are built on the Taylor Model; even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the correct way to run a business. For you, the essence of leadership is getting the ideas out of the heads of the bosses and into the hands of the labor. "We are beyond the Taylor Model; business, we know, is now so complex and difficult, the survival of firms so hazardous in an environment increasingly unpredictable, competitive, and fraught with danger, that their continued existence depends on the day-to-day mobilization of every ounce of intelligence. For us, the essence of effective leadership is precisely the art of mobilizing and pulling together the intellectual resources of all employees in the service of the firm. Only by drawing on the combined brainpower of all its employees can" [we succeed] Konosuke Matsushita Executive Director Matsushita Electric Industria\n
- 1:10\n
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- 1:20 min\n\n
- On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
- On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
- On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
- On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
- On a practice level\nPull system/Kanban (Later section)\nOn a principle level\nChallenging status quo\nInspect quality in\nCompeting against yourself\nEmpowering people\n\n\n
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- Predictable and Repeatable (as in Manufacturing): Build process / Deployment process\nCreative / Information Flow / Create Knowledge (as in Product Development)\n\n
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- Common cause vs. Special cause\n Process Capability Chart\nFirst step in a kanban process\n
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- Software development is not manufacturing\nPrinciples x Practices\n\n1:30\n\n
- Mention Presentation Pack\n