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MY 40 Y         EAR-OLD CORPORA          T ION CAN      PIVOT FAS TER             THAN YOU@cyetain
Jabe Bloom                            CTO           Creative Technologis                               t@cyetain
@cyetain                  #LeanUXNYC    jabe.co/leanuxnyc@cyetain
LeanTX                                IEN CE                       EX PER m?             wd  o we           Tea           ...
ma             k ma an… All wo es worker a working on a du       n wor ll hum ng o           u                rk mak      ...
L ean T X             MAD              SCIEN   TS Gs                       &                   TIS R@cyetain           CY BO
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g-Ran ge Tr uck-DriverLonIt is possibl             e to ‘come tone has bee              o’ and reali            n driving ...
losophical Zom biesPhi@cyetain
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Div ision of La bour   The                             To take an example…                              the trade of the p...
One man draws out the wire,     another straights it, a third cuts itDRAW OUT WIRE   STRAIGHTEN         CUT           POIN...
Taylor                    GilbretGantt                       h@cyetain
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FL OW Lin es@cyetain
Nothing is           particularly hard                              if             you divide it into                  sma...
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Economies             $$$$                    ! of Scale                        PUSH@cyetain
e lineAll we are doing is looking at the tim                                         from the moment the customer gives us...
the principal objective of the Toyota production systemwas to produce many models in small quantities.@cyetain
a          b        c       d           &       &        &       =                   ab                   cd              ...
PUSH             !            !            ! !   ?@cyetain              PULL
SmithDivision of Labor                    Ford                     Flow Li                            nes                 ...
A LI ZATION      E PH EM ER   the principle o                  f doing ever m   time and ener                 ore with eve...
observable                     and thus       ly physicalprimari                            ver the activity of the worker...
ig man                     ary   W     mary wigman   M@cyetain
Ru dolf Laban@cyetain
Labanotation@cyetain
Say this to you                          rself           In your mind                         (not outloud)@cyetain
Stand up if you said B to yourself           (in your mind)@cyetain
Stand up if you said 13 to yourself           (in your mind)@cyetain
Kahneman@cyetain
edge work snapsknowl                       critical linksupervision@cyetain              Fred N ickols
WARNING            the know             in matchi                      ledge worker                       ng individu     ...
Flow & Effectiveness         Lean SW & Startup                                 Shewart                       Ladas        ...
Varia bi lity          Shewart                   Ladas                            Ford      Ohno     Poppendieck    Ries17...
ned roles                                ed work         constrai                      es s-defin         rrowly          ...
@cyetain           CONSTRAINTS
onstraints                $ C@cyetain
Business                        Team           Technology              Market@cyetain
Business    Market                Team             Technology@cyetain
iation         rm      ed              Constraints Based on  is inte                       Market & Customer NeedD        ...
in...              The futu re is uncerta             ery                            ertainty is at the v rigogine        ...
are the     I Know WW hat                     hat      Options?   I Want@cyetain
A Proc ess Model     of Innovation@cyetain
BDUF    Big Design Up Front                        Compone                               nts                              ...
L ess Planning                   GO FASTER@cyetain
n tion            Compone                   nts                tio ra                                     p e             ...
to BE          How        NT            EF FI CIE       COST@cyetain
Sufficient Design                                 is where Lean meets Craft                     If you take the time to cr...
s Yo ur Eff orts     Focu              Optional    Active Decision Model             Components                          Te...
ent to                          mitm nts as                      Com strai            D  e f er     Con                   ...
Business                         Team           Technology              Market@cyetain
Ho w to             eE ffective           B@cyetain
Active Decision Model    Option                                   Generation@cyetain
One    Prob lem                         per ime nts           Mul tipl e Ex                               NOT             ...
Kill 5 0-80%       o f your ideas                        Failing H                                 ere                    ...
Ho w to              FAST  ER           GO@cyetain
Eff iciency            Flow                             how long does                                             deliver ...
Flow Efficiency    STEP ONE        STEP TWO   STEP THREE     FINISHED               between 95-85% of Cycle Time@cyetain
Process Efficiency    STEP ONE        STEP TWO   STEP THREE    FINISHED               between 5-15% of Cycle Time@cyetain
ourc e Efficiency Res    STEP ONE   STEP TWO   STEP TWO   STEP ONE   STEP THREE   STEP TWO   STEP THREE@cyetain
Bottle Neck             THIS           THIS                 THIS                at beginning of            is a           ...
W=L/                                 λ                             ob is equ al to the average                o fi nish a ...
The Effect of UtilizationQueue                      Utilization    @cyetain
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tain  ties,                        n  wit  h cer          ill                ill begi          ut i f he w       m  an w  ...
Experiment   Experiment   Experiment@cyetain
Option      Experimentation           Generation@cyetain
Experiment   Experiment   Experiment@cyetain
Option                                     Experimentation           Generation                        Experiment         ...
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E T IC T            O R N       E N         Y B      C E M       C      A N          N H        E@cyetain
CYBORGS                 orates exogenous components                    incorpself-regulatin              g control        ...
brains                about human  at is specialWh                                                     ips                ...
e most of its                  ns to make th   The brain lear               completion                    ple pattern   ca...
eC yborgs                 FavoritOne        of my@cyetain
AC yb org                         akeYou                 Can   M   KA      NB AN@cyetain
h Yo ur P rocess   Sketc@cyetain
MAD          IC T        ET N      RN ME   BO CECY AN                  SCIENTIST E NH       OVERLOAD   ZOMBIFY @cyetain
Leave the Dial in One       Place too long... bad          things happen@cyetain
@cyetain
Jim Benso            n           Donald Reinertsen           Staff of TLC   avid And erson D         David Snowden@cyetain
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LeanTX

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LeanTX

  1. 1. MY 40 Y EAR-OLD CORPORA T ION CAN PIVOT FAS TER THAN YOU@cyetain
  2. 2. Jabe Bloom CTO Creative Technologis t@cyetain
  3. 3. @cyetain #LeanUXNYC jabe.co/leanuxnyc@cyetain
  4. 4. LeanTX IEN CE EX PER m? wd o we Tea Ho king as a ur W or o@cyetain Some rights reserved by tallkev
  5. 5. ma k ma an… All wo es worker a working on a du n wor ll hum ng o u rk mak n… Al l orker er a d rking on wo a dull huma ork makes w n… All work ll wo an… A rk makes w All w orker orking on w a dull huma n wor m orker ll working o r a Work != Working != Worker o kin g on w dull human… ork makes w an… A worke ll ker a orking on w r a dull hum ork makes an… A s wor All w orke orking on w a dull hum um an… m akes w All w er g on wh work Pin n… ing on a dull huma work make man… s work All workin rker worCarll working oHammering on work ma uman UMANS rk kes wo … A Ho ker n u kes a dull h n… A k makes w Carryingorker orking dull h huma n wor ll w rker a working on an… A k makes wo …Bolunded: orke rWireframe ll hum n wor king o u n Al akes wwo work ller a d rking o Thinkingl huma ork m r a dul g on w Precepthon an… ll ium on ake s Artifactswo A worke workin hu man… ork makes Creating … All k er a du orking worUndelsltwndi n g ing on a dull human work makes man… A a es work w work orker ng on ker a dull hu woakimaality an… rt onk um ing on Rr a dull h i m akes w … All work es wor h uman work mak Al l work worke rking rkin g on uman… ork makes All wo wo wocyetain rker a dull h g on w uman… k makes akes wo ll wor kin a dull h on wor orker @ m A sw ing
  6. 6. L ean T X MAD SCIEN TS Gs & TIS R@cyetain CY BO
  7. 7. @cyetain
  8. 8. g-Ran ge Tr uck-DriverLonIt is possibl e to ‘come tone has bee o’ and reali n driving w ze that.. ithout bein g aware DM Armstro@cyetain ng
  9. 9. losophical Zom biesPhi@cyetain
  10. 10. @cyetain
  11. 11. Div ision of La bour The To take an example… the trade of the pin-maOne man draw s out the wire, keranother straig hts it, a third c uts it I have seen a small manufactory... make... forty-eight thousand pins in a day... @cyetain
  12. 12. One man draws out the wire, another straights it, a third cuts itDRAW OUT WIRE STRAIGHTEN CUT POINT GRIND a fourth points it, a fifth grinds it at the top for receiving the head;@cyetain
  13. 13. Taylor GilbretGantt h@cyetain
  14. 14. @cyetain
  15. 15. FL OW Lin es@cyetain
  16. 16. Nothing is particularly hard if you divide it into small jobs.@cyetain
  17. 17. @cyetain
  18. 18. Economies $$$$ ! of Scale PUSH@cyetain
  19. 19. e lineAll we are doing is looking at the tim from the moment the customer gives us an order Order Timeline $$$ reduce by removing non-value-added wastes h n we collect the cas y to the point whe that time line b And we are reducing added wast es ue- removing the non-val @cyetain
  20. 20. the principal objective of the Toyota production systemwas to produce many models in small quantities.@cyetain
  21. 21. a b c d & & & = ab cd &@cyetain
  22. 22. PUSH ! ! ! ! ?@cyetain PULL
  23. 23. SmithDivision of Labor Ford Flow Li nes Ohno Toyo ta P rod uction S ystem@cyetain
  24. 24. A LI ZATION E PH EM ER the principle o f doing ever m time and ener ore with ever gy per each giv less weight, en level of fun ctional perform ance Buckminster Fu ller@cyetain
  25. 25. observable and thus ly physicalprimari ver the activity of the worker equated with control o@cyetain
  26. 26. ig man ary W mary wigman M@cyetain
  27. 27. Ru dolf Laban@cyetain
  28. 28. Labanotation@cyetain
  29. 29. Say this to you rself In your mind (not outloud)@cyetain
  30. 30. Stand up if you said B to yourself (in your mind)@cyetain
  31. 31. Stand up if you said 13 to yourself (in your mind)@cyetain
  32. 32. Kahneman@cyetain
  33. 33. edge work snapsknowl critical linksupervision@cyetain Fred N ickols
  34. 34. WARNING the know in matchi ledge worker ng individu h a as almost to l work meth tal authorit ods to the faces -Gregerman y ks her or she MAD s varying job ta SCIENTIST@cyetain
  35. 35. Flow & Effectiveness Lean SW & Startup Shewart Ladas Ford Ohno Poppendieck Ries1700 1850 1950 2000 Adam Smith Taylor Gantt Gilbreth Efficiency & Productivity @cyetain
  36. 36. Varia bi lity Shewart Ladas Ford Ohno Poppendieck Ries1700 1850 1950 2000 Adam Smith Taylor Gantt Gilbreth@cyetain
  37. 37. ned roles ed work constrai es s-defin rrowly rom proc les and natransition f fined ru tig htly de k framed wor ion, & connection toward relationship- ity, innovat creativ to fast-and-loose cooperation from tight-and-slow collaboration @cyetain Stowe Boyd
  38. 38. @cyetain CONSTRAINTS
  39. 39. onstraints $ C@cyetain
  40. 40. Business Team Technology Market@cyetain
  41. 41. Business Market Team Technology@cyetain
  42. 42. iation rm ed Constraints Based on is inte Market & Customer NeedD Team Minim al Con strain Market ts Mark On et & C ustom er@cyetain
  43. 43. in... The futu re is uncerta ery ertainty is at the v rigogine But this unc ya P an creativity. -Il heart of hum@cyetain UNCERTAINTY
  44. 44. are the I Know WW hat hat Options? I Want@cyetain
  45. 45. A Proc ess Model of Innovation@cyetain
  46. 46. BDUF Big Design Up Front Compone nts tion duc Pro DeliProblem very e ! Queu tion Solu BDOB Big Delivery Out Back@cyetain
  47. 47. L ess Planning GO FASTER@cyetain
  48. 48. n tion Compone nts tio ra p e O en tion G uc od Pr onProblem at i ve ion nt cti at e ele ov S n rim In xpe E @cyetain
  49. 49. to BE How NT EF FI CIE COST@cyetain
  50. 50. Sufficient Design is where Lean meets Craft If you take the time to craft code of little or moderate value to users, youre wasting time & money. Are All Fe atures Created Equal? I dont think so. Joshua Kerievsky@cyetain
  51. 51. s Yo ur Eff orts Focu Optional Active Decision Model Components Text@cyetain
  52. 52. ent to mitm nts as Com strai D e f er Con onal OSSIBLE rthog AS P O L ONG Experimentation@cyetain
  53. 53. Business Team Technology Market@cyetain
  54. 54. Ho w to eE ffective B@cyetain
  55. 55. Active Decision Model Option Generation@cyetain
  56. 56. One Prob lem per ime nts Mul tipl e Ex NOT e u can’t decid s because yo Multipl e Problem@cyetain
  57. 57. Kill 5 0-80% o f your ideas Failing H ere is WAST E@cyetain
  58. 58. Ho w to FAST ER GO@cyetain
  59. 59. Eff iciency Flow how long does deliver a piece it take to of work? eHow l ong did wactually spend ?wor king on it times longer s take 10 to 20 Typical organization they actually ething than to deliver som spent wo rking on it Hakan Forss @cyetain
  60. 60. Flow Efficiency STEP ONE STEP TWO STEP THREE FINISHED between 95-85% of Cycle Time@cyetain
  61. 61. Process Efficiency STEP ONE STEP TWO STEP THREE FINISHED between 5-15% of Cycle Time@cyetain
  62. 62. ourc e Efficiency Res STEP ONE STEP TWO STEP TWO STEP ONE STEP THREE STEP TWO STEP THREE@cyetain
  63. 63. Bottle Neck THIS THIS THIS at beginning of is a is a is a Process Not Problem Bottle Neck Batch Transfer NonInstantly Available May cause excess capacity Problem Resource Problem@cyetain
  64. 64. W=L/ λ ob is equ al to the average o fi nish a j d by theTime i t takes t the syste m divide umber o f jobs in n process ing rate@cyetain
  65. 65. The Effect of UtilizationQueue Utilization @cyetain
  66. 66. @cyetain
  67. 67. @cyetain
  68. 68. @cyetain
  69. 69. tain ties, n wit h cer ill ill begi ut i f he w m an w ub ts, b s, he If a l end in do ith d oubt h e shal to begin w o nten t rtain ties. be c in ce shal l end cis B acon -Fran@cyetain
  70. 70. Experiment Experiment Experiment@cyetain
  71. 71. Option Experimentation Generation@cyetain
  72. 72. Experiment Experiment Experiment@cyetain
  73. 73. Option Experimentation Generation Experiment Experiment Experiment Experiment Experiment Experiment Experiment Experiment Experiment@cyetain
  74. 74. ke an s li se em ngs th at f thi e... ab ful lo t o on to J ti a w a en time! tt e ay sam o p he t latt al@cyetain
  75. 75. o tion t atten be paid eed to that n items ber of the numincreases an ever i ncreasing able to do gap betw , and wh een what at (s)he p an indiv erceives n idual is c ecessary t ognitivel o do y ncis Heyl ighen @cyetain Fra
  76. 76. E T IC T O R N E N Y B C E M C A N N H E@cyetain
  77. 77. CYBORGS orates exogenous components incorpself-regulatin g control pt it to new environments in order to ada nfred Clynes@cyetain Ma
  78. 78. brains about human at is specialWh ips onsh lati s ple x re aid com ps, and ep & s, pro o de ruct int nst nter cal co Andy Clark to e ogi ility nbiol ab no w ith@cyetain
  79. 79. e most of its ns to make th The brain lear completion ple pattern capacity for sim 4 X 4 = 16, 2 X 7 = 14acting in concert with pen and paper,storing the intermediate results outside the brain e lic resourc nal symbo dy Clark tion to the exter An dovetails its opera @cyetain
  80. 80. eC yborgs FavoritOne of my@cyetain
  81. 81. AC yb org akeYou Can M KA NB AN@cyetain
  82. 82. h Yo ur P rocess Sketc@cyetain
  83. 83. MAD IC T ET N RN ME BO CECY AN SCIENTIST E NH OVERLOAD ZOMBIFY @cyetain
  84. 84. Leave the Dial in One Place too long... bad things happen@cyetain
  85. 85. @cyetain
  86. 86. Jim Benso n Donald Reinertsen Staff of TLC avid And erson D David Snowden@cyetain

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