Lean for Business Teams
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The document outlines the principles of Lean methodology and its application to cognitive work, emphasizing the importance of maximizing customer value while minimizing waste. It covers key concepts such as waste identification, lean principles like eliminating waste and creating knowledge, and introduces queuing theory in relation to resource utilization. The session aims to equip participants with competencies to summarize lean concepts, identify wastes, and apply lean principles effectively.
Lean for Business Teams
- 1. Lean for business Andrew Rusling Agile Coach @andrewrusling
- 2. Administration • Fire escape • Toilets • Breaks – Short (no checking work e-mails) 2
- 3. Key Competency to be gained Ability to apply lean principles and practices to help you achieve more 3
- 4. Competencies 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 4
- 5. Contents 1. Lean 2. Lean Applied 3. Queuing Theory 4. Wrap up 5
- 6. Lean
- 7. What is Lean? 7 “maximize customer value while minimizing waste”
- 8. What is value? Output Outcome Impact Request Usage £
- 9. What is waste? 9 Unevenness Mura Overburden Muri Non value adding activities Muda
- 10. Seven wastes of cognitive work (Muda) 1. Partially Done Work 2. Extra Features 3. Relearning 4. Handoffs 5. Delays 6. Task Switching 7. Defects 10
- 11. Brief History of Lean & Kanban 11 Toyota Production System (TPS) started 1950 ‘Implementing Lean Software Development’ Published 1953 2006 2010 ‘Lean Thinking‘ Published ‘Lean’ first used to describe Toyota’s TPS 80’s 1998 kanban used on Toyota factory floor Kanban Method Published
- 12. 12 Flow game https://www.flickr.com/photos/britanglishman/
- 13. kanban A signal card I am ready to pull in more work 13 Please produce 10 more items
- 15. 15 Push vs Pull https://www.flickr.com/photos/johnragai/
- 16. Lean 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 16
- 17. Helping non profits in the USA Toyota in action 17
- 18. Summary - Lean 18
- 19. Lean Applied
- 20. Lean principles for cognitive work • Eliminate Waste • Build Quality In • Create Knowledge • Defer Commitment • Deliver Fast • Respect People • Optimize the Whole 20
- 21. 21 Eliminate Waste (Lean Principle) https://www.flickr.com/photos/neshuma/
- 22. Build Quality In (Lean Principle) Prevention is better than cure • Use constant feedback • Minimise time between workflow states 22 https://www.flickr.com/photos/cambodia4kidsorg/
- 23. Approach, large review towards end 23 Quality
- 24. Approach, constant feedback 24 Quality
- 25. Create Knowledge (Lean Principle) Continuous Learning 25 Experimentation https://www.flickr.https://www.flickr.com/photos/ecodallaluna/ com/photos/mpeterke/
- 26. Create Knowledge (Lean Principle) 26 Create Knowledge (Lean Principle) Share information https://www.flickr.com/photos/highwaysagency/
- 27. Create Knowledge (Lean Principle) Teach our staff powerful problem solving techniques 27 Problem Cause Why? Cause Why? Cause Why? Cause Why? Root Cause Why? https://www.flickr.com/photos/vuhung/
- 28. Faces 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. 28
- 29. Defer Commitment (Lean Principle) • Our first option, is rarely the best. • What is the cost/benefit of working on multiple competing solutions? 29
- 30. Deliver Fast (Lean Principle) Split work up, release SOMETHING early. • Value is realised early. • Fast feedback. • Reduce rollout risk. 30
- 31. Respect People (Lean Principle) • Everyone be respectful to everyone else. • Empower staff. What does being respectful mean to you? Why is this a lean principle? 31 RESPECT
- 32. Team B’s next move? 32 Should Team B work harder to deliver our customer value? Idea Team A Team B Team C Customer 5 units / week 3 units / week 4 units / week Should Team B work harder to deliver our customer value?
- 33. Optimise the whole (Lean Principle) • Look at the whole system • Maximise delivered value • Do not keep all people or teams busy • Avoid local optimisations 33
- 34. Summary – Lean Applied 34
- 35. Queuing Theory
- 36. Penny GPaemneny Game https://www.flickr.com/photos/joeshlabotnik/
- 37. 37 https://www.flickr.com/photos/markscott/ • Work in progress • Throughput • Cycle time • Queue • Swarming More Lean Terms
- 38. 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
- 39. Queuing Theory – Demand exceeds capacity 0 Utilisation 100 Cycle Time Capacity Some examples: • Computer CPU • Network Router • Fire Exit • Tube/Train station • Road
- 40. Queuing Theory – In action Overburden, creating Unevenness, creating delays Shockwave Traffic Jam Video
- 41. Options to reduce cycle time Reduce Utilization and/or Reduce Batch Size and/or Reduce Item Size
- 42. Exercise – Improve highway throughput https://www.flickr.com/photos/thienzieyung/
- 43. Highway - Reduce Utilisation Q: How would we reduce utilisation? A: Remove some vehicles from the road.
- 44. Highway - Reduce Batch Size Q: How would we reduce batch size? https://www.flickr.com/photos/29233640@N07/
- 45. Motorway - Reduce Item Size Q: How would we reduce item size? A: Replace Trucks with Cars, Cars with Motorcycles. https://www.flickr.com/photos/null0/
- 46. 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. Summary – Queuing Theory 47 To increase throughput: Lower Utilisation Smaller Batches Smaller Items
- 48. Wrap up
- 49. Summary - Lean 49
- 50. Summary – Lean Applied 50
- 51. Summary – Queuing Theory 51 To increase throughput: Lower Utilisation Smaller Batches Smaller Items
- 52. Competencies 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 52
- 53. Time to share 1 - 3 Key Learning Points One person at a time Your answers don’t have to be unique 53 https://www.flickr.com/photos/kellysue/
- 54. Some links to more information • Lean Principles explained • Limited WIP Society • Why limiting WIP makes sense • Visual notes from the book ‘This is Lean’ 54
- 56. 56 Thank you
Editor's Notes
- #9: This idea comes from Jeff Patton. Our stakeholders request something, we capture that as a User Story. We develop the User Story and produce some Output, that we Release to the public. Hopefully the changed software, leads to an Outcome. Hopefully our customers change their behaviour by playing for longer, paying more, inviting more friends etc. Lastly those outcomes lead to some impact. I.e. The company earns more money. Which of these do we currently focus on maximising? Which should we focus on maximising? Which should we focus on minimising? i.e. Maximise Impacts, Minimise Outputs.
- #15: Where are the signal flags?
- #16: Does your team pull in new work? Do you push work onto other teams?
- #22: What is slowing the flow of value to our customers? Partially Done Work Extra Features Relearning Handoffs Delays Task Switching Defects
- #23: Constant feedback – Inspect and Adapt
- #28: 5 Whys – simple root cause analysis Fishbone diagram – complex root cause analysis Casual Diagram - complex root cause analysis
- #32: Some examples of being respectful: responding to people promptly listening attentively hearing their opinions, without dismal Seeing things from their point of view
- #33: What Waste is occurring?
- #37: Instructions http://tastycupcakes.org/2013/05/the-penny-game/
- #39: Communication systems (networks, CPUs, etc). Software development has lots of variability – types of work, size of work, people, priorities, etc.
- #41: The system is over utilised so a delays are created when there is no real blockage.
- #42: Queuing theory say to reduce cycle time, do these things
- #43: How could we improve the cycle time of a busy highway? Using the highway as a metaphor – the number of vehicles exiting per minute is the throughput. Adding more vehicles to the highway slows down all of the vehicles, hence reducing the throughput
- #45: The photo shows an on ramp controller traffic light. When the motorway is busy, queues form leading up to on ramps, due to lots of cars attempting to enter at once. These lights flick back and forth between red/green. They only allow one or two cars on at a time. These smaller batches reduce the impact on the system, and hence reduce those queues leading up to the entrance.
- #46: When it is busy who gets through the traffic fastest? Truck, car or motorcycle? So smaller items can be processed faster.
- #47: Scrum uses: Utilization – Team pulls in work to sprint, leaving some capacity for unknowns. Batch Size - Sprints limit the batch size Item Size - Breaks Stories into items that are less then 33% of the sprint. Lean turns Scrum to 90 degrees Utilization – do not over commit workers Batch size – limiting number of stories in progress at anyone time.# Item size – breaking stories into smaller tasks.