Scrum and Lean : Multiply the Powers by Om Band
- 1. Scrum and Lean: Multiply the PowersOm BandFebruary 2011 om.band@sap.com
- 3. Lean: Why and What Lean was formulated by Toyota Production SystemTo…Enhance Customer ValueEliminate WasteImprove QualityCut Costs05/05/09www.agiletour.com
- 4. Lean core: Just In TimeThe Right PartOf the Right QualityAt the Right MomentIn the Right QuantityIn the Right Place05/05/09www.agiletour.com
- 5. Lean Principle 1: FlowGOAL: Improve Throughput time by reducing Work In Progress (WIP) InventoryBatchProcessingSingle-Piece FlowProcessingDon‘t start building all features simultanelusly in isolation and then integrate
- 6. Instead cut the software features in small implementable and usable features – Build, Integrate, Test, Document completely Pre and Final JIT Assembly Lines: FishboneSet break-pointCommunication channelStack traceStep in/outStep in/outSet break-pointFlow rule setIf-then rulesetRule scriptTakt 4Takt 1Takt 3Debugging in RulesInfrastructure set upfor if-then rulesTakt 2Rule scriptFlow rule setObject/variable view for If-then rulesetInfrastructure setup for Java rulesSet break-pointObject/variable viewStack traceDecision tableStep in/outStack traceSet break-pointCommunication channelCommunication channelStack traceCommunication channel
- 7. Lean Principle 2: TaktGoal: Achieve consistent rhythm by leveling the work contents to eliminate overproduction and waiting!Pick what you can fully finish!
- 9. Staff the teams rightly (Cross Functional Team of 10 members)
- 10. Align the takts in all related groupsLean Principle 3: PullGOAL: Produce when the customer needs to avoid overproduction
- 11. Lean Principle 3: PullGOAL: Produce when the customer needs to avoid overproductionCustomer defines the prioritized backlog/feature set
- 12. Top priority items are pulled by the development teams
- 13. Customer consumes the software and give feedbackPull ensures high quality and faster feedbackDefineT1DefineT2DefineT3…Define Takt(Product Team)DONE Criteria for every TaktUnderstandable Backlog (confirmed by team member of receiving team )
- 14. Ranked BacklogAll takts are aligned0%0%~70%~70%~70%~70%Dev Takt(Impl. Team)DevT2DevT3DevT3…DevT9I&TT10I&TT11DONE Criteria for every TaktDev & MIT/Unit/component test for NFT 100%OK
- 15. Automated RT tests 100% OK
- 16. No open Prio 1, 2 msgs
- 17. Takt Demo + Product Owner approval of takt shipment
- 19. Zero Prio 1/2 Checkman & JLIN Mandatory unit wide done criteria0%~30%~30%~30%~30%~30%Integration &Acceptance TaktIAT2IAT3IAT4…IAT10I&TT11DONE Criteria for every TaktIntegration scenario tests incl. NFT & RT 100% OK
- 20. No open Prio 1 & 2 msgs
- 21. Maximal two prio 3 msgs
- 23. Increase in automated testsParallel running integration teamsCustomerCT1…
- 24. Lean Principle 4: Zero DefectGOAL: Fix issues in Products and Processes ImmediatelyProcess StabilitySystem availability 80%System availability 80% 4 = 41%80%80%80%80%GOAL100% OK parts100% availability80 %80%80%80%Batch ProcessingSingle-Piece Flow Processing
- 25. Stop the Line in case of Issues: ANDONIf the takt delivery is affected/endangered all development activities are STOPPED for the affected projects.
- 26. STOP for Dev Projects means, “no new feature development, instead everybody works on corrections in Integration Codeline”
- 27. STOPPED projects do “root cause deep dive” to prevent future faultsSolve the Root Cause: 5 WhysThe machine stoppedIt overloaded and the fuse blewWhy?Why?Why?Why?Why?The spindle drive isn’t properly lubricatedThe oil pump isn’t running properlyThe oil pump shaft bearings are worn outDirt has gotten into the oil pumpTake preventive measures to fix the root cause
- 28. The Guide for the Journey towards Perfection: KaizenContinuous improvementsin small stepsImprovementTimeImprovementStandardWedgeTimeKaizen = Continuous Improvementwww.agiletour.com
- 30. Increased workload = Compressing the value adding processAddedvalueAAAAWasteWWImprovement = Replacing waste with value adding tasksAddedvalueAAWasteWWWAEliminating waste versus Increased workload Source: Porsche Consulting
- 31. Typical Continuous Improvement ModelKaizen = Continuous Improvementwww.agiletour.com
- 32. Scrum and Lean – The Winning PairLean provides the framework on the overall process from define to deliveryScrum provides great methodology of project executionBoth methodologies offer great models and tools to focus on critical aspectsLean and Scrum makes a great winning combination 05/05/09www.agiletour.com
- 34. OverprocessingCode tostockTransportOverproductionTaskSwitchingWaitingtimeDefectsThe Anatomy of Waste in SW7 kinds of waste Source: SAP Workshop CE/UI
- 35. Separate the Value and Waste…
- 37. Excessive norms and tolerance
- 39. Carry-over parts not used
- 41. Too high material requirements
- 42. Costly production processesProcessLocations not structured
- 44. Loops
- 49. Complex flow of informationWaste can be found in the product as well as in the processoWAhW Source: Porsche Consulting