Más contenido relacionado La actualidad más candente (20) Similar a The Lego Lean Game (XP 2009 version) (20) The Lego Lean Game (XP 2009 version)1. The Lego Lean Game
Danilo Sato, Francisco Trindade
XP 2009 – Sardinia - Italy
25th May 2009
© ThoughtWorks 2008
3. Why are we here?
• Lean concepts starting to be noticed in the
software world
• But not everyone has had contact with Lean
principles and practices
We’re here to introduce you to Lean
Hands On!
© ThoughtWorks 2008
4. Lean?
• Toyota Production System
– Revolutionized manufacturing (Ford vs. Toyota)
– Started to be applied to different areas
• Google, Dell, Zara, …
• Product Development
• Supply Chain Management
• Software
• Healthcare
• …
© ThoughtWorks 2008
6. What we want to show
• Push and Pull Systems
• Kanban
• Systems Thinking
• Flow
• Heijunka
• Yatai (Work Cell)
• And more…
© ThoughtWorks 2008
7. Hands On – 1st Step
• Let’s simulate a production line…
Task 1 Task 2 Task 3 Task 4 Sell house
• 4 Teams • Follow the instructions
• 4 rounds of 40 seconds • Build houses
• 1 Piece = $ 1.00
• 1 House = $ 25.00
© ThoughtWorks 2008
11. 7 Wastes of Manufacturing
• Overproduction
• Waiting
• Unnecessary Transportation
• Overprocessing
• Inventory
• Motion
• Defects
© ThoughtWorks 2008
12. Push and Pull Systems
• Push System – upstream information
Expected Mass Economies
Demand Production of Scale
© ThoughtWorks 2008
13. Push and Pull Systems
• Push System – upstream information
Expected Mass Economies
Demand Production of Scale
© ThoughtWorks 2008
14. Push and Pull Systems
• Push System – upstream information
Expected Mass Economies
Demand Production of Scale
• Pull System – downstream information
On Demand Customer
Adaptation
Production Requirements
© ThoughtWorks 2008
15. Kanban
• Physical device
• Signals demand to downstream processes
• Regulates demand on a pull system
• Limits Work in Process (WIP)
• Aids visual control
• Self-directing
© ThoughtWorks 2008
16. Kanban
Process B
Process A
Idle Working
Buffer Full
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17. Kanban
Process B
Process A
Idle Working
Buffer
Kanban
© ThoughtWorks 2008
18. Kanban
Process B
Process A
Working Working
Buffer
© ThoughtWorks 2008
19. Kanban
Process B
Process A
Idle Working
Buffer Full
© ThoughtWorks 2008
20. Hands On – 2nd Step
• Using Pull and Kanban
– Setup minimum buffers at intermediate steps
– Demand comes first
– Items are produced to fill gaps in the buffers
Sell house Task 4 Task 3 Task 2 Task 1
• 4 rounds of 40 seconds
© ThoughtWorks 2008
23. Unleveled Process
• Another type of waste
• Some people working more than others
• Mura (Unevenness)
• Heijunka
© ThoughtWorks 2008
24. Flow
• Final goal is a leveled process
• Production line must be a continuous flow
• One piece is bought when one piece is delivered
• Sustainable pace
© ThoughtWorks 2008
25. Systems Thinking
• Why does it still feel wrong?
• What are the other teams
doing?
• What’s the purpose of the
system?
© ThoughtWorks 2008
26. Systems Thinking
• Why does it still feel wrong?
• What are the other teams
doing?
• What’s the purpose of the
system?
© ThoughtWorks 2008
27. Let’s Experiment
• Do we need 4 teams to build a house?
• Teams 1 and 2 have overlapping tasks
© ThoughtWorks 2008
29. Hands On – 3rd Step
• Using Work Cells
– Each person builds a house
– Round of 160 seconds
– Signal (raise your hand) if you finish your house
Sell house Build!
© ThoughtWorks 2008
32. Kaizen
• Continuous Improvement
• Reflect and adapt Plan Do
• Learn by standardizing
• Long term thinking Act Check
• Respect People
© ThoughtWorks 2008
33. Kaizen
• Continuous Improvement
• Reflect and adapt Plan Do
• Learn by standardizing
• Long term thinking Act Check
• Respect People
© ThoughtWorks 2008
35. Hands On – 4th Step
• Discuss your own
process
Team Team • 1 round for each
1 2 team
Team Team
3 4
© ThoughtWorks 2008
38. Is That All?
• We saw some of the practices
• Practices are contextual
• Underlying principles must be understood
– Like agile!
© ThoughtWorks 2008
39. What is Lean?
Myth Reality
What TPS Is Not What TPS Is
A tangible recipe for success A consistent way of thinking
A management project or program A total management philosophy
A set of tools for implementation Focus on total customer satisfaction
A system for production floor only An environment of teamwork and
improvement
Implementable in a short- or mid- A never ending search for a better
term period way
Quality built in process
Evolutionary
© ThoughtWorks 2008
40. Lean in Software Development
• Manufacturing is not the same as Software
Development
• Lean Product Development
– Knowledge flow is not the same as material flow
© ThoughtWorks 2008
41. Lean in Software Development
• Extra Features (Overproduction)
• Waiting (Waiting)
• Unnecessary Transportation (Unnecessary Transportation)
• Gold Plating (Overprocessing)
• Partially Completed Work (Inventory)
• Unnecessary Movement (Motion)
• Defects (Defects)
• Unused Employee Creativity
© ThoughtWorks 2008
42. Lean in Software Development
• Example: Push System in Software
© ThoughtWorks 2008
43. Lean in Software Development
• Example: Pull System in Software
© ThoughtWorks 2008
44. Lean in Software Development
• Example: Pull System in Software
© ThoughtWorks 2008
45. Kanban
In Ready for Ready for Ready for
To Do In Dev In Test Done
Analysis Dev Test Showcase
© ThoughtWorks 2008
46. Kanban
In Ready for Ready for Ready for
To Do In Dev In Test Done
Analysis Dev Test Showcase
© ThoughtWorks 2008
47. Lean in Software Development
• Much more: • Lean:
– Eliminate Waste – GenchiGembutsu
– Create Knowledge – A3
– Build Quality In – 5 Whys?
– Defer Commitment – Stop the Line
– Deliver Fast – Andon
– Respect People – Jidoka
– Improve System – Mistake Proofing
© ThoughtWorks 2008
48. Thank you!
Questions?
dsato@thoughtworks.com dtsato.com
ftrindad@thoughtworks.com franktrindade.com
© ThoughtWorks 2008
Notas del editor 35 min Lean came with definition of waste Everything that is done but not necessary for the final productThere is one visible kind of waste now: inventory How may houses produced x 25 Pieces x 1Compare inventory accumulation with chartShow over/under production in the example Houses produced but not sold Houses demanded but not produced Overproductionproducing items when orders have not been received.Waiting People waiting to have their setup readyConveyance Unnecessary transportationOverprocessing More work than necessary Inventory Example cited beforeMotion Time lost in moving parts of the system/productDefects If in the end we have a defect in the product, everything was thrown awayIt could be argued that the work done is going to be useful in the future But how about if the market changes? PushFord: demand was not an issue. Sell everything that is produced. Goal: maximize productionEver cheaper labour, ever faster machines ran out of both TaiichiOhno went to the US to study the cars industry, and said that wanted an industry that worked like an american supermarket PullSupermarketProduce based on demandNeed a way to signalize when more work has to be done You need somehow to signalize that more work is needed 55 minExplain how the process should work Break after retrospective One solution: balance number of people based on constraints Video: Production line of BoingBalance people based on constraintWhat’s the ideal scenario? 1:55 Discussao sobre como modificar o processo 2:30 On a practice level Pull system/Kanban (Later section)On a principle level Challenging status quo Inspect quality in Competing against yourself Empowering people Predictable and Repeatable (as in Manufacturing): Build process / Deployment processCreative / Information Flow / Create Knowledge (as in Product Development)