Lean Lego Game - Agile Vancouver 2012 - Noel Pullen
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Doing > Talking. This exercise will introduce concepts of Push vs. Pull, Kanban (bottlenecks, cycle time, work-in-process limits, idle/slack time, flow), Continuous Improvement (Kaizen), and Waste In this session you will work on a small Lego production line, experience production problems and apply Lean practices to overcome them. This session will just scratch the surface of Lean and is best suited for Lean/Agile beginners or intermediates. Those currently practicing Scrum, Waterfall, or any other non-Kanban method of software development will benefit. Lean concepts covered: Waste, Push and Pull Systems, Kanban, System Thinking, Work Cells, Kaizen Credit: Danilo Sato and Francisco Trindade
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Lean Lego Game - Agile Vancouver 2012 - Noel Pullen
- 1. Lean Lego Game Noel Pullen Much Ado About Agile VII, Vancouver October 1, 2012 Credit: Danilo Sato, Francisco Trindade
- 2. Agenda • Quick Intro + Primer • Simulation x 2 • Lean + Software Development @HootSuite @noelpullen #agilevancouver #leanlego
- 3. Quick Intro @noelpullen #agilevancouver #leanlego
- 4. Lean Sustainably deliver value fast @noelpullen #agilevancouver #leanlego
- 5. Let’s do it! @noelpullen #agilevancouver #leanlego
- 6. Simulation 1 Team Team Team B C 2 D Team 1 3 A 4 E • Build Lego Houses! • 4 rounds of 30 seconds each • Push to build as many houses as possible • STOP and count inventory on your table • @end draw a card = market demand @noelpullen #agilevancouver #leanlego
- 7. Good luck! End 30 29 28 27 26 25 24 23 22 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 @noelpullen #agilevancouver #leanlego
- 8. Debrief 1 @noelpullen #agilevancouver #leanlego
- 9. 7 Wastes of Manufacturing • Unnecessary Transportation • Inventory (WIP) • Motion • Waiting • Overprocessing • Overproduction • Defects @noelpullen #agilevancouver #leanlego
- 10. Push and Pull Systems Push system (Simulation 1) Anticipate Build “just- Focus on Demand in-case” utilization Pull system (Simulation 2) Build “just- Customer Adapt in-time” Demand @noelpullen #agilevancouver #leanlego
- 11. Kanban Build 10 doors @noelpullen #agilevancouver #leanlego
- 12. Examples of Pull systems with signals @noelpullen #agilevancouver #leanlego
- 13. Simulation 2: “Pull” Team C Team Team B 2 3 D Team 1 4 E A • 4 rounds of 30 seconds each • @start draw a card • Empty space is your signal to produce • STOP and count inventory on your table @noelpullen #agilevancouver #leanlego
- 14. Good luck! End 30 29 28 27 26 25 24 23 22 21 20 19 18 17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 @noelpullen #agilevancouver #leanlego
- 15. Debrief 2 @noelpullen #agilevancouver #leanlego
- 16. Recap Sustainably deliver value fast Continuous Improvement + Respect for people @noelpullen #agilevancouver #leanlego
- 17. Lean @HootSuite WIP limit exceeded @noelpullen #agilevancouver #leanlego
- 18. Lean @HootSuite Continuous Improvement + Respect for people • Unnecessary Transportation? Kickoffs • Inventory? Partially Completed Work? Kanban: Small Batch Sizes • Motion? One thing at a time • Waiting? GoSee + autonomy + WIP limits • Overprocessing? Gold Plating? Done is better than perfect • Overproduction? Extra Features Kanban: WIP limits • Defects? Automated testing + design reviews @noelpullen #agilevancouver #leanlego
- 19. Thank you! @noelpullen #agilevancouver #leanlego
- 20. ROTI Return On Time Invested 1 = Total waste of my time 2 = Negative benefit for my time invested 3 = Received benefit for my time invested 4 = Awesome What is your ROTI? Write it on the green sticky. @noelpullen #agilevancouver #leanlego
- 21. Credits • Danilo Sato + Francisco Trindade Lean Lego Game • Wikipedia • Lean Primer leanprimer.com • Marius de Beer chmdebeer.ca/ • Paul Donnelly @pdon • Kanban Development Oversimplified • HootSuite Simon, Sharad, Eric, Greg W, Joe, Ken, Zuo, Paul, Mark, Mike, Alex, Joel, Geordie, Jeff and more… • Navarik Roy, David, Remick, Greg, Jack, Rogelio, Thomas @noelpullen #agilevancouver #leanlego
Notas del editor
- ----http://www.govloop.com/forum/topics/do-you-have-a-lean-initiative-in-your-agencyhttp://www.hootsuite.com
- How many have heard of Lean?How many are practicing it?Bros before ProsEarlier this year I attended a ThoughtWorks Agile Express event in Seattle and took part in these simulations. The result was surprising and counter-intuitive and it changed my thinking and understanding of Lean.I believe people learn best from sharing and observing their peers (not the Pros). Doing something with your hands is also an excellent way to learn.I’m here as a peer and want to replicate my experience for you + share the LEAN things that are in practice at HS. ----Credit / Photo Credit: @pdon / http://vimeo.com/brosbeforepros
- LeanEnglish term for system known as the “Toyota Production System”: management philosophy + practiceThis practice is about taking a system-wide perspective on your production process and evening it out. Making it flow.When I say flow I mean = something that is being built moves smoothly from start to finish = THE ACT OF smoothing is one way to expose the inefficiencies in your process and allowing the people involved in that process to resolve them.Being Lean is being able to sustainably deliver value fastValue = something the customer is willing to pay forI like this Lean analogy I read about. The Relay Race system: Not everyone is busy but the team is working together to move the baton as fast and as smoothly as possible from start to finish.Whenyou think about having a Lean production process, think about the baton: sustainably delivering value fast----http://www.guardian.co.uk/higher-education-network/blog/2012/feb/09/he-in-fe-colleges
- Like I said,I believe people learn best from by doing and when they share and observe their peers.----Credit: http://www.flickr.com/photos/dtsato/3601371777/in/set-72157619351138560
- We all work for OGEL Corp. We build Lego houses.Got a certified process. Follow it.Show how it works. Be obvious. Team 1 takes raw material from Table A, brings it to their Team Table to work on, then drops it on Table B@End draw a card to represent market demand
- Credit: http://www.a6training.co.uk/---http://www.sitecraft.net.au/signs-and-labels/quality-signs/take-pride-in-your-work.html
- How did that feel?Raise the problem of waste and the amount of unused pieces in the inventories (overproduction and WIP) Show a fingerchart to demonstrate where waste is pilling up in the inventories (note: takestoo much time). ---http://www.photos-public-domain.com/2012/08/23/happy-face-sad-face/
- Taken from http://en.wikipedia.org/wiki/Muda_(Japanese_term)#The_seven_wastesHard to see some of these wastes unless you work to expose them.Wastes = things that don’t add value = customers are not willing to pay for.Transportation = no value added and riskEach time a product is moved it stands the risk of being damaged, lost, delayed, etc. as well as being a cost for no added value.Inventory = no value to anyone; things partially built but not soldInventory, be it in the form of raw materials, work-in-progress (WIP), or finished goods, represents a capital outlay that has not yet produced an income either by the producer or for the consumer. Any of these three items not being actively processed to add value is waste.WIP, in itself is not a waste. Too much of it is a waste. And paying attention to it is central.Motion = multi-taskingIn contrast to transportation, which refers to damage to products and transaction costs associated with moving them, motion refers to the damage that the production process inflicts on the entity that creates the product, either over time (wear and tear for equipment and repetitive stress injuries for workers) or during discrete events (accidents that damage equipment and/or injure workers).Waiting = to be worked on; like those Lego pieces.Whenever goods are not in transport or being processed, they are waiting. In traditional processes, a large part of an individual product's life is spent waiting to be worked on.Over-processing Over-processing occurs any time more work is done on a piece than what is required by the customer.Overproduction = build too much in large batchesOverproduction occurs when more product is produced than is required at that time by your customers. One common practice that leads to this muda is the production of large batches.leads to excess inventory, which then requires the expenditure of resources on storage space and preservation, activities that do not benefit the customer.Defects = time away from building product to fix problems OR market won’t buy it (they’ll return it)Whenever defects occur, extra costs are incurred reworking the part, rescheduling production, etc.---http://www.innov-ed.com/pb/wp_e546594a/wp_e546594a.html
- Push- Doesn’t cope with variation- Utilization is the focusPull- Copes with variation- Rest + Improve when not working- Throughput is the focusNote:36.84s = WR in mens 4x100m relay43.18s = WR in men’s 400m
- Kan + Ban = Visual + SignalTechnique to improve “flow” (evenness) by using signals to regulate demand by making system have a fixed amount of inventory that can be in the system.Describe door makers @ ToyotaImportant that the door builder is NOT building doorsDoesn't do the Toyota factory any good to build doors faster then they can assemble cars.Limits the amount ofWIPFocuses a team on FlowIn grocery store: pull an item off the shelf, there's an empty space - a signal that the inventory needs to be replenished (size of the shelf tells you how much inventory)We’re going to use empty space as the signal in our next “Pull” system simulation.WIP limit = 1.Measure:Time to complete a cycleThroughputValue deliveredQuality
- ---http://wedorecords.com/news/mcdonalds-mccafe-beach-party/http://www.moviesonline.ca/2010/09/netflix-canada-now-available-free-1-month-trial/http://starbucksinjapan.wordpress.com/2011/05/08/starbucks-cup-art/
- Be obvious Works like this: Customer draws a colour card, Team 4 takes that colourlego from Table D. The empty space on Table D is a signal to Team 3 to grab that colour from Table C.BUT there is a limit: of 1 WIPI’ll pull a card at the beginning == Customer DEMANDBuffer is a way to ensure flow: It is a shock absorber for uncertainty.WIP, in itself is not a waste. Too much of it is a waste.
- ---http://www.sitecraft.net.au/signs-and-labels/quality-signs/take-pride-in-your-work.html
- How did that feel?Goal is a levelled process: sustainably deliver value fast- Most profitable?- Delivered most value?- Delighted you the most?- Which one felt like it had the best Flow?----Uneven work across roles (some people working more than others)How could we solve this? More peeps on house-building, less on sorting, more on communicationDo we need 4 teams?---http://www.photos-public-domain.com/2012/08/23/happy-face-sad-face/
- Being Lean is being able to sustainably deliver value fastDo this by: take a system-wide perspective on your production process and make it flow (even it out).Focus on the baton.Kanbanis a “pull” practice that uses visual signals, WIP limits, and measurement to help you expose waste in your system, so you and your team and eliminate it.Keys to implementing this:Continuous Improvement:Japanese term = kaizen = do until you understand, then experiment… and repeatRespect People: Let them evolve their own processes; make them feel safe about challenging the status quo AND give them the power to change it. Mentorship and learning are key. Remember I said “expose waste so you and your team can eliminate it…” http://www.guardian.co.uk/higher-education-network/blog/2012/feb/09/he-in-fe-colleges
- Use Kanban as our “pull” systemto make our process flow (super smooth)Visualize process on our virtual board(here’s what it looks like up close)Visualize problems/statuses on our Borat BoardMeasure it (can do better at this)Measure:Time to complete a cycleThroughputValue deliveredQualityDeveloper days per completed item
- Transportation = handoffs from analyst to engineerInventory = no value to anyone; things partially built but not integrated or testedMotion =multi-tasking, fire-fightingWaiting = for clarification, approval, for other groups; slow application response time, waiting for buildsOver-processing = gold-plating; documentation; NO detailed up-front designsOverproduction = build too much of something before you test it in the marketDefects = time away from building product
- That’s me. Please stay in touch.