– What's Lean? – Why use Lean Thinking to drive your organization towards sustainable growth? – What's the connection between Lean and Scrum? – How can we improve Scrum with Lean Thinking? This is an improved version of the same session given at Agile Portugal 2016 :-) – Once upon a time… – “Vanilla” Scrum – Lean Thinking – The Toyota Way – Toyota Thinking – Value – Waste – Learning Cycles – Scrum, from a Lean view – Scrum + Lean Thinking

1. Lean Thinking
Nuno Rafael Gomes
@ ScrumRio 2016
June 23-25, 2016
Improving Scrum with

2. https://twitter.com/nrgomes
https://linkedin.com/in/nrgomes
Lean (since 2003) & Agile (since 2010) Coach

4. Agenda
1 – Once upon a time…
2 – “Vanilla” Scrum
3 – Lean Thinking
4 – The Toyota Way
5 – Toyota Thinking
6 – Value
7 – Waste
8 – Learning Cycles
9 – Scrum, from a Lean view
10 – Scrum + Lean Thinking
11 – Q&A

5. Once upon a time…
1
… in a company far, far away…
with the help of Geek & Poke 

14. “Sometimes we win,
sometimes we learn.”
Nuno Rafael Gomes, adapted from John Maxwell

15. “Vanilla” Scrum
2
Scrum is simple, but not easy.

16. “You have to learn
the rules of the game.”
Albert Einstein

17. © Agile for All

18. © Henrik Kniberg

19. Product Owner
Scrum
Master
Development
Team

20. Build the
right thing.
Learn fast to
adapt faster.
Build the
thing right.

21. “Any fool can know.
The point is to understand.”
Albert Einstein

22. Lean Thinking
3
Always start from need.

23. 1. Identify
Value
2. Map the
Value
Stream
3. Create
Flow
4. Stablish
Pull
5. Seek
Perfection
Classical
Lean
Thinking

24. 1. Identify
Customers
2. Specify
Value
3. Map
Value
Stream
4. Create
Flow
5. Stablish
Pull
6. Seek
Perfection
7. Engage
the future
(foresight)
Modern
Lean
Thinking
(my proposal)

25. Find out who your customers are.
#1

26. Specify value from the standpoint of
the end customer, by product family.
#2

27. Identify all the steps in the value
stream for each product family,
eliminating those steps that do not
create value whenever possible.
#3

28. Make the value-creating steps occur
in tight sequence, so that the product
will flow smoothly towards the
customer.
#4

29. As flow is introduced, let customers
pull value from the next upstream
activity.
#5

30. Retrospect frequently with the goal to
achieve perfection in which perfect
value is created with no waste.
#6

31. Take time to foresight the future:
forecasting, forward thinking,
strategic analysis, priority setting…
#7

32. The Toyota Way
4
A winning Management Philosophy.

33. Learn more about the Toyota Way at Toyota or Wikipedia.
Pillars & Values

34. Respect for People
Respect
We respect others, make every effort to understand each other,
take responsibility, and do our best to build mutual trust.

35. Respect for People
Teamwork
We stimulate personal and professional growth,
share the opportunities of development,
and maximize individual and team performance.

36. Continuous Improvement
Challenge
We form a long-term vision, meeting challenges
with courage and creativity to realize our dreams.

37. Continuous Improvement
Kaizen
We improve our business continuously,
always driving for innovation and evolution.

38. Continuous Improvement
Genchi Genbutsu
We go to the source to find the facts to make correct decisions.

39. Toyota Thinking
5
Thinking People System (TPS)

40. Philosophy
Long Term Thinking
Process
Eliminate Waste
People & Partners
Respect, Challenge & Grow Them
Problem Solving
Continuous Improvement & Learning
Toyota 4 P’s

41. Long-term Philosophy.

42. Philosophy
Principle #1
Base your management decisions on a long-term philosophy,
even at the expense of short-term financial goals.

43. The right process will always
produce the right results.

44. Process
Principle #2
Create continuous process flow to bring problems to the surface.

45. Process
Principle #3
Use pull systems (JIT, Kanban) to avoid over-production.

46. Process
Principle #4
Level out the workload (Heijunka) for build to order (JIT).
Work like the tortoise, not the hare.

47. Process
Principle #5
Build a culture of stopping to fix problems (Jidoka),
to build quality-in everywhere (processes, products, services)
and get quality right first time.

48. Process
Principle #6
Standardize work for continuous improvement
and employee empowerment (Kaizen).

49. Process
Principle #7
Use visual information radiators to coordinate work
and to uncover hidden problems.

50. Process
Principle #8
Use only reliable, thoroughly-tested technology
that serves your people and their processes.

51. Add value to the organization,
by developing your People & Partners.

52. People & Partners
Principle #9
Grow leaders from within, who thoroughly understand the work,
live the philosophy, and can act as mentors to others.

53. People & Partners
Principle #10
Develop exceptional people and teams
who follow the organization's philosophy.

54. People & Partners
Principle #11
Respect your extended network of partners,
by challenging them and helping them improve.

55. Continuously solving root problems
drives organizational learning.

56. Problem Solving
Principle #12
Go and see for yourself the real workplace (Genchi Genbutsu)
to thoroughly understand the situation and help.

57. Problem Solving
Principle #13
Make decisions slowly by consensus, thoroughly considering
all options (Nemawashi), but implement decisions rapidly.

58. Problem Solving
Principle #14
Become a learning organization through relentless
reflection (Hansei) and continuous improvement (Kaizen).

59. Value
6
Money flows in the direction of Value.

60. “Price is what you pay.
Value is what you get.”
Warren Buffet

61. “Lean thinking defines value as
providing benefit to the customer;
anything else is waste.”
Eric Ries

62. The activity
must
transform
the product
/ service.
The
customer
must be
willing to
pay for it.
It must
be done
correctly
first time.
What is a value-added activity?

63. Waste
7
The most dangerous is the one you don’t see.

64. 3 Waste Types

66. Learning Cycles
8
Scrum or Lean, they are all the same.

67. 1. Plan
2. Do3. Check
4. Act
PDCA
Learning Cycle
(Lean)

68. 1. Planning
2. Sprint
3. Review &
Retrospective
4. Emerge
into Backlog
PSR2E
Learning Cycle
(Scrum)

69. Scrum, from a Lean view
9
A proposal for a fresh perspective 

70. “Always start from need.”
Taiichi Ohno

71. “Don't find customers for your
products, find products for your
customers.”
Seth Godin

72. “Scrum is a framework for developing
and sustaining complex products.”
Ken Schwaber & Jeff Sutherland

73. “You've got to start
with the customer experience
and work back toward the technology.
Not the other way around.”
Steve Jobs

74. Product Owner
Scrum
Master
Development
Team

75. Build the
right thing.
Learn fast
to adapt
faster.
Build the
thing right.

76. Why?
What?
How?
What?
How?

77. Why is this problem
important?
Why should we solve
it now?
What should we
do to effectively
work together?
How should we
work together?
What options do
we have to tackle
this problem?
How will we solve
it with quality?

78. Product Owner
Scrum
Master
Development
Team

79. Build the
right thing...
Continuously
develop
People,
Teams and
Orgs...
Build the
thing right...

80. ... To delight
customers.
... To enable
autonomy,
mastery and
purpose.
... To power
continuous
innovation,
aka, Kaizen.

81. Scrum + Lean Thinking
10
A virtuous circle for sustainable growth 

82. “Develop People First,
and only then, Products.”
Toyota True Mission

83. 1. Identify
the Why
2. Develop
People
3. Develop
Products
4. Delight
Customers
5. Engage
the future
(foresight)
Scrum +
Lean Thinking
Virtuous
Cycle

84. Organization
Sustainable
Growth
Product
Owner
Scrum
Master
Dev Team

85. Organization
Sustainable
Growth
Win the
heart of the
customer
Develop
People,
Teams and
Orgs
capabilities
Kaizen
innovation
at all levels

86. ”Scrum is a value-driven framework
& Lean Thinking helps boost it.”
Nuno Rafael Gomes

87. Q&A
11
Intelligence is asking the right question 

88. Thank You!
Tweet #ScrumRio #Lean #LeanThinking
@nrgomes

89. Special Thanks
Special thanks for the amazing images from:
– Geek & Poke
– Toyota UK
– Agile for All
– Henrik Kniberg
– Màrius Gil