The Lean Lego Game
Francisco Trindade
Danilo Sato
Wednesday, 2 September 2009
Agenda
Quick Introduction
Simulating a production line
How about software ?
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Debriefing
Hands On
Results
3x
Process
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Lean concepts
being used in the
software world
But without much contact
with Lean principles and
practices
Why ?
Wednesday, 2 September 2009
“... over the years there have been some
ostensibly !lean" promoters that reduced lean
thinking to a mechanistic superficial level of
management tools such as kanban and queue
management.
... the essence of successful lean thinking is
building people, then building products and a
culture of “challenge the status quo
continuous improvement ” Lean Primer ([Link]
We’re here to introduce you to Lean
Wednesday, 2 September 2009
Lean
Revolutionized Applied to
manufacturing different areas
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Push
Pull
Flow Yatai
Systems Thinking
Heijunka
What we want to show
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Task 1 Task 2 Task 3 Task 4
4 Teams
Follow the instructions
Build houses
1 Piece = $ 1.00
4 Rounds
1 House = $ 25.00 30 secs
Hands on - 1st Step
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Wednesday, 2 September 2009
What went wrong ?
Houston, we have a problem...
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Visible Inventory
Over/Under Production
Waste
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Visible Inventory
Over/Under Production
700 Task 4
Task 3
Task 2
525 Task 1
350
175
0
0 1 2 3 4
Waste
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Overproduction Inventory
Waiting Motion
Overprocessing Defects
Unnecessary
Transportation
7 Wastes of Manufacturing
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Push
Expected Mass Economies
Demand Production of Scale
Push and Pull Systems
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Push
“Any colour, as
long as it’s black”
Henry Ford
Push and Pull Systems
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Push
Expected Mass Economies
Demand Production of Scale
Pull
On Demand Customer
Adaptation
Production Requirements
Push and Pull Systems
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Pull
Push and Pull Systems
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TASK 1
TASK 2
Kanban
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TASK 1
TASK 2
Kanban
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Signals demand
Regulates demand
Limits Work in Process
TASK 1
TASK 2
Aids visual control
Self-directing
Kanban
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Signals demand
Regulates demand
Limits Work in Process
Aids visual control
Self-directing
Kanban
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Task 1 Task 2 Task 3 Task 4
4 Teams
Pull System 4 Rounds
30 secs
Hands on - 2nd Step
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Task 1 Task 2 Task 3 Task 4
Pull System
Setup minimum buffers at intermediate steps
Demand comes first n ba n
Ka
Items are produced to fill gaps in the buffers
Hands on - 2nd Step
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Wednesday, 2 September 2009
What went wrong ?
Houston, we have a problem...
Wednesday, 2 September 2009
Another type of waste
Some people working more than others
Mura (Unevenness)
Heijunka
Unleveled Process
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Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
Flow Watch the bato n, n ot th e r unners
rimer ([Link]
Lean P
[Link]/owvhut)
Wednesday, 2 September 2009
Goal is a leveled process
Production line must be a continuous flow
One piece is bought when one piece is delivered
Sustainable pace
[Link]
Flow Watch the bato n, n ot th e r unners
rimer ([Link]
Lean P
[Link]/owvhut)
Wednesday, 2 September 2009
Why does it still feel wrong?
What are the other teams doing?
“ A b ad system
What’s the purpose of the system?
will beat a
good person
every time”
W. Eduards Deming
Systems Thinking
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Do we need 4 teams to build a house?
Teams 1 and 2 have overlapping tasks
Systems Thinking
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Multi-skilled worker
Single piece flow
Yatai (Work Cell)
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Sell house Build
Hands on - 3rd Step
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Sell house Build
Each person builds a house
Round of 120 seconds
Signal if you finish it
Hands on - 3rd Step
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Wednesday, 2 September 2009
What went wrong ?
Houston, we have a problem...
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Continuous Improvement
Reflect and adapt
Learn by standardizing
Long term thinking
Respect People
v a n ta g e w a s it s a b ility to
“Toyota’s real ad
lle c t o f ‘o rd ina ry ’ e m p lo y e es ”
harness the inte
Gary Hamel
Kaizen
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Push System
Pull System
Yatai
What’s next ?
Is that all ?
Wednesday, 2 September 2009
Push System
We saw some of the practices
Pull System Practices are contextual
Principles must be understood
Yatai
Is that all ?
Wednesday, 2 September 2009
What TPS is Not
recipe for success
A consistent way of thinking
management
A total project
management or program
philosophy
A set ofontools
Focus total for implementation
customer satisfaction
A system
An for production
environment floor only
of teamwork and improvement
A never ending in
Implementable search a better
for or
a short- wayperiod
mid- term
What is Lean ?
Wednesday, 2 September 2009
X
Lean in Software Development
Wednesday, 2 September 2009
Overproduction Inventory
Waiting Motion
Overprocessing Defects
Unnecessary Transportation
Lean in Software Development
Wednesday, 2 September 2009
Overproduction
Waiting
Unnecessary Transportation
Overprocessing
Inventory
Motion
Defects
Lean in Software Development
Wednesday, 2 September 2009
Extra Features Overproduction
Waiting
Unnecessary Transportation
Gold Plating Overprocessing
Partially Completed Work Inventory
Motion
Defects
Unused Employee Creativity
Lean in Software Development
Wednesday, 2 September 2009
Kanban Board
Lean in Software Development
Wednesday, 2 September 2009
Kanban Board
Lean in Software Development
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Controlling Kanban
Do you have a stable process ?
Lean in Software Development
Wednesday, 2 September 2009
Controlling Kanban
Lean in Software Development
Wednesday, 2 September 2009
Controlling Kanban
Lean in Software Development
Wednesday, 2 September 2009
Controlling Kanban
Lean in Software Development
Wednesday, 2 September 2009
Much more:
Eliminate Waste Genchi Genbutsu
Create Knowledge A3
Build Quality In 5 Whys?
Defer Commitment Stop the Line
Deliver Fast Andon
Respect People Jidoka
Improve System Mistake Proofing
Lean in Software Development
Wednesday, 2 September 2009
X
Lean in Software Development
Wednesday, 2 September 2009
Agile Open Office
[Link]
TW One on One
[Link]
Something extra...
Wednesday, 2 September 2009
Thank You!
Questions ?
dsato@[Link] [Link] @dtsato
ftrindad@[Link] [Link] @frankmt
Wednesday, 2 September 2009
