The Lean Lego Game

Francisco Trindade
Danilo Sato

Wednesday, 2 September 2009

 Agenda
Quick Introduction

Simulating a production line

How about software ?

Wednesday, 2 September 2009

 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 (http://tinyurl.com/owvhut)

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...

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 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 (http://tiny
Lean P
url.com/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

http://www.youtube.com/watch?v=nq9SnHXIG00

Flow Watch the bato n, n ot th e r unners

rimer (http://tiny
Lean P
url.com/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 ?
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 Push System
We saw some of the practices
Pull System Practices are contextual
Principles must be understood
Yatai

Is that all ?
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 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 ?
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 X
Lean in Software Development
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 Overproduction Inventory

Waiting Motion

Overprocessing Defects

Unnecessary Transportation

Lean in Software Development

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 Overproduction
Waiting
Unnecessary Transportation
Overprocessing
Inventory
Motion
Defects

Lean in Software Development

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 Extra Features Overproduction
Waiting
Unnecessary Transportation
Gold Plating Overprocessing
Partially Completed Work Inventory
Motion
Defects
Unused Employee Creativity

Lean in Software Development

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 Kanban Board

Lean in Software Development

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 Kanban Board

Lean in Software Development

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 Controlling Kanban

Do you have a stable process ?

Lean in Software Development

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 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

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 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
http://connect.thoughtworks.com/agile2009/

TW One on One
http://connect.thoughtworks.com/1on1

Something extra...
Wednesday, 2 September 2009
 Thank You!
Questions ?

dsato@thoughtworks.com dtsato.com @dtsato

ftrindad@thoughtworks.com franktrindade.com @frankmt

Wednesday, 2 September 2009