The Lean Lego Game: Francisco Trindade Danilo Sato

The Lean Lego Game
Francisco Trindade
Danilo Sato
Wednesday, 2 September 2009

Agenda
Quick Introduction
Simulating a production line
How about software ?

Debriefing
Hands On
Results
3x
Process
Lean concepts
being used in the
software world
But without much contact

with Lean principles and
practices
Why ?
“... 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

Lean
Revolutionized Applied to
manufacturing different areas

Push
Pull
Flow Yatai
Systems Thinking
Heijunka
What we want to show
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

What went wrong ?
Houston, we have a problem...

Visible Inventory
Over/Under Production
Waste
Visible Inventory
Over/Under Production
700 Task 4
Task 3
Task 2
525 Task 1
350
175
0
0 1 2 3 4
Waste
Overproduction Inventory
Waiting Motion
Overprocessing Defects
Unnecessary
Transportation
7 Wastes of Manufacturing
Push
Expected Mass Economies
Demand Production of Scale
Push and Pull Systems

Push
“Any colour, as
long as it’s black”
Henry Ford

Push
Expected Mass Economies
Demand Production of Scale
Pull
On Demand Customer
Adaptation
Production Requirements

Pull

TASK 1
TASK 2
Kanban
TASK 1
TASK 2
Kanban
Signals demand
Regulates demand
Limits Work in Process
TASK 1
TASK 2
Aids visual control
Self-directing
Kanban
Signals demand
Regulates demand
Limits Work in Process
Aids visual control
Self-directing
Kanban
4 Teams
Pull System 4 Rounds
30 secs
Hands on - 2nd Step

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

What went wrong ?

Another type of waste
Some people working more than others
Mura (Unevenness)
Heijunka
Unleveled Process
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)

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)

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
Do we need 4 teams to build a house?
Teams 1 and 2 have overlapping tasks
Systems Thinking
Multi-skilled worker
Single piece flow
Yatai (Work Cell)

Sell house Build
Hands on - 3rd Step

Sell house Build
Each person builds a house

Round of 120 seconds
Signal if you finish it
Hands on - 3rd Step

What went wrong ?

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
Push System
Pull System
Yatai
What’s next ?
Is that all ?
Push System
We saw some of the practices
Pull System Practices are contextual
Principles must be understood
Yatai
Is that all ?
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 ?
X
Lean in Software Development
Overproduction Inventory
Waiting Motion
Overprocessing Defects
Unnecessary Transportation

Overproduction
Waiting
Overprocessing
Inventory
Motion
Defects

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

Kanban Board

Kanban Board

Controlling Kanban
Do you have a stable process ?

Controlling Kanban

Controlling Kanban

Controlling Kanban

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

X
Agile Open Office
http://connect.thoughtworks.com/agile2009/
TW One on One
http://connect.thoughtworks.com/1on1
Something extra...
Thank You!
Questions ?
dsato@thoughtworks.com dtsato.com @dtsato

ftrindad@thoughtworks.com franktrindade.com @frankmt

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The Lean Lego Game

Wednesday, 2 September 2009

Simulating a production line

How about software ?

Wednesday, 2 September 2009

But without much contact

... the essence of successful lean thinking is

We’re here to introduce you to Lean

Wednesday, 2 September 2009

Wednesday, 2 September 2009

Hands on - 1st Step

Houston, we have a problem...

Push and Pull Systems

Push and Pull Systems

Push and Pull Systems

Push and Pull Systems

Hands on - 2nd Step

Hands on - 2nd Step

Houston, we have a problem...

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

Wednesday, 2 September 2009

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

Wednesday, 2 September 2009

Yatai (Work Cell)

Hands on - 3rd Step

Each person builds a house

Hands on - 3rd Step

Houston, we have a problem...

Lean in Software Development

Lean in Software Development

Lean in Software Development

Lean in Software Development

Lean in Software Development

Do you have a stable process ?

Lean in Software Development

Lean in Software Development

Lean in Software Development

Lean in Software Development

Lean in Software Development

dsato@thoughtworks.com dtsato.com @dtsato

Wednesday, 2 September 2009

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