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LeanTX

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Jabe Bloom
Jabe Bloom

This document discusses concepts related to work processes and continuous improvement. It contains snippets of text and images related to: - The division of labor through specialization in pin making. - Lean concepts like reducing waste in timelines and removing non-value-added steps. - Toyota's production system focusing on small batch sizes. - Flow lines and pushing/pulling work through a process. - Variability and the need for experimentation and flexibility. The summary touches on key ideas while maintaining brevity in 3 sentences as requested. It provides a high-level overview of the diverse topics contained in the source material in a concise manner.

1 of 86
MY 40 Y EAR-OLD CORPORA T ION CAN PIVOT FAS TER THAN YOU @cyetain
Jabe Bloom CTO Creative Technologis t @cyetain
@cyetain #LeanUXNYC jabe.co/leanuxnyc @cyetain
LeanTX IEN CE EX PER m? wd o we Tea Ho king as a ur W or o @cyetain Some rights reserved by tallkev
ma k ma an… All wo es worker a working on a du n wor ll hum ng o u rk mak n… Al l orker er a d rking on wo a dull huma ork makes w n… All work ll wo an… A rk makes w All w orker orking on w a dull huma n wor m orker ll working o r a Work != Working != Worker o kin g on w dull human… ork makes w an… A worke ll ker a orking on w r a dull hum ork makes an… A s wor All w orke orking on w a dull hum um an… m akes w All w er g on w h work Pin n… ing on a dull huma work make man… s work All workin rker worCarll working oHammering on work ma uman UMANS rk kes wo … A H o ker n u kes a dull h n… A k makes w Carryingorker orking dull h huma n wor ll w rker a working on an… A k makes wo …Bolunded: orke rWireframe ll hum n wor king o u n Al akes w wo work ller a d rking o Thinkingl huma ork m r a dul g on w Precepthon an… ll ium on ake s Artifactswo A worke workin hu man… ork makes Creating … All k er a du orking worUndelsltwndi n g ing on a dull human work makes man… A a es work w work orker ng on ker a dull hu woakimaality an… rt onk um ing on Rr a dull h i m akes w … All work es wor h uman work mak Al l work worke rking rkin g on uman… ork makes All wo wo wocyetain rker a dull h g on w uman… k makes akes wo ll wor kin a dull h on wor orker @ m A sw ing
L ean T X MAD SCIEN TS Gs & TIS R @cyetain CY BO
@cyetain
g-Ran ge Tr uck-Driver Lon It is possibl e to ‘come t one has bee o’ and reali n driving w ze that.. ithout bein g aware DM Armstro @cyetain ng
losophical Zom bies Phi @cyetain
@cyetain
Div ision of La bour The To take an example… the trade of the pin-ma One man draw s out the wire, ker another straig hts it, a third c uts it I have seen a small manufactory... make... forty-eight thousand pins in a day... @cyetain
One man draws out the wire, another straights it, a third cuts it DRAW OUT WIRE STRAIGHTEN CUT POINT GRIND a fourth points it, a fifth grinds it at the top for receiving the head; @cyetain
Taylor Gilbret Gantt h @cyetain
@cyetain
FL OW Lin es @cyetain
Nothing is particularly hard if you divide it into small jobs. @cyetain
@cyetain
Economies $$$$ ! of Scale PUSH @cyetain
e line All we are doing is looking at the tim from the moment the customer gives us an order Order Timeline $$$ reduce by removing non-value-added wastes h n we collect the cas y to the point whe that time line b And we are reducing added wast es ue- removing the non-val @cyetain
the principal objective of the Toyota production system was to produce many models in small quantities. @cyetain
a b c d & & & = ab cd & @cyetain
PUSH ! ! ! ! ? @cyetain PULL
Smith Division of Labor Ford Flow Li nes Ohno Toyo ta P rod uction S ystem @cyetain
A LI ZATION E PH EM ER the principle o f doing ever m time and ener ore with ever gy per each giv less weight, en level of fun ctional perform ance Buckminster Fu ller @cyetain
observable and thus ly physical primari ver the activity of the worker equated with control o @cyetain
ig man ary W mary wigman M @cyetain
Ru dolf Laban @cyetain
Labanotation @cyetain
Say this to you rself In your mind (not outloud) @cyetain
Stand up if you said B to yourself (in your mind) @cyetain
Stand up if you said 13 to yourself (in your mind) @cyetain
Kahneman @cyetain
edge work snaps knowl critical link supervision @cyetain Fred N ickols
WARNING the know in matchi ledge worker ng individu h a as almost to l work meth tal authorit ods to the faces -Gregerman y ks her or she MAD s varying job ta SCIENTIST @cyetain
Flow & Effectiveness Lean SW & Startup Shewart Ladas Ford Ohno Poppendieck Ries 1700 1850 1950 2000 Adam Smith Taylor Gantt Gilbreth Efficiency & Productivity @cyetain
Varia bi lity Shewart Ladas Ford Ohno Poppendieck Ries 1700 1850 1950 2000 Adam Smith Taylor Gantt Gilbreth @cyetain
ned roles ed work constrai es s-defin rrowly rom proc les and na transition f fined ru tig htly de k framed wor ion, & connection toward relationship- ity, innovat creativ to fast-and-loose cooperation from tight-and-slow collaboration @cyetain Stowe Boyd
@cyetain CONSTRAINTS
onstraints $ C @cyetain
Business Team Technology Market @cyetain
Business Market Team Technology @cyetain
iation rm ed Constraints Based on is inte Market & Customer Need D Team Minim al Con strain Market ts Mark On et & C ustom er @cyetain
in... The futu re is uncerta ery ertainty is at the v rigogine But this unc ya P an creativity. -Il heart of hum @cyetain UNCERTAINTY
are the I Know W W hat hat Options? I Want @cyetain
A Proc ess Model of Innovation @cyetain
BDUF Big Design Up Front Compone nts tion duc Pro Deli Problem very e ! Queu tion Solu BDOB Big Delivery Out Back @cyetain
L ess Planning GO FASTER @cyetain
n tion Compone nts tio ra p e O en tion G uc od Pr on Problem at i ve ion nt cti at e ele ov S n rim In xpe E @cyetain
to BE How NT EF FI CIE COST @cyetain
Sufficient Design is where Lean meets Craft If you take the time to craft code of little or moderate value to users, you're wasting time & money. Are All Fe atures Created Equal? I don't think so. Joshua Kerievsky @cyetain
s Yo ur Eff orts Focu Optional Active Decision Model Components Text @cyetain
ent to mitm nts as Com strai D e f er Con onal OSSIBLE rthog AS P O L ONG Experimentation @cyetain
Business Team Technology Market @cyetain
Ho w to eE ffective B @cyetain
Active Decision Model Option Generation @cyetain
One Prob lem per ime nts Mul tipl e Ex NOT e u can’t decid s because yo Multipl e Problem @cyetain
Kill 5 0-80% o f your ideas Failing H ere is WAST E @cyetain
Ho w to FAST ER GO @cyetain
Eff iciency Flow how long does deliver a piece it take to of work? e How l ong did w actually spend ? wor king on it times longer s take 10 to 20 Typical organization they actually ething than to deliver som spent wo rking on it Hakan Forss @cyetain
Flow Efficiency STEP ONE STEP TWO STEP THREE FINISHED between 95-85% of Cycle Time @cyetain
Process Efficiency STEP ONE STEP TWO STEP THREE FINISHED between 5-15% of Cycle Time @cyetain
ourc e Efficiency Res STEP ONE STEP TWO STEP TWO STEP ONE STEP THREE STEP TWO STEP THREE @cyetain
Bottle Neck THIS THIS THIS at beginning of is a is a is a Process Not Problem Bottle Neck Batch Transfer NonInstantly Available May cause excess capacity Problem Resource Problem @cyetain
W=L/ λ ob is equ al to the average o fi nish a j d by the Time i t takes t the syste m divide umber o f jobs in n process ing rate @cyetain
The Effect of Utilization Queue Utilization @cyetain
@cyetain
@cyetain
@cyetain
tain ties, n wit h cer ill ill begi ut i f he w m an w ub ts, b s, he If a l end in do ith d oubt h e shal to begin w o nten t rtain ties. be c in ce shal l end cis B acon -Fran @cyetain
Experiment Experiment Experiment @cyetain
Option Experimentation Generation @cyetain
Experiment Experiment Experiment @cyetain
Option Experimentation Generation Experiment Experiment Experiment Experiment Experiment Experiment Experiment Experiment Experiment @cyetain
ke an s li se em ngs th at f thi e... ab ful lo t o on to J ti a w a en time! tt e ay sam o p he t latt al @cyetain
o tion t atten be paid eed to that n items ber of the num increases an ever i ncreasing able to do gap betw , and wh een what at (s)he p an indiv erceives n idual is c ecessary t ognitivel o do y ncis Heyl ighen @cyetain Fra
E T IC T O R N E N Y B C E M C A N N H E @cyetain
CYBORGS orates exogenous components incorp self-regulatin g control pt it to new environments in order to ada nfred Clynes @cyetain Ma
brains about human at is special Wh ips onsh lati s ple x re aid com ps, and ep & s, pro o de ruct int nst nter cal co Andy Clark to e ogi ility nbiol ab no w ith @cyetain
e most of its ns to make th The brain lear completion ple pattern capacity for sim 4 X 4 = 16, 2 X 7 = 14 acting in concert with pen and paper, storing the intermediate results outside the brain e lic resourc nal symbo dy Clark tion to the exter An dovetails its opera @cyetain
eC yborgs Favorit One of my @cyetain
AC yb org akeYou Can M KA NB AN @cyetain
h Yo ur P rocess Sketc @cyetain
MAD IC T ET N RN ME BO CE CY AN SCIENTIST E NH OVERLOAD ZOMBIFY @cyetain
Leave the Dial in One Place too long... bad things happen @cyetain
@cyetain
Jim Benso n Donald Reinertsen Staff of TLC avid And erson D David Snowden @cyetain

More Related Content

LeanTX

  • 1. MY 40 Y EAR-OLD CORPORA T ION CAN PIVOT FAS TER THAN YOU @cyetain
  • 2. Jabe Bloom CTO Creative Technologis t @cyetain
  • 3. @cyetain #LeanUXNYC jabe.co/leanuxnyc @cyetain
  • 4. LeanTX IEN CE EX PER m? wd o we Tea Ho king as a ur W or o @cyetain Some rights reserved by tallkev
  • 5. ma k ma an… All wo es worker a working on a du n wor ll hum ng o u rk mak n… Al l orker er a d rking on wo a dull huma ork makes w n… All work ll wo an… A rk makes w All w orker orking on w a dull huma n wor m orker ll working o r a Work != Working != Worker o kin g on w dull human… ork makes w an… A worke ll ker a orking on w r a dull hum ork makes an… A s wor All w orke orking on w a dull hum um an… m akes w All w er g on w h work Pin n… ing on a dull huma work make man… s work All workin rker worCarll working oHammering on work ma uman UMANS rk kes wo … A H o ker n u kes a dull h n… A k makes w Carryingorker orking dull h huma n wor ll w rker a working on an… A k makes wo …Bolunded: orke rWireframe ll hum n wor king o u n Al akes w wo work ller a d rking o Thinkingl huma ork m r a dul g on w Precepthon an… ll ium on ake s Artifactswo A worke workin hu man… ork makes Creating … All k er a du orking worUndelsltwndi n g ing on a dull human work makes man… A a es work w work orker ng on ker a dull hu woakimaality an… rt onk um ing on Rr a dull h i m akes w … All work es wor h uman work mak Al l work worke rking rkin g on uman… ork makes All wo wo wocyetain rker a dull h g on w uman… k makes akes wo ll wor kin a dull h on wor orker @ m A sw ing
  • 6. L ean T X MAD SCIEN TS Gs & TIS R @cyetain CY BO
  • 8. g-Ran ge Tr uck-Driver Lon It is possibl e to ‘come t one has bee o’ and reali n driving w ze that.. ithout bein g aware DM Armstro @cyetain ng
  • 11. Div ision of La bour The To take an example… the trade of the pin-ma One man draw s out the wire, ker another straig hts it, a third c uts it I have seen a small manufactory... make... forty-eight thousand pins in a day... @cyetain
  • 12. One man draws out the wire, another straights it, a third cuts it DRAW OUT WIRE STRAIGHTEN CUT POINT GRIND a fourth points it, a fifth grinds it at the top for receiving the head; @cyetain
  • 13. Taylor Gilbret Gantt h @cyetain
  • 15. FL OW Lin es @cyetain
  • 16. Nothing is particularly hard if you divide it into small jobs. @cyetain
  • 18. Economies $$$$ ! of Scale PUSH @cyetain
  • 19. e line All we are doing is looking at the tim from the moment the customer gives us an order Order Timeline $$$ reduce by removing non-value-added wastes h n we collect the cas y to the point whe that time line b And we are reducing added wast es ue- removing the non-val @cyetain
  • 20. the principal objective of the Toyota production system was to produce many models in small quantities. @cyetain
  • 21. a b c d & & & = ab cd & @cyetain
  • 22. PUSH ! ! ! ! ? @cyetain PULL
  • 23. Smith Division of Labor Ford Flow Li nes Ohno Toyo ta P rod uction S ystem @cyetain
  • 24. A LI ZATION E PH EM ER the principle o f doing ever m time and ener ore with ever gy per each giv less weight, en level of fun ctional perform ance Buckminster Fu ller @cyetain
  • 25. observable and thus ly physical primari ver the activity of the worker equated with control o @cyetain
  • 26. ig man ary W mary wigman M @cyetain
  • 29. Say this to you rself In your mind (not outloud) @cyetain
  • 30. Stand up if you said B to yourself (in your mind) @cyetain
  • 31. Stand up if you said 13 to yourself (in your mind) @cyetain
  • 33. edge work snaps knowl critical link supervision @cyetain Fred N ickols
  • 34. WARNING the know in matchi ledge worker ng individu h a as almost to l work meth tal authorit ods to the faces -Gregerman y ks her or she MAD s varying job ta SCIENTIST @cyetain
  • 35. Flow & Effectiveness Lean SW & Startup Shewart Ladas Ford Ohno Poppendieck Ries 1700 1850 1950 2000 Adam Smith Taylor Gantt Gilbreth Efficiency & Productivity @cyetain
  • 36. Varia bi lity Shewart Ladas Ford Ohno Poppendieck Ries 1700 1850 1950 2000 Adam Smith Taylor Gantt Gilbreth @cyetain
  • 37. ned roles ed work constrai es s-defin rrowly rom proc les and na transition f fined ru tig htly de k framed wor ion, & connection toward relationship- ity, innovat creativ to fast-and-loose cooperation from tight-and-slow collaboration @cyetain Stowe Boyd
  • 38. @cyetain CONSTRAINTS
  • 39. onstraints $ C @cyetain
  • 40. Business Team Technology Market @cyetain
  • 41. Business Market Team Technology @cyetain
  • 42. iation rm ed Constraints Based on is inte Market & Customer Need D Team Minim al Con strain Market ts Mark On et & C ustom er @cyetain
  • 43. in... The futu re is uncerta ery ertainty is at the v rigogine But this unc ya P an creativity. -Il heart of hum @cyetain UNCERTAINTY
  • 44. are the I Know W W hat hat Options? I Want @cyetain
  • 45. A Proc ess Model of Innovation @cyetain
  • 46. BDUF Big Design Up Front Compone nts tion duc Pro Deli Problem very e ! Queu tion Solu BDOB Big Delivery Out Back @cyetain
  • 47. L ess Planning GO FASTER @cyetain
  • 48. n tion Compone nts tio ra p e O en tion G uc od Pr on Problem at i ve ion nt cti at e ele ov S n rim In xpe E @cyetain
  • 49. to BE How NT EF FI CIE COST @cyetain
  • 50. Sufficient Design is where Lean meets Craft If you take the time to craft code of little or moderate value to users, you're wasting time & money. Are All Fe atures Created Equal? I don't think so. Joshua Kerievsky @cyetain
  • 51. s Yo ur Eff orts Focu Optional Active Decision Model Components Text @cyetain
  • 52. ent to mitm nts as Com strai D e f er Con onal OSSIBLE rthog AS P O L ONG Experimentation @cyetain
  • 53. Business Team Technology Market @cyetain
  • 54. Ho w to eE ffective B @cyetain
  • 55. Active Decision Model Option Generation @cyetain
  • 56. One Prob lem per ime nts Mul tipl e Ex NOT e u can’t decid s because yo Multipl e Problem @cyetain
  • 57. Kill 5 0-80% o f your ideas Failing H ere is WAST E @cyetain
  • 58. Ho w to FAST ER GO @cyetain
  • 59. Eff iciency Flow how long does deliver a piece it take to of work? e How l ong did w actually spend ? wor king on it times longer s take 10 to 20 Typical organization they actually ething than to deliver som spent wo rking on it Hakan Forss @cyetain
  • 60. Flow Efficiency STEP ONE STEP TWO STEP THREE FINISHED between 95-85% of Cycle Time @cyetain
  • 61. Process Efficiency STEP ONE STEP TWO STEP THREE FINISHED between 5-15% of Cycle Time @cyetain
  • 62. ourc e Efficiency Res STEP ONE STEP TWO STEP TWO STEP ONE STEP THREE STEP TWO STEP THREE @cyetain
  • 63. Bottle Neck THIS THIS THIS at beginning of is a is a is a Process Not Problem Bottle Neck Batch Transfer NonInstantly Available May cause excess capacity Problem Resource Problem @cyetain
  • 64. W=L/ λ ob is equ al to the average o fi nish a j d by the Time i t takes t the syste m divide umber o f jobs in n process ing rate @cyetain
  • 65. The Effect of Utilization Queue Utilization @cyetain
  • 69. tain ties, n wit h cer ill ill begi ut i f he w m an w ub ts, b s, he If a l end in do ith d oubt h e shal to begin w o nten t rtain ties. be c in ce shal l end cis B acon -Fran @cyetain
  • 70. Experiment Experiment Experiment @cyetain
  • 71. Option Experimentation Generation @cyetain
  • 72. Experiment Experiment Experiment @cyetain
  • 73. Option Experimentation Generation Experiment Experiment Experiment Experiment Experiment Experiment Experiment Experiment Experiment @cyetain
  • 74. ke an s li se em ngs th at f thi e... ab ful lo t o on to J ti a w a en time! tt e ay sam o p he t latt al @cyetain
  • 75. o tion t atten be paid eed to that n items ber of the num increases an ever i ncreasing able to do gap betw , and wh een what at (s)he p an indiv erceives n idual is c ecessary t ognitivel o do y ncis Heyl ighen @cyetain Fra
  • 76. E T IC T O R N E N Y B C E M C A N N H E @cyetain
  • 77. CYBORGS orates exogenous components incorp self-regulatin g control pt it to new environments in order to ada nfred Clynes @cyetain Ma
  • 78. brains about human at is special Wh ips onsh lati s ple x re aid com ps, and ep & s, pro o de ruct int nst nter cal co Andy Clark to e ogi ility nbiol ab no w ith @cyetain
  • 79. e most of its ns to make th The brain lear completion ple pattern capacity for sim 4 X 4 = 16, 2 X 7 = 14 acting in concert with pen and paper, storing the intermediate results outside the brain e lic resourc nal symbo dy Clark tion to the exter An dovetails its opera @cyetain
  • 80. eC yborgs Favorit One of my @cyetain
  • 81. AC yb org akeYou Can M KA NB AN @cyetain
  • 82. h Yo ur P rocess Sketc @cyetain
  • 83. MAD IC T ET N RN ME BO CE CY AN SCIENTIST E NH OVERLOAD ZOMBIFY @cyetain
  • 84. Leave the Dial in One Place too long... bad things happen @cyetain
  • 86. Jim Benso n Donald Reinertsen Staff of TLC avid And erson D David Snowden @cyetain