View
258
Download
2
Category
Tags:
Preview:
DESCRIPTION
Talk given at Lean Agile Scotland 2013. Looking at how people have "opened the box" for Lean thinking and just followed the prescription in them, instead of understanding why the original thinkers, like Taiishi Ohno, did and said what they did.
Citation preview
Lean isn’t LeanFrancis Fish
FJF/DI/DM consultancyhttp://fjfdidm.com
Engage!FJF/DI/DMFJF/DI/DMEngage! Love what you do & do it wellLove what you do & do it well
Wednesday, 2 October 13
Who?
• 30 years a coder
• Member of the humanist wing of the agile movement
• Despite provocative title for the talk, not here to pick a fight but engage human to human
• Qualified sports coach
Wednesday, 2 October 13
https://leanpub.com/unicorns
Wednesday, 2 October 13
?
• History of term Lean
• Analytical vs systems thinking
• An example: standard work
• Discussion
• Questions
Wednesday, 2 October 13
Lean?
• Taiichi Ohno
• Toyota
Wednesday, 2 October 13
After the fact
Wednesday, 2 October 13
After the fact
• TAKT time
Wednesday, 2 October 13
After the fact
• TAKT time
• Waste
Wednesday, 2 October 13
After the fact
• TAKT time
• Waste
• Standard work
Wednesday, 2 October 13
Wednesday, 2 October 13
Wednesday, 2 October 13
But first ...
Wednesday, 2 October 13
Analytical thinking
Wednesday, 2 October 13
Analytical thinking
Wednesday, 2 October 13
Analytical thinking
Wednesday, 2 October 13
Semantics
Wednesday, 2 October 13
Semantics
Efficient? Effective?
Wednesday, 2 October 13
Semantics
Solving?Fixing?
Efficient? Effective?
Wednesday, 2 October 13
Semantics
Solving?Fixing?
Efficient? Effective?
Restorative?Palliative?
Wednesday, 2 October 13
Semantics
Solving?Fixing?
Efficient? Effective?
Analytical
Restorative?Palliative?
Wednesday, 2 October 13
Semantics
Solving?Fixing?
Efficient? Effective?
Analytical Systems
Restorative?Palliative?
Wednesday, 2 October 13
Semantics
Solving?Fixing?
Efficient? Effective?
Analytical Systems
• Lean is a term invented by Western academics
Restorative?Palliative?
Wednesday, 2 October 13
The analytic box
Wednesday, 2 October 13
The analytic box• Observe, but don’t engage
Wednesday, 2 October 13
The analytic box• Observe, but don’t engage
• Break into pieces
Wednesday, 2 October 13
The analytic box• Observe, but don’t engage
• Break into pieces
• Put it in a box
Wednesday, 2 October 13
The analytic box• Observe, but don’t engage
• Break into pieces
• Put it in a box
• Turn creativity into an algorithm (yeah, right)
Wednesday, 2 October 13
The analytic box• Observe, but don’t engage
• Break into pieces
• Put it in a box
• Turn creativity into an algorithm (yeah, right)
• Didactic, destructive
Wednesday, 2 October 13
The analytic box• Observe, but don’t engage
• Break into pieces
• Put it in a box
• Turn creativity into an algorithm (yeah, right)
• Didactic, destructive
• The word is not the thing - Oasis are not the Beatles
Wednesday, 2 October 13
The analytic box
Wednesday, 2 October 13
Wednesday, 2 October 13
Wednesday, 2 October 13
Control is a double-edged sword; it involves doing things right (efficiency) and doing the right thing (effectiveness). It is better to do the right thing wrong than the wrong thing right. Unfortunately, the righter we do the wrong things, the wronger we become. In some cases, increases in efficiency can decrease effectiveness.
...
Wednesday, 2 October 13
Wednesday, 2 October 13
Managers are seduced by all sorts of panaceas on the basis of alleged demonstrations of the results they bring about, only to learn later that they are often ineffective. Such allegations of effectiveness are almost always based on observed associations, not causal relationships.
Wednesday, 2 October 13
Deming’s 14 points
Wednesday, 2 October 13
Deming’s 14 points1. Constancy of purpose
2. Adopt the new philosophy ...
8. Drive out fear ...
10. Eliminate slogans
11. Eliminate management by objectives
12. Remove barriers to pride of workmanship
Wednesday, 2 October 13
Example:
• Standard work
Wednesday, 2 October 13
What did Ohno say?• There is something called standard work, but
standards should be changing constantly. Instead, if you think of the standard as the best you can do, it’s all over. The standard is only a baseline for doing further kaizen. It is kaiaku if things get worse than now, and it is kaizen if things get better than now. Standards are set arbitrarily by humans, so how can they not change?
• Without some standard, you can’t say, “We made it better,” because there is nothing to compare it to, so you must create a standard for comparison.
Wednesday, 2 October 13
What did Ohno say?
• Years ago, I made them hang the standard work documents on the shop floor. After a year I said to a team leader, “The color of the paper has changed, which means you have been doing it the same way, so you have been a salary thief for the last year.” I said, “What do you come to work to do each day?
Wednesday, 2 October 13
So ...
• Creating a basis for continuous improvement
• Not fixed in stone
• Owned by the people who do the work
Wednesday, 2 October 13
Analytical Standardisation
Wednesday, 2 October 13
Analytical Standardisation
• Make work standard
Wednesday, 2 October 13
Analytical Standardisation
• Make work standard
• Efficient!
Wednesday, 2 October 13
Analytical Standardisation
• Make work standard
• Efficient!
• Deliver to that standard
Wednesday, 2 October 13
Analytical Standardisation
• Make work standard
• Efficient!
• Deliver to that standard
• Only automata need apply
Wednesday, 2 October 13
Analytical Standardisation
Wednesday, 2 October 13
• An example ...
Wednesday, 2 October 13
Demand Team 1
Team alpha
Team 1
Team premier
Wednesday, 2 October 13
What’s wrong
• Point of delivery should be the same as point of standardisation
Wednesday, 2 October 13
Team 1Wednesday, 2 October 13
Team 1Wednesday, 2 October 13
Demand profile
Wednesday, 2 October 13
Demand profile• Averages don’t tell demand story
Wednesday, 2 October 13
Demand profile• Averages don’t tell demand story
• Average of averages - don’t go there!
Wednesday, 2 October 13
Demand profile• Averages don’t tell demand story
• Average of averages - don’t go there!
• 95% of capability comes from the system
Wednesday, 2 October 13
Demand profile• Averages don’t tell demand story
• Average of averages - don’t go there!
• 95% of capability comes from the system
• Each has a different “how”
Wednesday, 2 October 13
Demand profile• Averages don’t tell demand story
• Average of averages - don’t go there!
• 95% of capability comes from the system
• Each has a different “how”
• The box from the centre won’t fit
Wednesday, 2 October 13
Demand profile• Averages don’t tell demand story
• Average of averages - don’t go there!
• 95% of capability comes from the system
• Each has a different “how”
• The box from the centre won’t fit
• Æsop’s fable: The miller, his son and their ass
Wednesday, 2 October 13
Demand Imagined
Wednesday, 2 October 13
FailureDemand Imagined
Wednesday, 2 October 13
BureaucracyDo it for doing
its sakeDemand
Wednesday, 2 October 13
Demand Idealised
Mee
ting
need
s
Wednesday, 2 October 13
WASTERework
WASTEDead hand of bureaucracy
Wednesday, 2 October 13
What happens
Wednesday, 2 October 13
What happens
• More disconnected with customer needs the smaller the intersection
Wednesday, 2 October 13
What happens
• More disconnected with customer needs the smaller the intersection
• Everything changes over time - this is an iron rule
Wednesday, 2 October 13
What happens
• More disconnected with customer needs the smaller the intersection
• Everything changes over time - this is an iron rule
• The centre cannot hold - in fact it hasn’t a clue
Wednesday, 2 October 13
What happens
• More disconnected with customer needs the smaller the intersection
• Everything changes over time - this is an iron rule
• The centre cannot hold - in fact it hasn’t a clue
• Staff are infantalised
Wednesday, 2 October 13
What happens
• More disconnected with customer needs the smaller the intersection
• Everything changes over time - this is an iron rule
• The centre cannot hold - in fact it hasn’t a clue
• Staff are infantalised
• Everyone is treated like a beginner, with no knowledge or skill
Wednesday, 2 October 13
Fixing not solving
Wednesday, 2 October 13
Fixing not solving• Targets
Wednesday, 2 October 13
Fixing not solving• Targets
• Make it work, somehow
Wednesday, 2 October 13
Fixing not solving• Targets
• Make it work, somehow
• If you measure costs, costs go up
Wednesday, 2 October 13
Fixing not solving• Targets
• Make it work, somehow
• If you measure costs, costs go up
• Each delivery point has own experienced people, equipment, demand profile
Wednesday, 2 October 13
Fixing not solving• Targets
• Make it work, somehow
• If you measure costs, costs go up
• Each delivery point has own experienced people, equipment, demand profile
• True empowerment solves it permanently
Wednesday, 2 October 13
Fixing not solving• Targets
• Make it work, somehow
• If you measure costs, costs go up
• Each delivery point has own experienced people, equipment, demand profile
• True empowerment solves it permanently
• Fixing is ahistorical, assumes nothing will change
Wednesday, 2 October 13
Demand
Bureaucratic Waste
Wednesday, 2 October 13
Service
Unmet variety
Wednesday, 2 October 13
Unmet Variety?
• Opportunity to improve!
• Different at each point
Wednesday, 2 October 13
Givens
Bob
Alice
Bob Bob
Mary
Wednesday, 2 October 13
Givens
Bob
Alice
Bob Bob
Mary
Wednesday, 2 October 13
Givens
Bob
Alice
Bob Bob
Mary
£?
Wednesday, 2 October 13
Givens
Bob
Alice
Bob Bob
Mary
£?
£?
Wednesday, 2 October 13
Givens
Bob
Alice
Bob Bob
Mary
£?
£?
£?
Wednesday, 2 October 13
Givens
Bob
Alice
Bob Bob
Mary
£?
£?
£?
£?
Wednesday, 2 October 13
Givens
Bob
Alice
Bob Bob
Mary
£?
£?
£?
£?£?
Wednesday, 2 October 13
Cost?• Measure at the hand over points
• Optimisations are done there
• Steps are arbitrary, analytical, given
• Change steps, change cost
• Silos - call centre, provisioning, finance - are they really necessary or are they givens?
• Conway’s law
Wednesday, 2 October 13
And ...
• This is the way you have always done it
• The original people who did that job meant it was split up that way
• When you replaced you got another Bob/Mary/Alice
• ... if it all burned down tomorrow, what would the replacement do, (Ackoff)
Wednesday, 2 October 13
BUT!
• Cost is end to end - not per process
• Clean flow reduces cost, without measuring it
• Theory of constraints teaches us that can only go as fast as the bottleneck
• Cost is in the flow, not in the measuring points
• Measure costs, costs go up - breaks flow, breaks clean, causes rework and delay
Wednesday, 2 October 13
Algorithms
≢
Wednesday, 2 October 13
Algorithms
≢
Imagination?
Wednesday, 2 October 13
Algorithms
≢
Imagination?
Innovation?
Wednesday, 2 October 13
Algorithms
≢
Imagination?
Innovation?
Improvement?
Wednesday, 2 October 13
Algorithms
≢
Imagination?
Innovation?
Improvement?
Inspiration?
Wednesday, 2 October 13
Algorithms
≢
Imagination?
Innovation?
Improvement?
Inspiration?
Wednesday, 2 October 13
Tech management
The main reason we tend to focus on the technical rather than the human side of the work is not because it’s more crucial, but because it’s easier to do.
Wednesday, 2 October 13
Tech management
• No heart!
• Work that’s fit for humans
Wednesday, 2 October 13
So what is lean?
Wednesday, 2 October 13
So what is lean?• Go see
Wednesday, 2 October 13
So what is lean?• Go see
• Start where people are - constancy of purpose
Wednesday, 2 October 13
So what is lean?• Go see
• Start where people are - constancy of purpose
• Humble - NVC - no more “should”
Wednesday, 2 October 13
So what is lean?• Go see
• Start where people are - constancy of purpose
• Humble - NVC - no more “should”
• Engage with the variety at each point of delivery
Wednesday, 2 October 13
So what is lean?• Go see
• Start where people are - constancy of purpose
• Humble - NVC - no more “should”
• Engage with the variety at each point of delivery
• Train and work to demand
Wednesday, 2 October 13
So what is lean?• Go see
• Start where people are - constancy of purpose
• Humble - NVC - no more “should”
• Engage with the variety at each point of delivery
• Train and work to demand
• Allow continuous improvement, not fixed, things will move
Wednesday, 2 October 13
So what is lean?• Go see
• Start where people are - constancy of purpose
• Humble - NVC - no more “should”
• Engage with the variety at each point of delivery
• Train and work to demand
• Allow continuous improvement, not fixed, things will move
• The system always wins
Wednesday, 2 October 13
Takt time, waste
Wednesday, 2 October 13
Takt time, waste
• Takt time works for manufacturing processes not people (Theory of Constraints)
Wednesday, 2 October 13
Takt time, waste
• Takt time works for manufacturing processes not people (Theory of Constraints)
• Waste is not the same as efficiency
Wednesday, 2 October 13
Takt time, waste
• Takt time works for manufacturing processes not people (Theory of Constraints)
• Waste is not the same as efficiency
• Think, engage
Wednesday, 2 October 13
Takt time, waste
• Takt time works for manufacturing processes not people (Theory of Constraints)
• Waste is not the same as efficiency
• Think, engage
• Historic opportunity
Wednesday, 2 October 13
One last quote
You are a fool if you do just as I say. You are a greater fool if you don’t do as I say. You should think for yourself and come up with better ideas than mine.
- Ohno
Wednesday, 2 October 13
Wednesday, 2 October 13
francis@fjfdidm.com@fjfish
Some images from openclipart.org
Engage!FJF/DI/DMFJF/DI/DMEngage! Love what you do & do it wellLove what you do & do it well
Wednesday, 2 October 13
Recommended