Lean: More than startups, software development,

manufacturingJason Yip

jyip@spotify.com, jchyip@gmail.com@jchyip

http://jchyip.blogspot.com

Build Measure Learn!

Kanban!

PDCA!

Eliminate Waste!

Value stream maps!

Toyota Kata!

The Toyota Way, Jeffrey Liker

Toyota Product Development

1. Functional managers as teachers2. Clear emphasis and reward for technical

competence3. Pull scheduling of distributive planning and control 4. Set-based concurrent engineering5. Knowledge capture and reuse6. Standardise checklists and design standards7. Visual management

Lean Software Development

1. Optimise the Whole2. Focus on Customers3. Energize Workers4. Eliminate Waste5. Learn First6. Deliver Fast7. Build Quality In8. Keep Getting Better

Lean Startup

1. Entrepreneurs are everywhere2. Entrepreneurship is management3. Validated learning4. Innovation accounting5. Build Measure Learn (MVP)

"A person's life is an accumulation of time - just one hour is equivalent to a person's life. Employees provide their precious hours of life to the company, so we have to use it effectively, otherwise, we are wasting their life."

Eiji Toyoda

http://www.shmula.com/shmula-podcast-1-eric-ries-leanstartup-interview/15458/

“Is this okay that every hour of every day -this is a modern lean factory, so it is cranking out appliances, thousands a day of high quality, good price, well designed things- and that means that I don’t know how many hundreds of thousands of person hours a year are being invested in wiring up buttons that are never pushed. Is that not waste?”

How might your work / product look if it was designed to not waste people’s time? How would that feel?

Which tool is missing?

Where is it safe to walk?

Where’s the bottleneck?

“Use visual controls so no problems are hidden”

How might you design your work such that all problems were easily visible? How would that feel?

Just-in-Time = only what is needed, when it is needed, and in the amount needed

http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html

http://blog.crisp.se/2009/11/16/henrikkniberg/kanban-kick-start-example

http://www.gembapantarei.com/2008/08/the_hard_sell_for_cells.html

Process villageLinear flow

Work cell

How might you design your work such that what is needed, and only just what is needed, is available just when it’s needed, no earlier and no later? How would that feel?

Jidoka = automation with human intelligence

http://www.lean.org/shook/DisplayObject.cfm?o=1321

How might you design your work to automate what machines are good at in order to support what humans are good at? That if someone asked for help, someone actually came to help? How would that feel?

Work is worthy of study and managers are the scientists

Work is worthy of study and the people doing the work are the scientists

物づくりは人づくりmonozukuri wa hitozukuri

(making things is making people)

http://www.gembapantarei.com/2009/02/tbp_toyota_business_practice.html

8 steps of “Toyota way of working”1. 問題を明確にする (clarify the problem)

2. 問題をブレイクダウンする (breakdown the problem)3. 達成目標を決める (set the target to be achieved)4. 真因を考え抜く (think through to the true cause)5. 対策を立てる (develop countermeasures)6. 対策をやりぬく (follow through on the countermeasures)7. 結果とプロセスを評価する (evaluate the result and the process)8. 成果を定着させる (make sure the results take hold)

“Don't look with your eyes, look with your feet. Don't think with you head, think with your hands.”

Taiichi Ohno

“Get out of the building!”

Steve Blank

http://agileatlas.org/articles/item/problem-solving-with-a3-thinking

“Lean managers focus on responsibility and ownership, which means keying on “doing the right thing,” as opposed to authority, which deals with who has the right to make certain decisions....The authority to make decisions is not established by hierarchy or titles. Rather, the owner of the A3, through the process of producing the dialogue, takes responsibility to get decisions made.”

Every time you tell people exactly what to do, you rob them of their initiative

How do you approach problem solving?

How do you design something like this in less time and less people than all of your competitors?

http://66.192.79.249/columns/0506insight.html

Tradeoff curves = reusable knowledge

http://www.lean.org/Common/LexiconTerm.cfm?TermId=355https://madebymany.com/blog/trade-off-curves

http://www.lean.org/shook/DisplayObject.cfm?o=906

http://alexsibaja.blogspot.com/2014/08/obeya-war-room-powerful-visual.html

There’s more...

● Lean Construction - treat projects like short-run production lines

● Lean Health Care● Lean Product Development (Reinertsen)● etc. etc. etc.

Follow-up

● Toyota traditions: http://www.toyota-global.com/company/toyota_traditions/

● Lean Software Development: http://www.poppendieck.com/

● Gemba Panta Rei: http://www.gembapantarei.com/

Books

● Toyota Production System - Taiichi Ohno● The Birth of Lean - Shimokawa and

Fujimoto● Lean Product and Process Development -

Allen C. Ward● Product Development for the Lean

Enterprise - Michael Kennedy

“Stop trying to borrow wisdom and think for yourself. Face your difficulties and think and think and think and solve your problems yourself. Suffering and difficulties provide opportunities to become better. Success is never giving up.”

Taiichi Ohno