Post on 28-Jul-2015
Lean: More than startups, software development,
manufacturingJason Yip
jyip@spotify.com, jchyip@gmail.com@jchyip
http://jchyip.blogspot.com
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?
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?
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?
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
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.”
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