Corporate Dot Game Round 1 Anders Holmberg & Håkan Kleijn 2012 Tel: 0768-640 325 [email protected] ...
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Corporate Dot Game Round 1 Anders Holmberg & Håkan Kleijn 2012 Tel: 0768-640 325 [email protected] www.softhouse.se Instruktioner på svenska: http://agilcoach.sea/2012/11/ corporatedotgame/
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Transcript of Corporate Dot Game Round 1 Anders Holmberg & Håkan Kleijn 2012 Tel: 0768-640 325 [email protected] ...
Corporate Dot GameRound 1
Anders Holmberg & Håkan Kleijn
2012
Tel: 0768-640 325
www.softhouse.se
Instruktioner på svenska:http://agilcoach.sea/2012/11/corporatedotgame/
Corporate Dot Game – Roles
PRODUCT MANAGEMENT• Product Management Start work – Adds new work items• Product Management Acceptance – Accepts deliveries
PRODUCT DEVELOPMENT• Business Analysts – Adds black dots• System architecht – Adds red dots• Graphical Design – Adds green dots• Developer – Adds blue dots• Tester – Measure sizes and conformity of dots• Project leader – Helps handovers + delivers to PM
Corporate Dot Game: Settings
Corporate Dot Game: Settings
Corporate Dot Game: 2 lines
Revenue and costs
Revenue• Each accepted green post-it gives 10 000kr
Costs• Seat at inhouse table costs 1 000kr/min• Seat at outsourced table costs 500kr/min• Seat at PM costs 2 000kr/min• Each set pens costs 1 000kr/min
• Total costs round 1 = 10 000kr/min
Scenario Round 1
• Customer needs green post-its.
• After 2 minute the customer realises she also needs yellow post-its. Pays double for each yellow post-it.
• When first batch reach PM Acceptance the customer realises that green and blue dots should switch place. Pays nothing for further incorrect post-its.
Day/month Factory 1
Round 1 min
Round 2 min
Cycle time first batch m s m s
Cycle time first yellow post it
m s m s
Accepted green post-its
Accepted yellow post-its
Work in progress Ongoing: Failed:
Ongoing: Failed:
Total Costs k/mink
k/mink
Total Revenue k(+k)
k(+k)
Day/month Factory 1 Factory 2
Round 1 min
Round 2 min
Round 1 min
Round 2 min
Cycle time first batch m s m s m s m s
Cycle time first yellow post it
m s m s m s m s
Accepted green post-its
Accepted yellow post-its
Work in progress Ongoing: Failed:
Ongoing: Failed:
Ongoing: Failed:
Ongoing: Failed:
Total Costs 10k/mink
k/mink
10k/mink
k/mink
Total Revenue k(+k)
k(+k)
k(+k)
k(+k)
Day/month Factory 1 Factory 2 Factory 3Round 1
minRound 2
minRound 1
minRound 2
minRound 1
minRound 2
min
Cycle time first batch
m s m s m s m s m s m s
Cycle time first yellow post it
m s m s m s m s m s m s
Accepted green post-its
Accepted yellow post-its
Work in progress Ongo:Failed:
Ongo: Failed:
Ongo:Failed:
Ongo:Failed:
Ongo:Failed:
Ongo: Failed:
Total Costs k/mink
k/mink
k/mink
k/mink
k/mink
k/mink
Total Revenue k(+k)
k(+k)
k(+k)
k(+)
k(-k)
k(+k)
Corporate Dot GameRound 2
Anders Holmberg & Håkan Kleijn
2012
Tel: 0768-640 325
www.softhouse.se
Corporate Dot Game: Round 2
Try to improve the revenue!
Costs may not exceed 10 000kr/min
• Remove waste• Help bottlenecks• Limit work in progress• Change staff allocation• Test everywhere• Have one person stand by that can help where needed.
Scenario Round 2
• Customer needs green dotted post-its.
• After 2 minute the customer thinks she prefers yellow post-its. Pays double for each yellow post-it.
• When first batch reach Acceptance the customer realises that green and blue dots should switch place. Pays nothing for incorrect post-its.
Recommended strategy
• Remove one PM• Move the other PM to the factory• Test everywhere -> remove test• Inhouse development• No handovers -> remove PL• One piece flow -> lower change vuleranability• Pull system -> never overloaded system
Retrospect Dot-Game
1. Cycle time increased after 2 mins work in round 1.
2. A lot of work were trashed when new requirements appeard.
3. Throughput were increased when work in progess was limited.
4. Earnings raised >300% when reorganized
Little’s law
Cycle time =Work-in-progress
Throughput
Attack with:• WIP Limits• Smaller batches• Pull
Attack with:• Expand bottleneck• Remove waste• Reduce multitasking
(100 pieces)
(20 pieces / month)(5 month)
Methods and Tools to gain flow
Manage the Flow
Value and Waste
Optimize the wholePeople and Leadership
Continuous Improvement
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Thank you very much!
Anders Holmberg & Håkan Kleijn [email protected]
Tel: 0768-640 325
www.softhouse.se
