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Lean Principles

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Tomi Juhola

on 28 April 2010

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Transcript of Lean Principles

Lean Principles Familiarize with lean management principles
Get ideas for day to day work
Introduce Value Stream Mapping Goals Previous talk
about Lean Heart of Lean: Eliminate Waste (Muda) Overproduction
Unnecessary transport
Over processing

Unused employee creativity
Extra features
Partially done work
Task switching

Unused employee creativity

In software development Overproduction
Unnecessary transport
Over processing

Unused employee creativity
That's lean? Lean Management
Principles Long-Term Philosophy Continuously solving root Problems
drives organizational learning Add value to the organization by
developing your People and Partners The right Process will
produce the right results Scrum from Lean perspective Leadership in Lean Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals
Strive for purpose. Work, grow and align the organization towards a common purpose
Concentrate on generating value for customer and society
Be responsible. Maintain and improve your skills to be able to add value Create continuous process flow
to bring problems to the surface Use "Pull" systems to avoid overproduction Level out the load (Heijunka) Build a culture of stopping to fix problems,
to get quality right the first time
Standardized tasks are the foundation for continuous improvement and employee empowerment Use visual control so no problems are hidden Use only reliable, thoroughly tested technology that serves your people and process
Aim for continuous value-added flow
Optimize that flow to surface the problems
Spred the flow thinking around your organization Provide your downline customer what they want, when they want and in amounts they want
Minimize WIP and stocks
React to changes in the customer demands day-by-day Don't overburden your machinery and people, try to eliminate unevennes in production schedule
Try to level out the workload in all the service processes instead of normal start/stop projects Quality perceived by the customer drives your value proposition
Use all the modern quality assurance methods available
Build into your process the capability to detect problems and to stop when they occur
Build support systems to quickly solve problems and introduce countermeasures
Build into your culture the philosophy of stopping or slowing down to get the quality right. Use stable and repeatable methods to maintain the predictability
Capture the learning into new standard way of working
Standards should evolve continuously Use simple visual indicators to help people determine immediatelly wheter they are in standard condition or deviating from it
Design simple visual systems at places where the work is done to support the flow and the pull
Reduce your reports to one piece of paper, even for important financial decisions Use technology to support people, not replace people
Reject or modify technologies that conflict with your culture
However, encourage people to consider new technologies and implement new solutions rapidly if they can improve your flow Grow leaders who thoroughly understand the work, live the philosophy and teach it to others
Develop exceptional people and teams who follow your company's philosophy
Respect your extended network of partners and suppliers by challenging them and helping them improve
Grow leaders within, instead of bringing them from outside
Do not view the leader's job as simply accomplishing tasks and having good people skills. Leaders must be role models of the company's philosophy and the way of doing business
A good leader must understand the dayily work in great detail so he/she can be the best teacher for your company's philosophy Create strong, stable culture on top of company values and beliefs
Train exceptional individuals and teams to achieve exceptional results
Use cross-functional teams to improve quality and productivity and enchance flow by solving difficult problems
Make an ongoing effort to teach people how to work together as teams toward common goals. Teamwork is essential Team Team has an unifying relationship
Shared accountability
Collective performance
Team commitment

e.g. football team Group Group is associated together in work or activity
Individual accountability
Individual performance
Leader commitment

e.g. a choir
Have respect for your partners and suppliers and treat them as an extension of your business
Challenge the outside partners to improve and grow. Assist them in doing this Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu)
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly
Become a learning organization through relentless reflection (Hansei) and continuous improvement (Kaizen)
Solve problems and improve processes by going to the source and personally observing and verifying data rather than theorizing
Think and speak based on personally verified data
Even high-level executives should go and see things for themselves, so they will have more than a superficial understanding Tool spotlight:
Value Stream Map Do not pick a single direction and go down that path until you have throughly considered alternatives
Consensus process, though time consuming, helps broaden search for solutions and sets the stage for rapid implementation
Use set based process to solve problems Once a stable process has been established, use continuout improvement tools to determine root causes and apply effective countermeasures
Design process that require no inventories and queues. This will make the wasted time and resources visible to all
Protect the organizational knowledge base by developing stable personnel system
Use hansei (reflection) at key milestones and after you finish a project to openly identify shortcomings. Develop countermeasures for those
Learn by standardizing the best practices, rather than reinventing the wheel with each project
Why are these important for everyone? Team leader Leader Leader Leader Leader Leader Traditional Lean A tool for everyone for everyday process improvement

Helps to identify waste, improve flow and establish pull systems 1. Identify target process: From Concept to Cash 2. Draw the as is process diagram: Feel free to simplify, to skip corners etc. 3. Add the duration of activities 4. Add waiting time and calculate how large percentage of time is used in value adding work 5. Identify biggest waste, create future value stream map and write down improvement steps 6. Plan - Do - Check - Act References:
The Toyota Way by Jeffrey K. Liker
Implementing Lean SW Development by Mary and Tom Poppendieck
Leading Lean SW Development by Mary and Tom Poppendieck
Full transcript