A Lean Primer: Philosophies and Praxis - v2

Lean practice reviews-part 2

Transcript

1. A LEAN PRIMER Current Philosophies and Praxis
2. Scrum Theory “Scrum that is Not lean, is a Scrum that Sucks (Sutherland)” • Scrum is founded on empiricism and lean thinking. • Lean thinking reduces waste and focuses on the essentials
3. https://less.works/less/principles/lean-thinking#PillarOneRespectforPeople Lean in Product Development
4. LEAN GOAL: SUSTAINABLY DELIVER VALUE FAST Sustainable shortest lead time, best quality and value (to people and society), most customer delight, lowest cost, high morale, safety. Development—out- learn the competition, through generating more useful knowledge and using and remembering it effectively. Production—out-improve the competition, by a focus on short cycles, small batches and queues, stopping to find and fix the root cause of problems, relentlessly removing all wastes (waiting, handoff, …).
5. LEAN FOUNDATION: LEAN THINKING MANAGER-TEACHERS Management applies and teaches lean thinking and bases decisions on this long-term philosophy. Manager-teachers— the internal motto is Good Thinking, Good Products. ❑ learn problem solving through hands-on improvement experiments ❑ learn to see how lean thinking applies in different domains ❑ learn kaizen mindset (continuous improvement) ❑ appreciate a core principle in Toyota called Go See and gemba
6. PILLAR ONE: RESPECT FOR PEOPLE
7. PILLAR TWO: CONTINUOUS IMPROVEMENT ❑ Go See ❑ kaizen ❑ perfection challenge ❑ work toward flow (covered in the 14 Principles) Continuous improvement is based on several ideas:
8. PILLAR TWO: CONTINUOUS IMPROVEMENT Non-Value-Adding Action Categories
9. 14 Principles
10. *Principle 1 Base Your Management Decisions on Long-Term Systems Thinking, Even at the Expense of Short- Term Financial Goals **Principle 2 Connect People and Processes Through Continuous Process Flow to Bring Problems to the Surface Principle 3 Use “Pull” Systems to Avoid Overproduction Principle 4 Level Out the Workload, Like the Tortoise, Not the Hare (Heijunka) Principle 5 Work to Establish Standardized Processes as the Foundation for Continuous Improvement Principle 6 Build a Culture of Stopping to Identify Out-of-Standard Conditions and Build in Quality Principle 7 Use Visual Control to Support People in Decision-Making and Problem Solving Principle 8 Adopt and Adapt Technology That Supports Your People and Processes ***Principle 9 Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others Principle 10 Develop Exceptional People and Teams Who Follow Your Company’s Philosophy Respect Your Value Chain Partners by Challenging Them and Helping Them Improve Principle 11 Respect Your Value Chain Partners by Challenging Them and Helping Them Improve ****Principle 12 Observe Deeply and Learn Iteratively (PDCA) to Meet Each Challenge Principle 13 Focus the Improvement Energy of Your People Through Aligned Goals at All Levels Principle 14 Learn Your Way to the Future Through Bold Strategy, Some Large Leaps, and Many Small Steps 14 Principles of the Toyota Way Liker, J. (2021). The Toyota Way.
11. Lean Product Development The execution of two key processes: (1) Product development (2) Production Outlearn the competition More-Valuable, Lower-Cost Learning • Increase the value of information created and lower the cost of creating knowledge. • Focus on uncertain things • Focus on early testing and feedback Lower-cost information • Reducing Batch Size and Cycle Time • Focus on large-scale test automation • Focus on frequent or continuous integration • Focus on mentoring from experts and spreading knowledge Cadence • Working in regular rhythms or cadence is a lean principle
12. Process time VS. Lead time -Reducing Lead Time- Identifying and Reducing Unnecessary “non-value-adding” Process Time
13. THE SEVEN WASTES: OBSTACLES TO VALUE-ADDED FLOW 1. Overproduction. Producing ahead of or in anticipation of demand generates such wastes as overstaffing and unnecessary storage and transportation costs because of excess inventory. 2. Waiting (time on hand). Watching or waiting for a machine, key inputs, or having slack with no immediate deadlines. 3. Unnecessary transport or conveyance. Carrying work in process (WIP) long distances creates inefficient transport or moves materials or information into or out of storage or between processes. 4. Overprocessing or incorrect processing. Taking unneeded steps to process the parts. Inefficient processing due to poor tool and product design, causing unnecessary motion and producing defects. Waste is also generated when providing higher-quality products or services than is necessary. 5. Excess inventory. Excess raw material, WIP, or finished goods cause longer lead times, obsolescence, damaged goods, transportation and storage costs, and delays. Also, extra inventory hides problems such as production imbalances, late supplier deliveries, defects, equipment downtime, and long setup times. 6. Unnecessary movement. Any wasted motion employees perform during their work, such as looking for, walking to, reaching for, or stacking parts, tools, etc. 7. Defects. Production of defects and correction. Repair or rework, scrap, replacement production, and inspection waste time, effort, and handling Liker, J. (2021). The Toyota Way.
14. TOYOTA PRODUCTION CONTROL (TPS) Turner, J., & Thurlow, N. ( (2020) The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity
15. The Flow System (TFS) Turner, J., & Thurlow, N. ( (2020) The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity
16. …“Operating in a Complex Environment” • Customer demands apply to the product they seek and their expectations for the organizations they choose to do business with. • Effectively reacting to new customer demands requires organizations to take an entrepreneurial approach to support: Advanced technologies are to be embedded into their products and to provide interconnectivity with their existing products in a user-friendly format. • Ever-changing globalization and complexity include a constantly evolving political environment, in which changes in one region can have adverse effects across the globe, preventing new creative products from entering the market promptly. • When new products are introduced to the market, their life spans continue to be reduced because of technological advances that are being • Innovating, i.e., bringing a creative product to market, is a continuous process that places constant customer demands on the producer developed at the same time. • New products must be able to cater to each customer in real time. • In its totality, this is known as operating in a complex environment. Turner, J., & Thurlow, N. ( (2020) The Flow System: The Evolution of Agile and Lean Thinking in an Age of Complexity