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Friday, September 24, 2010

Microsoft PowerPoint Lean Toolkits Tutorial

Toyota Production System ? Approach to Production ? Build only what is needed? Stop if something goes wrong? Eliminate anything which does not add value ? Philosophy of Work ? Respect for Workers? Full utilization of workers’ capabilities? Entrust workers with responsibility & authority Taiichi Ohno (1912-1990) Time Changing the Mental Model Setup Time ? Received Knowledge: ? Die Change is Expensive? Don’t Change Dies ? Taiichi Ohno ? Economics Requires Many Dies Per Stamping Machine ? One Minute Die Change Cost of Change ? Received Knowledge: ? Code Change is Expensive? Freeze Design Before Code ? The Agile Imperative ? Economics Requires Frequent Change In Evolving Domains ? Last Responsible Moment Agile Received Knowledge Poppendieck.LLC4 Concurrent Engineering ? 1981 – GM Starts the G-10 Project ? 1988 – Buick Regal? 1989 – Olds Cutlass & Pontiac Grand Prix ? 1986 – Honda Starts the New Accord Project ? 1989 – Introduced as 1990 model? 1990’s – Largest-selling model in North America ? A New Mental Model ? Instead of ? Haste Makes Waste ? Quality Costs More ? We know ? Delay Makes Waste? Quality Saves ? 2 Years Late The Machine That Changed The World, Womack, 1990 Stamping Dies Toyota ? Mistakes very expensive? Never-ending changes? Early Design – Early Cut? Focus: Reduce Time? Designer goes to supplier shop, discusses changes,implements immediately,submits for later approval ? Target cost (including changes) ? 10-20% cost for changes? Half the time, half the cost Typical US ? Mistakes very expensive? Never-ending changes? Wait to Design – Wait to Cut? Focus: Reduce Waste? Designer must get multiple signatures for changes, sends topurchasing which sends changedocument to vendor ? Fixed cost (changes are extra, profit source for supplier) ? 30-50% cost for changes? Twice the time, twice the cost Clark & Fujimoto, Product Development Performance, 1991 ConcurrentSoftware Development Why are we doing this?What needs to be done?How do we build it? DomainContext TimeCommunication How do we support it? Principles ofLean Thinking 1. Eliminate Waste2. Increase Feedback3. Delay Commitment4. Deliver Fast5. Build Integrity In6. Empower the Team7. Principle 1: Eliminate Waste ?Waste ? Anything that does not create value for the customer ? The customer would be equally happy with the software without it ?Prime Directive of Lean Thinking ? Create Value for the customer? Improve the Value Stream Seeing Waste Defects Defects Task Switching Motion Waiting for Information Waiting Building the Wrong Thing Transportation Extra Features Overproduction Paperwork Extra Processing Partially Done Work Inventory Seven Wastes of Software Development Seven Wastes of Manufacturing* * Shigeo Shingo, an engineer at Toyota and a noted authority on just-in-time techniques. The biggest source of waste Features and Functions Used in a Typical System Standish Group Study Reported at XP2002 by Jim Johnson, Chairman.

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