built in quality by michael ballé - lean it summit 2013
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© Copyright Institut Lean France. Textes et illustrations tous droits réservés
Build in Quality with Kanban
Dr. Michael Ballé
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Agile development?
Start lean
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Purpose
Agile
Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.
From Wikipedia
Lean
Lean is a series or related activities aimed at improving safety, quality, flexibility and productivity through eliminating waste by involving all people all the time in problem solving.
From Taiichi Ohno
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Lean & agile
LEAN DELIVERY
AGILE HUMAN INTERFACE
UX
TEAMWORK
CO-CONSTRUCTION
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Leap of faith
Agile
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
Lean
In order to develop products, first you have to develop people
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Built-in-quality
Quality at every step
Quality of customer experience
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Built-in quality
Quality of customer experience
I can judge OK vs. NOK on the spot, I can move to the
next step with certainty,
I can be confident
Make every customer
smile, every day on every
product
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What is the problem?
Start lean
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Voice of customers
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Kanban?
1. Visualize workflow
2. Limit work-in-progress
3. Measure and Manage Flow
4. Make process policies explicit
5. Use models to recognize improvement opportunities
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And burn-down charts?
• Work through that backlog!
• Make progress visible
• Check progress against predictions
• Cut the scope? Extend the schedule?
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Let’s think lean
Are we making the right product?
Are we developing people the right way?
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Don’t argue with one-piece-flow
• Only one task at a time!
• Because of down-time, here, you can see three slots = two too many
• Task by task is the only way to really focus on QUALITY
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Visual management is about learning from seeing problems, not scheduling
• Engineers used to keep projects on their desk,
• Now in the kanban board, one-piece-flow
• It’s an anti-boss technique to avoid asking for miracles
• It doesn’t solve capacity or flow issues
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Develop people by solving problems one-by-one together
Formulate problems
Study countermeasures
Seek root
cause
Visualize activities
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Lead-time control: ask ‘why?’
PLANNED ACHIEVED CORRECTLY ON TIME LATE FAILED
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Backlog control: ask ‘why?’
• The parking lot holds the backlog – it’s a stock
• Items are picked as needed
• This is where capacity issues appear
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Formulate problems
• Specify problems (one per day)
• What did we stumble on?
• What is the immediate cause?
• What can we do to fix it quickly?
• What is the possible root cause?
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Learning to see!!!
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Write standards
• At code level
• NOT procedures
• But detailed ways to do specific jobs
• With specific tricks of the trade
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Teach standards
• Identify core coding tasks each person does every day
• Define a team way of doing so
• Teach every person
• Challenge and improve
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Hansei
• Once the code is delivered and accepted
• Was it really what they wanted?
• Are they pleased with it when they use it
• What did we get right? What did we miss?
?
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Understanding value
• Software = product
• What are customers preferences?
• How good are we at satisfying these preferences?
• What technical choices do we need to challenge?
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Tech innovation
Before • Human Interface developed in
house
• Vision and machine control and interfaces seen as one block
• No make/buy architecture
After • Vision separated from machine
control
• Framework Human Interface is Pharma standard, to be purchased
• Make/buy architecture
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Not easy! Managers must be teachers
• Must be able to envisage ideal situation
• And to identify waste
• To come up with kaizen ideas together
• And experiment quickly with the team
• In a worksite willing to accept changes
• So we develop the kaizen spirit, every one, every day
What does the world look like from up here?
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The CEO must master lean leadership
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Lean lessons
STRATEGY STRUCTURE SYSTEMS
+ CONTINUOUS IMPROVEMENT
INITIATIVE
LEAN TOOLS
IMPROVE:
SAFETY QUALITY FLEXIBILITY
PRODUCTIVITY
LEAN TOOLS to involve EVERY
ONE EVERY DAY
STRATEGY ORGANIZATION
SYSTEMS
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Thank you, any questions?
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