how we became lean

November 2014 Corporate Technology Development Center Restricted © Siemens AG 2014. All rights reserved

How we became LEAN!

Story of LEAN transformation

Meghana Niranjan Parwate

Restricted © Siemens AG 2014. All rights reserved

How we became LEAN!

- Story of LEAN transformation

Siemens Corporate Technology Development Centre| Nov 2014


Agenda

The Story of LEAN Transformation

What triggered us to change

LEAN Transformation and Journey

LEAN rollout

LEAN Coaches Network

Prínciples

LEAN View

The Advantages – what we gained


What triggered us to change? –

Long time to market!

Especially projects with high degree of SW development can be optimized

Problems Reasons

P1: Time period from project start to

delivery is too long

R1: Focus is not on the

next important features

P2: 60% of the described and discussed

requirements will not be shipped

R2: Early verification is not possible

due to late integration

P3: Integration and build process

are error-prone

R3: Low automation of repetitive

workflows (Builds, Tests, …)

P4: Late Quality

R4: High division of labor with too less

synchronization points

R5: Permanent overload prevent

people to improve the process and

the infrastructure


Lean, a journey not a destination

Vision

Deliver continually increasing customer value

Expending continually decreasing effort

In the shortest possible timeframe

with the highest possible quality

Lean, a journey not a destination

(Poppendieck, 2009)


Lean Roll-out world-wide

More than 2200 people addressed by Lean Trainings

Genua

Toulouse

Chengdu

Eisenstadt /

Linz

Budapest

Germany

Johnson

City

Bangalore Istanbul


Lean Coach Network

World-wide Network for exchange of knowledge

Meetings

• Lean Coach Meeting

2 x per month, 50 Minutes

Live Meeting (Germany)

• Lean Coach Meetings local


Sites: Nbg, Fth, Khe, Amb, …

• Segment Lean Coach Meeting


Live Meeting (world-wide)

• Lean Coach Workshop

1 x per year, 2 days

Conference Center (Germany)

• Center Lean Coaches

• Segment Lean Coaches

• Project Lean Coaches

• House Lean Coaches

• Site Lean Coaches

• Functional Lean Coaches


The LEAN Principles

Principles are the base for the culture change


Lean as Life Cycle revamp

Lean Development Life Cycle Approach

Analyzed the existing Software life cycle

Enhance the same based on identified Lean elements

(8 principle framework)

Continue the Focus to refine further

Measure the metrics at Overall level i.e. Effort Saved,

Cycle Time at Release Level, Documentation Saved etc


Deliver Fast – Yearly Software Releases

Lean View with Epics and User Stories shorten planning phase

EPIC

Product Features

1st

User Stories

(rough) User Stories

(small)

Tasks

to realize

Functions

Dialogs

Tests

User Documentation

Final

Build

2 month 6 month 2 month


LEAN View Highlights –

User Story based Development

Task

User Story

Feature

EPIC

User Story based Development –

Optimized the whole and reduced local silos

From Epics to User Stories EPICS – Vision document describes those requests

which are of maximum value add to customer. Customer

benefit, market and business success are in focus.

Feature – Product and System overview of the new

features. Make or Buy Decisions. Joint venture between

R&D and Product Marketing!

User Story – Describing user stories – basis for common

communication and project discussions. User Story

acceptance criteria is defined by the validation team and

shared with development.

Tasks – Concrete activities which help realize value to

end customer

Complete left-shift principle – entire team works together from day1

User story based development thrives on collaboration between R&D and Product Marketing


ALM – The TFS transition


Why work items?

Keep on improving

Focus on

Value

Decide at right

time

Decide at the right time, Focus on Value –

Involvement of Product Marketing in the Work-items via

inputs during creation of requirements, clusters

Focus on Value – Any checkin or activity is based on a

work-item

Keep on improving – Work-items can be customized

using templates and custom controls


Build Quality-In

Reduce and Avoid Defects is a focus topic

To err is human! So, how can we deal with that?

• Static Code Analysis

• Feedback (e.g. Pair Programming)

• Test Automation & Test-Driven Development

• Gated Check-Ins

Identify

Defects

• Qualification of people

• Learn from errors systematically

• Avoid negative stress (e.g. WIP Limits)

• Work in Co-located Teams

Reduce

Defects

• Automation of workflows

• Model-based Programming

• Domain-specific Languages

• Develop only what is needed

Avoid

Defects

B

u

il

d

Q

u

a

li

t

y

-

I

n

L

e

v

e

l


Test Interface Library

Based on evaluation between CUIT and Test Interface

Library:

The underlying MSAA automation technology used in

the Test Interface Library is state of the art to automate

WInForms & Win based (Win API, MFC) applications.

There are about 200 custom / owner drawn controls in

our legacy and innovation line of products. CUIT does

not provide test controls for those UI controls, but Test

Interface Library does.

Library developed in-house gives more control on the

prioritization of features

Developed

and

maintained

in-house

Integral part

of CI is

the Test

Interface

Library


Highlights of our LEAN journey

Value-Effort Matrix is the pivot of the planning

Transition from incremental mode of development to user story-based

development

Feature team/user story teams work towards realizing a user story

Continuous integration helps in early detection of issues

No code change without a reason

Gated checkins , focus on acceptance criteria for testing

Overlap of testing and development - testing is not an activity which begins at

the fag-end of the project

Heavy impetus on test automation

Usage of virtualization for testing


The Improvements

Facts prove and people observe major improvements

• Higher motivated People

• Better understanding

for each other

• Good cooperation

• Open communication

• Clear and early picture

what is in the next release

Defects before M260

V11 V12

1 : 5

M260

1 : 2

M260

30% earlier

Total Defect Count

V11 V12

30611 17963

41% less

Cut List

V11 V12

20%

0%

Zero Cuts

Motivation

2010 2011 2012

Engagement Survey 10%

10% higher

Time per Build

V11

V12

12h

3h

75% faster

Test Coverage

V11 V12

5000 28000

4 x higher

Interviews

1) NLOC: Netto Lines of Code

Version People Duration NLOC1

V11 > 1000 38 months + 15 Mio

V12 > 1000 25 months + 17 Mio


Meghana Parwate

Team Manager and LEAN Coach

CT DC AA DF-PD

Phone: +91 (80) 6711 1189

Fax: +91 (80) 6711 1600

Mobile: +91 98861 29228

E-mail:

[email protected]

intranet.ct.siemens.com

how we became lean

Leadership & Management