© kaizen institutekim.kaizen.com/kimglobal/userfiles/file/it/kaizen_devops... · 2018-03-16 ·...
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© Kaizen Institute
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It.kaizen.com
Kaizen e DevOps
13 Marzo 2018
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© Kaizen Institute
Una attitudine naturale
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© Kaizen Institute
Alleniamo e supportiamo persone che cambiano in meglio le loro organizzazioni.
Con metodo e risultati
Kaizen Institute Background
KAIZEN Institute Consulting Group: • 1 Global Coordination Office • 36 Local Kaizen Offices • 600+ Specialists
Worked with Shoichiro Toyoda and Taiichi Ohno
Wrote KAIZEN, GEMBA KAIZEN, KLSC and GK2
Worked at the Japan Productivity Center
1930 1955 1962 1976 1980 1985 Today
Masaaki Imai was born in Tokyo, Japan Founded Kaizen Institute in Zug, CH
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© Kaizen Institute
New Zealand
Australia
Malaysia
Japan
China
Mauritius
Kenya
India
Germany
Switzerland
Austria
Poland Russia
Sweden
Slovakia Czech
Hungary Romania
Italy Portugal
Spain France
Belgium
Brazil
USA
Mexico
Canada
UAE
Uganda
Kaizen Institute Worldwide
Chile
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© Kaizen Institute
Experience in different branches and cultures
Moda e Design
Retail
Automotive
Pharma
Food
Professional
Macchine
Reti e Servizi
Metallurgia
Kaizen Institute Expertise
Electromechanics & Appliances
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© Kaizen Institute
Kaizen
Cambiare Meglio CONTINUOUS IMPROVEMENT
KAI + =
Everybody! Everyday!
Everywhere!
ZEN KAIZEN
La nostra missione
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© Kaizen Institute
Source Philip Holt Leading With Lean
Effetto “Paradigma”
Cambiare?
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© Kaizen Institute
Source Philip Holt Leading With Lean
Cambiare?
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© Kaizen Institute
Source Philip Holt Leading With Lean
Cambiare?
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© Kaizen Institute
MUDA (Attività non a valore)
Attesa Movimento
Scorta (Code+Backlog)
Trasporto (passaggio informazioni) (Email)
Processo
Difetti – Bug
Controllo Qualità Rilavorazioni
Sovrapproduzione
VALORE PER IL CLIENTE
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© Kaizen Institute
Kaizen: Eliminazione dei Muda (attività non a valore) Un cambio di paradigma per migliorare la efficienza di processo
VALORE
MUDA
VALORE
VALORE
MUDA
MUDA
KAIZEN
VALORE MUDA
Aggiunge Risorse Aggiunge anche MUDA
TRADIZIONALE
MUDA VALORE
Togliere MUDA Sostituire con Attività a Valore
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© Kaizen Institute
Persone Geniali o un Processo di Problem Solving ?
page 13 KBS Introduction - Main File - EN
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© Kaizen Institute
Il modo migliore, più veloce, ripetibile e sicuro per realizzare un’attività…
…fino al prossimo miglioramento!!!
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Processo di Problem Solving: PDCA _ Plan, Do, Check, Act
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© Kaizen Institute 15
Dipartimenti a Silos + code
Organizzazione
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© Kaizen Institute 16
LEAD TIME
Organizzazione
Lead time lungo
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© Kaizen Institute 17
Organizzazione
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© Kaizen Institute
Da prospettiva di dipartimento a prospettiva di processo
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Organizzazione
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© Kaizen Institute
Panta rei - tutto scorre
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Cooperazione orientata al risultato
Organizzazione
Lead time ridotto
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© Kaizen Institute
Panta rei - tutto scorre
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Cooperazione orientata al risultato
Organizzazione
Team Naturali
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© Kaizen Institute - 21 -
Cliente Finale
Tu sei qui
Cliente intermedio
NON ACCETTARE
Fornitore
Flow senza scorte richiede Zero Difetti
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© Kaizen Institute - 22 -
• Non trasmette Difetti
• Non Crea Errori
Cliente Finale
Tu sei qui
Cliente intermedio
Consideriamo che una fase di un processo è in Auto-Qualità se:
NON ACCETTARE
NON CREARE
NON TRASMETTERE
Fornitore
Zero Difetti
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© Kaizen Institute
Who manages the Flow?
…Let the flow manage the processes, and not let management manage the flow.
(Taiichi Ohno)
Organizzazione
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© Kaizen Institute
Organizzazione Il triangolo rovesciato, la forza di una organizzazione e’ la sua capacita’ di cambiare: Gemba Kaizen
Customer Requirements Gemba Customer
Satisfaction
Cliente Interno/Esterno
Gemba = luogo dove si svolgono le azioni reali, dove si crea il valore.
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© Kaizen Institute
Organizzazione La piramide rovesciata, la forza di una organizzazione e’ la sua capacita’ di cambiare: Gemba Kaizen
Organizzazione tradizionale , Top Down Piramide invertita , Bottom Up Support
Traditional
Top Down, command and control
Kaizen
Bottom Up, High performance team, escalation rapida dei problemi
Natural Teams
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© Kaizen Institute
Catena del Valore Clienti Fornitori
Migliore Servizio
Meno Stock
Meno Costi
Maggiore flessibilità
Migliore Qualità
Ridurre la complessità
Eliminare le attività Non a Valore Aggiunto
t 1/4 1/2 3/4 1
Produttività
50%
100%
150%
Costi
50%
100% 80%
Lead Time
Eliminare i muda per creare il Flusso
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© Kaizen Institute
IMP
RO
VE
ME
NT
TIME
Traditional Way
Kaizen Way Customer
Satisfaction
Sales
Performances Safety Quality Cost Delivery
Culture Continuous Improvement
and innovation
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Miglioramento ed Innovazione continui
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© Kaizen Institute
IMP
RO
VE
ME
NT
TIME
Traditional Way
Kaizen Way Customer
Satisfaction
Sales
Performances Safety Quality Cost Delivery
Culture Continuous Improvement
and innovation
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Miglioramento ed Innovazione continui
Natural Teams
Breakthrough Kaizen
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© Kaizen Institute page 29 KBS Introduction - Main File - EN
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© Kaizen Institute
DevOps
DevOps also focuses on the organization change to support great collaboration between the many functions involved
It is a clipped compound of "development" and "operations") is a software engineering culture and practice that aims at unifying software development (Dev) and software operation (Ops). The main characteristic of the DevOps movement is to strongly advocate automation and monitoring at all steps of software construction, from integration, testing, releasing to deployment and infrastructure management. DevOps aims at shorter development cycles, increased deployment frequency, more dependable releases, in close alignment with business objectives.
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© Kaizen Institute
DevOps
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© Kaizen Institute page 32 KBS Introduction - Main File - EN
Companies with very frequent releases may require a DevOps awareness or orientation program. For example, the company that operates the image hosting website Flickr developed a DevOps approach, to support a business requirement of ten deployments per day; this daily deployment cycle would be much higher at organizations producing multi-focus or multi-function applications. This is referred to as continuous deployment or continuous delivery and has been associated with the lean startup methodology. Working groups, professional associations and blogs have formed on the topic since 2009.
DevOps
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© Kaizen Institute
MUDA (Attività non a valore)
Attesa Movimento
Scorta (Code+Backlog)
Trasporto (passaggio informazioni) (Email)
Processo
Difetti – Bug
Controllo Qualità Rilavorazioni
Sovrapproduzione
Quali Muda sono ridotti da DevOps ?
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Dev Ops
Collaboration, Organizational change
Continuous deployment Continuous delivery
CQ automated
Standard
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Kaizen Institute Italy SRL Via E. Zago, 2 40128 Bologna Italy tel 0039 051 5876744 www.it.kaizen.com Bruno Fabiano Partner Email [email protected] Mobile 0039 338 5355898