Finding Lean in Agile

D.C. Scrum User Group – June 19, 2017

Adam ParkerFirst Born Consulting

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Agenda

• Set the Table

• Introduction to Lean

• Connecting Lean and Agile

• Explore Lean Tools

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Agile Manifesto

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

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The 12 Principals of Agile Software

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

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Brief History

Henry Ford:

Standard Work & Flow Production

Charles Deming:

Systems Thinking & Human Psychology

Taiichi Ohno:

Toyota Production System

1. Understand the System

2. Understand Variation in the System

3. Have a Theory How to Act on the System

4. Understand Human Psychology

Deming’s System of Profound Knowledge

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INTRODUCTION TO LEAN

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Each Role Has Different Eyes

Eyes for WASTE

Eyes for FLOW

Eyes for CULTURE

Gemba -

Manager -

Leader -

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1) Value from the eyes of the Customer

2) Optimize the Value Stream

3) Create Flow

4) Aim for Pull

5) Seek Continuous Improvement

These have not and will never change

Fundamentals of Lean

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Strategic

projects

Functional

projects, RIE’s

Daily

Improvement

in Gemba

Managing

processes is the

starting point of

the daily process

improvement

journey (MDI)

From Global changes to Daily improvements

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Best in the World

Traditional Management

Routine

Working Through Cross-Functional

Teams

The Leadership Challenge

40% Daily Operations

20% Daily

Operations

60% Fire Fighting

20% Fire

Fighting

60% Continuous Improvement

and Innovation

Finding a Balance

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House of Lean

Ju

st –

In –

Tim

e

Bu

ild in

Qu

ality

STANDARDIZATIONSTABILIZATION

RESPECTFOR

PEOPLE

CustomerValue

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Characteristics of a Lean Culture

Continuously go through this cycle. The sum of customer value creating actions in vertical organizations, becomes world class through a fully integrated horizontal work flow.

UnstableProcess

StableProcess

Define Normal

Develop/Follow Standard Work

Make Process Visual/Expose Abnormalities

Manage to Takt/ Target 100% TTA

Continuous Improvement/Break

the Process

Continuous Transformation model

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Daily Management and Continuous Improvement go hand-in-hand in order to transform a business and sustain results.

Lean Thinking is a continuous journey of listening, learning,

applying, sharing, gathering and then listening to learn more

Standard Work

Takt Attainment

Problem Solving

Pace of Continuous

Improvement

CIEngagement

Transformation AND SustainmentContinuous Improvement (CI) Managing for Daily Improvement

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Inefficiencies Attacking Us

Muda = Waste

Mura = Variation

Muri = Overburden

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Defects

MotionOver processing

Waiting

Inventory

Over production

Transportation

1

2

3

7

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Motion of people in the workplaceProducing more than

what is required by the customer

People or items waiting while a process completes a work cycle

Generating excess material through the

process

Producing sooner or in greater quantities than

customer demand

Unnecessary moves of items between processes

Wrong data, errors, glitches

7 Types of Waste – TIMWOOD

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Samples of 7 Wastes in IT (TIMWOOD)

Waste Type Example Effect

Transportation On site visits to resolve hardware and software issues, physical software, security and compliance audits

Higher capital and operational expenses

Inventory • Server sprawl, underutilized hardware

• Multiple repositories to handle risks and control

• Benched application development teams

• Licenses on the shelf

Increased costs: data center, energy, lost productivity

Motion Fire-fighting repeat problems within the IT infrastructure and applications

Lost productivity

Waiting Slow application response time, manual service escalation procedures

Lost revenue, poor customer service, reduced productivity

Over Production (Over Provisioning) Unnecessary delivery of low-value applications and services, duplicate apps.

Business and IT misalignment, increased costs, and overhead, energy data center space, maintenance

Over Processing Reporting technology metrics to business managers

Miscommunication

Defects Unauthorized system and application changes.Substandard project execution

Poor customer service, increased costs

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Connecting Lean and Agile

• Mary Poppendieck

– 2001: “Lean Programming” article discusses parallels of Lean Manufacturing and Agile

– 2003: “Lean Software Development” book expanded on the article

• Comparing benefits of Agile and Lean

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EXPLORE LEAN TOOLS

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Standard Work

• One of the most powerful Lean tools!

• A document that captures:

1. Steps

2. Sequence

3. Timing

• Best known way of accomplishing the task at this time• Don’t be too specific. Should easily fit on a single page

• Not a manual or training document (but you can have those too)

• Intended as a guide for people that have already been trained

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Visual Management

• Exposes and communicates problems

• What gets measured and displayed gets done

• Prioritize effectiveness

• It’s not wall art. Living, actively managed tool

Kanban Communication

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Example of Visual Management

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5S – Keeping a Clean House

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Example of Visual Management + 5S

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1) Value from the eyes of the Customer

2) Optimize the Value Stream

3) Create Flow

4) Aim for Pull

5) Seek Continuous Improvement

Fundamentals of Lean (again)

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Summary

• Lean and Agile have many parallels

• Each role has eyes (waste, flow, culture)

• Defining normal vs. abnormal

• Stabilization first, then improvement

• 7 wastes (muda)

• Standard Work – there can be no sustained, continuous improvement without it!