kaizen lego game
DESCRIPTION
Workshop presented at Agile 2011 in Salt Lake City, USTRANSCRIPT
Kaizen Lego Game
Francisco Trindade (@frankmt)Patrick Kua (@patkua)Danilo Sato (@dtsato)
Who are we ?
Why ?
Lean Lego Game
“We want to make it be!er!”
What ?
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
Alvin Toffler
Continuous Improvement
What ?
Continuous Improvement
KaizenGenchi Genbutsu
Value Stream Mapping5 Whys
WasteStandards
Cycle Time
InventoryCFD
Kaizen
Kaizen
Kai = Change and Zen = Good/Be!er; together Kaizen stands for a small methodical continuous improvement steps that should be implemented daily
Continuously improving in incremental steps.
literally translates to ‘continuous improvement’ in English. Kaizen activities are small, incremental activities performed over time where Kaikaku a radical and one-off. !.richarddurnall.com/
leanmfgsolutions.com/glossary.html
!.leancor.com/index.php
define
Kaizen
Toyota Production System
Kaizen
Toyota Production System
Applied to different areas(including so"ware...)
Kaizen
Applied to different areas(including so"ware...)
The Toyota Way 2001
Challenge Kaizen Genchi Gembutsu
Respect Teamwork
ContinuousImprovement
Respect ForPeople
Kaizen
The Toyota Way 2001
Challenge Kaizen Genchi Gembutsu
Respect Teamwork
ContinuousImprovement
Respect ForPeople
Not only practices, but also principles
How are we doing this ?
Plan Do
CheckAct
How are we doing this ?
Introduce concepts
Run Process
Evaluate
improve standards
measure
adapt
How are we doing this ?
2 trackers
builders
How are we doing this ?
2 trackers
builders
Inventory
Cycle Time
How are we doing this ?
Inventory
Cycle Time
How much are we spending ?
How fast are we delivering ?
And here we go...
1st Iteration
Some context
Retail Price = $25.00
1 Lego Piece = $01.001 Seal = 13 pieces
13.00
+ 12.00
And here we go...
Trial
Standard&
And here we go...
03:002x
How are we doing this ?Cycle Time Tracker
Buy PiecesBuild Seal
QA
Deliver!
Inventory Tracker
How are we doing this ?Cycle Time Tracker
Buy PiecesBuild Seal
QA
Deliver!
Inventory Tracker
How long are we taking ?
How much are we spending ?
How are we doing this ?Cycle Time Tracker
Buy PiecesBuild Seal
QA
Deliver!
Inventory Tracker
How can we improve ?
How are we doing this ?
Green Remember:
Work for the card!
“The most dangerous kind of waste is the waste we do not recognize.” Shigeo Shingo
Waste (Muda)
Waste
Overproduction
(Muda)
WaitingOverprocessing
Unnecessary TransportationInventory
MotionDefects
Waste
Overproduction
(Muda)
WaitingOverprocessing
Unnecessary TransportationInventory
MotionDefects
“The foundation of the Toyota way is based upon the simple yet elusive goal of identifying and eliminating waste in all work activities” Jeffrey Liker, The Toyota Way Fieldbook
Standards & Improvement
“Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement.”Masaaki Imai
Genchi Genbutsu
“Data is of course important in manufacturing, but I place the greatest emphasis on facts.” Taiichi Ohno
5 Whys
“My car will not start.”
5 Whys
“My car will not start.”
“The ba!ery is dead”Why?
“The alternator is not functioning.”
Why?
“The alternator belt has broken.”
Why?
“The alternator belt was well beyond its useful
service life and has never been replaced.”
Why?
“I have not been maintaining my car
according to the recommended schedule.”
Why?
For want of a nail a shoe was lost, for want of a shoe a horse was lost, for want of a horse a rider was lost, for want of a rider an army was lost, for want of an army a ba#le was lost, for want of a ba#le the war was lost, for want of the war the kingdom was lost, and all for the want of a li#le horseshoe nail.
John Gower's Confesio Amantis dated approximately 1390 AD.
5 Whys
And here we go again...
2nd Iteration
And here we go again...
5 Why’s
And here we go again...
5 Why’sWhy didn’t we
make any profit ?
And here we go again...
7:00 Analyse the problem
3:00 Run it again
1:00 Create new standard
ThinkingTime!
How did it go ?
Value Stream Mapping
timefrom concept to cash
Finan
ce
Mar
ketin
g
Office
Adm
in
Cust
omer
Car
e
Sale
s
Customer
Buy Pieces
Build seal QA
“I want a seal!”
Buy Pieces
Build seal QA
“I want a seal!”
“My seal came in the wrong colour, I want a new one...”
Buy Pieces
Build seal QA
“I want a seal!”
“My seal came in the wrong colour, I want a new one...”
Value
Buy Pieces
Build seal QA
“I want a seal!”
“My seal came in the wrong colour, I want a new one...”
Value
Failure
Buy Pieces
Build seal QA
Point of Transaction
Buy Pieces
Build seal QA
Demand: 1 Seal/30 sec
Capability: 1 Seal/45 sec
Buy Pieces
Build seal QA
Orders
Time
Capability: 1 Seal/30-45 secControl Chart
Buy Pieces
Build seal QA
To be
As is
???
And here we go again...
3rd Iteration
And here we go again...
Value Stream Mapping
And here we go again...
Value Stream MappingAs is process
To be process
And here we go again...
7:00 Analyse the problem
3:00 Run it again
1:00 Create new standard
ThinkingTime!
How did it go ?
A"erthoughts
“Toyota’s real advantage was its ability to harness the intellect of ‘ordinary’ employees”
Continuous ImprovementReflect and adaptLearn by standardizingLong term thinkingRespect People
Gary Hamel
It’s not just about
practices
A"erthoughts
Kaizen Lego Game
Questions?
Francisco Trindade (@frankmt)
Patrick Kua (@patkua)
Danilo Sato (@dtsato)
Thank you!