Introduction and overview of Lean both in terms of its origins and in all its new forms

1. Lean: More than startups,
software development,
manufacturing
Jason Yip
jyip@spotify.com, jchyip@gmail.com
@jchyip
http://jchyip.blogspot.com

3. Build
Measure
Learn!
Kanban!
PDCA!
Eliminate
Waste!
Value
stream
maps!
Toyota
Kata!

4. The Toyota Way, Jeffrey Liker

5. Toyota Product Development
1. Functional managers as teachers
2. Clear emphasis and reward for technical
competence
3. Pull scheduling of distributive planning and control
4. Set-based concurrent engineering
5. Knowledge capture and reuse
6. Standardise checklists and design standards
7. Visual management

6. Lean Software Development
1. Optimise the Whole
2. Focus on Customers
3. Energize Workers
4. Eliminate Waste
5. Learn First
6. Deliver Fast
7. Build Quality In
8. Keep Getting Better

7. Lean Startup
1. Entrepreneurs are everywhere
2. Entrepreneurship is management
3. Validated learning
4. Innovation accounting
5. Build Measure Learn (MVP)

9. "A person's life is an
accumulation of time - just
one hour is equivalent to a
person's life. Employees
provide their precious hours
of life to the company, so
we have to use it effectively,
otherwise, we are wasting
their life."
Eiji Toyoda

11. http://www.shmula.com/shmula-podcast-1-eric-ries-leanstartup-interview/15458/
“Is this okay that every hour of
every day -this is a modern lean
factory, so it is cranking out
appliances, thousands a day of high
quality, good price, well designed
things- and that means that I don’t
know how many hundreds of
thousands of person hours a year
are being invested in wiring up
buttons that are never pushed. Is
that not waste?”

12. How might your work / product look
if it was designed to not waste
people’s time? How would that feel?

13. Which tool is missing?

14. Where is it safe to walk?

15. Where’s the bottleneck?

16. “Use visual controls so no problems
are hidden”

17. How might you design your work
such that all problems were easily
visible? How would that feel?

19. Just-in-Time = only what is needed,
when it is needed, and in the amount
needed

20. http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html

21. http://blog.crisp.se/2009/11/16/henrikkniberg/kanban-kick-start-example

22. http://www.gembapantarei.com/2008/08/the_hard_sell_for_cells.html
Process village
Linear flow
Work cell

23. How might you design your work
such that what is needed, and only
just what is needed, is available just
when it’s needed, no earlier and no
later? How would that feel?

25. Jidoka = automation with human
intelligence

26. http://www.lean.org/shook/DisplayObject.cfm?o=1321

27. How might you design your work to
automate what machines are good at
in order to support what humans are
good at? That if someone asked for
help, someone actually came to help?
How would that feel?

28. Work is worthy
of study and
managers are the
scientists

29. Work is worthy
of study and the
people doing the
work are the
scientists

30. 物づくりは人づくり
monozukuri wa hitozukuri
(making things is making people)

32. http://www.gembapantarei.com/2009/02/tbp_toyota_business_practice.html

33. 8 steps of “Toyota way of working”
1. 問題を明確にする (clarify the problem)
2. 問題をブレイクダウンする (breakdown the problem)
3. 達成目標を決める (set the target to be achieved)
4. 真因を考え抜く (think through to the true cause)
5. 対策を立てる (develop countermeasures)
6. 対策をやりぬく (follow through on the countermeasures)
7. 結果とプロセスを評価する (evaluate the result and the process)
8. 成果を定着させる (make sure the results take hold)

34. “Don't look with your
eyes, look with your
feet. Don't think with
you head, think with
your hands.”
Taiichi Ohno

35. “Get out of the building!”
Steve Blank

37. http://agileatlas.org/articles/item/problem-solving-with-a3-thinking

38. “Lean managers focus on responsibility and
ownership, which means keying on “doing the
right thing,” as opposed to authority, which
deals with who has the right to make certain
decisions....The authority to make decisions is
not established by hierarchy or titles. Rather,
the owner of the A3, through the process
of producing the dialogue, takes responsibility
to get decisions made.”

39. Every time you tell people exactly
what to do, you rob them of their
initiative

40. How do you approach problem solving?

41. How do you design something like this
in less time and less people than all of
your competitors?

43. http://66.192.79.249/columns/0506insight.html

44. Tradeoff curves = reusable knowledge
http://www.lean.org/Common/LexiconTerm.cfm?TermId=355
https://madebymany.com/blog/trade-off-curves

45. http://www.lean.org/shook/DisplayObject.cfm?o=906

47. http://alexsibaja.blogspot.com/2014/08/obeya-war-room-powerful-visual.html

48. There’s more...
● Lean Construction - treat projects like
short-run production lines
● Lean Health Care
● Lean Product Development (Reinertsen)
● etc. etc. etc.

49. Follow-up
● Toyota traditions: http://www.toyota-global.
com/company/toyota_traditions/
● Lean Software Development: http://www.
poppendieck.com/
● Gemba Panta Rei: http://www.
gembapantarei.com/

50. Books
● Toyota Production System - Taiichi Ohno
● The Birth of Lean - Shimokawa and
Fujimoto
● Lean Product and Process Development -
Allen C. Ward
● Product Development for the Lean
Enterprise - Michael Kennedy

51. “Stop trying to borrow wisdom and think
for yourself. Face your difficulties and
think and think and think and solve your
problems yourself. Suffering and difficulties
provide opportunities to become better.
Success is never giving up.”
Taiichi Ohno