Lean & Clean for Leadership in Testing

Transcription

1 Lean & Clean for Leadership in Testing Plenary BCS SIGIST Sug Sahadevan, CEO, Testhouse Ltd. London 17/ 03 / 09

2 Lean = Eliminating Waste Adapted From Toyota Production System. Translation of Lean Manufacturing Principles Eliminating all non-value adding factors. Lean = Mean

3 Identifying Waste

4 The History Of Lean

5 Why Do We Need Lean? % of Delivered Features Actually Used Alw ays Often Never Sometimes Rarely

6 Type of Waste

7 The Concept Of Lean Identifying processes which add no value to end product. Eliminating non-value adding processes. Developing a continuous improvement cycle. End Product built to customers exact needs.

8 Advantages of Lean Improved Framework for Project Development Fast Delivery High Quality Low Cost

9 Key Principles Eliminate waste Satisfy stake holders Empowerment Deploying Comprehensive testing Deliver as fast as possible Refactoring Learn by Experimentation Measure Business impact Optimise across organization

10 The 5-Stage Process Specify Value Map The Value Stream Establish Flow Implement Pull Work To Perfection

11 Stage One: Specify Value Specify value from the standpoint of the end customer Determine customer s value expectation by review of current product range. Typically, 1-10% of activities within cycle are valueadding

12 Stage Two: Map The Value Stream Identify all of the steps currently required to move products from order to delivery Challenge every step: Why is this necessary? Would the customer think the product is worth less if this step could be left out? Many steps are only necessary because of the way firms are organised and previous decisions about assets and technologies

13 Stage Three: Establish Flow Apply the right tools at the right stage Continuous movement of products, services and information through the various transactions from end to end in the process Flow appears impractical and illogical Require that every step in the process be: Capable Available Adequate

14 Stage Four: Implement Pull A system of cascading production and delivery instructions in which nothing is done by the upstream supplier until the downstream customer signals the need Through lead time compression & correct value specification, let customers get exactly what s wanted exactly when it s wanted: At the pull of the customer/next process Using signals (kanbans)

15 Stage Five: Work to Perfection A continual cycle of process improvements There is always some waste that can be removed People learn and exercise more creativity Involve employees in the process, training them as you proceed Continuous improvement leads to innovation Use root cause analysis to solve problems promptly and permanently. Make objectives visible

16 jidoka jidoka (or autonomation), facilitation such that defects are detected automatically and stops the process flow. Humans do root cause analysis and apply countermeasures before restarting the stopped process. This is in contrast to detecting problems at the end, ie Quality Control. This quality control in a Lean environment is as a verification step that should not detect any issues. Problems detected in verification is an indication of a previous process failure that needs to be corrected.

17 Suggestions to reduce waste within SQM Writing clear high level 'test ideas' Cut down report contents to the important points View 'test reports' as tools to gain value from. Use Talk through 'diagrams' rather than writing a report Bring forward Strategies for a process that is difficult to change. Automate report and metrics generation Automate script generation from models Automate maintenance of cross references Eliminate test scripts

18 some wastes generated by fear: Testing will get blamed for missing something so we need to document everything and get it approved We have to caveat our test plans and get them 'approved' so that people can't override us later If I don't write a script I might not cover all the 'things' I have to cover when I execute the 'test' To question the status Quo and just follow the existing process.

19 Unjustifiable 'beliefs' in testing drove other wastes: All tests must have a test script Test plans must follow the IEEE format Users must sign off on test scripts Testing need 'complete' requirements we start test design We do not test unstable systems Repeat all tests when the system changes Testing must remain 'independent' from development Most of the beliefs seem like excuses for not thinking and identifying the most relevant approach.

20 The 5-S Framework

21 The 5-S Framework 1. S: SORT (Organisation) Distinguish between what is and is not needed 2. S: SET IN ORDER (Orderliness) A place for everything and everything in its place 3. S: SHINE (Cleanliness ) Cleaning and looking for ways to keep it clean 4. S: STANDARDISE (Adherence) Clearly define Tasks and Procedures 5. S: SUSTAIN/SYSTEMISE (Self-Discipline) Stick to the rules, scrupulously

22 Lean Software Testing: An Agile Toolkit Both AGILE and Lean share many of the same philosophies. Both philosophies dictate that through empowerment (SCRUM) better results can be achieved. Both are people centric. Lean is a learning curve for AGILE projects.

23 Key Principles Covered Developed from manufacturing practices established by Toyota. The 5-stage process for the achievment of a lean project. The 5-S framework. Lean is part of the Agile toolkit and both work hand in hand to deliver efficient projects.

24 Thank You for Listening Plenary BCS SIGIST Sug Sahadevan, CEO, Testhouse Ltd. London 07 / 07 / 05

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