TPS Lean and Scrum. How they are developed and influenced one another. Kiro Harada Attractor Inc.

Transcription

1 TPS Lean and Scrum How they are developed and influenced one another Kiro Harada Attractor Inc.

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3 ब धस न

4 Bodhisena visited Japan in 736 A.C.

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7 The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum property for each employee

8 The important object of both the workmen and the management should be the training and development of each individual in the establishment, so that he can do (at his fastest pace and with the maximum of efficiency) the highest class of work for which his natural abilities fit him.

9 Scientific Management improving economic efficiency, especially labor productivity by applying science to the engineering of processes and to management. Frederik Taylor

10 When we started thinking about Productivity? We ve been doing try and errors all the time. When did we start thinking about improving?

11 In early 1900 s, We decided to specialize more to improve productivity: Thinkers and Doers

12 Managers and Workers

13 Manufacturing Line

14 A Manager for Managers?

15 Management Hierarchy

16 and it worked GREAT!

17 Hawthorne Experiment ( )

18 What causes Productivity?

19 Informal Organization

20 Origin of Human Relationship Theory

21 Organizational Sabotage

22 The great majority of workmen still believe that if they were to work at their best speed they would be doing a great injustice to the whole trade by throwing a lot of men out of work. The principles of scientific management - Frederick Taylor

23 Self-Management When did we start thinking of Autonomy?

24 Toyoda Type G Automatic Loom (1924)

25 This loom was special: It automatically stops when a thread is broken. It only produces good product. An operator could manage 60 looms of this kind. A traditional loom needed an operator each.

26 The Machine that Changed the World (1990) Toyota s Secret Weapon in the Global Car Wars Based on IMVP Phase 2 study ( )

27 Lean Manufacturing the expenditure of resources in any aspect other than the direct creation of value for the end customer to be wasteful, and thus a target for elimination.

28 7 Wastes - Muda Transportation Over-Processing Inventory Over-Production Motion Defects Waiting

29 Toyota Production System Figure curtesy of Satoshi Kuroiwa

30 Multi-skilled Worker Skill Map with Training Plans

31 TPS is not really about Manufacturing, rather more about Developing People

32 How TPS was born

33 Toyoda Type G Automatic Loom (1924)

34 Toyota was almost bankrupt in 1950 s. A major labor dispute resulted in resignation of most executives including the founder Kiichiro Toyoda. They had no money to buy extra machines, lines, parts and hire managers.

35 TWI Program in WW II (Training Within Industry) ( )

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37 To make your work Easier and Safer

38 TWI was introduced in Japan

39 NUMMI (Now Tesla Factory)

40 New Profession: Programmer Ada Lovelace

41 Management the Development of Large Software Systems a.k.a. Waterfall Method

42 We d tried to run Software Dev just like Manufacturing Factories

43 but did not work Successful 14% Challenged 54% Cancelled 32% Chaos Report / 1994

44 See what Winston Royce actually said: I SYSTE M I ANALYSIS PROGRAM DESIGN I coo,.o TESTING I OPERATIONS Figure 2. Implementation steps to develop a large computer program for delivery to a customer. I believe in this concept, but the implementation described above is risky and invites failure. Winston W. Royce (1970). "Managing the Development of Large Software Systems" in: In: Technical Papers of Western Electronic Show and Convention (WesCon) August 25 28, 1970, Los Angeles, USA. in 1970

45 Software Crisis The Oregon Experiment (1975), Christopher Alexander

46 Christopher Alexander

47 A Pattern Language (1977)

48 The Timeless Way of Building (1979)

49 "At the core... is the idea that people should design for themselves their own houses, streets and communities. This idea... comes simply from the observation that most of the wonderful places of the world were not made by architects but by the people". Christopher Alexander et al., A Pattern Language, front bookflap

50 Pattern Language

51 Eishin Gakuen Campus

52 Nature of Order (2004)

53 Pattern Language for Software Development? (1993)

54 Wiki Wiki Web

55 Hillside Group

56 Pattern Language of Programs

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58 Organizational Patterns

59 Organizational Patterns WORK QUEUE INFORMAL LABOR PLAN DEVELOPER CON- TROLS PROCESS COMMUNITY OF TRUST NAMED STABLE BASES ENGAGE CUSTOMERS PROGRAMMING EPISODE SURROGATE CUSTOMER ENGAGE QUALITY ASSURANCE SOMEONE ALWAYS MAKES PROGRESS TAKE NO SMALL SLIPS COMPLETION HEADROOM SCENARIOS DEFINE PROBLEM INTERRUPTS UNJAM BLOCKING RECOMMITMENT MEETING GROUP VALIDATION FIREWALLS TEAM PRIDE SIZE THE ORGANIZATION SELF SELECTING TEAM UNITY OF PURPOSE PATRON ROLE 3 TO 7 HELPERS PER ROLE FEW ROLES PRODUCER ROLES PRODUCERS IN THE MIDDLE HOLISTIC DIVERSITY DISTRIBUTE WORK EVENLY MOVE RESPONSIBILITIES COUPLING DECREASES LATENCY ORGANIZATION FOLLOWS LOCATION RESPONSIBILITES ENGAGE SHAPING CIRCULA- TION REALMS

60 Conway s Law Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure. M. Conway

61 Organization Architecture and Product Architecture

62 OODA Loop (1976)

63 Control Theory

64 Empirical Process

65 New New Product Development Game (1986)

66 Knowledge Creating Company (1995) How Japanese Companies Create the Dynamics of Innovation

67 SECI Process SECI, Ba and Leadership: a United Model of Dynamic Knowledge Creation Ikujiro Nonaka, Ryoko Toyama and Noboru Konno

68 Community (as Ba)

69 Improve Productivity Quality by Stopping Specialization People are naturally multi-skilled. Swarm of People Kaizen Mind

70 Scrum 1990 s EASEL Company (Jeff Sutherland) ADM Company (Ken Schwaber) 1995 OOPSLA Paper 2002 Agile Project Management with Scrum (Ken and Mike Beedle)

71 Agile Manifesto We are uncovering better ways of developingsoftware by doing it and helping others do it.through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items onthe right, we value the items on the left more.

72 The Toyota Way (2003)

73 Lean Product and Process Development (2007)

74 Lean Product & Process Development Creation of Re-usable Knowledge Set-Based Concurrent Engineering Teams of Responsible Experts Cadence and Pull Visual Management Entrepreneurial System Designer (ESD)

75 ScrumPLoP (2010- )

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79 Scrum Scrum has been developed through struggle to find better ways. Scrum is not a method or process to tell you the right answer. Scrum is a tool to help you collaborate to find the better ways.

80 Scientific Management Autonomous Loom Ford System Training Within Industry Hawthorne Experiment Human Relationship Theory A Pattern Language Toyota Production System Job Methods Kaizen New New Product Develop Game Knowledge Creation Company Empirical Process PLoPs Org Patterns Software Patterns Lean Product Development Scrum ScrumPLoP

81 Continuing Future Scrum encourages you to: keep learning from others and keep practicing. keep helping others to learn. keep creating re-usable knowledge to improve your product, your process, your organization, your team and yourself, to have them more generative and lively. This is how scrum is developed and evolved and will be.