built in quality by michael ballé - lean it summit 2013

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Build in Quality with Kanban

Dr. Michael Ballé


Agile development?

Start lean


Purpose

Agile

Agile software development is a group of software development methods based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.

From Wikipedia

Lean

Lean is a series or related activities aimed at improving safety, quality, flexibility and productivity through eliminating waste by involving all people all the time in problem solving.

From Taiichi Ohno


Lean & agile

LEAN DELIVERY

AGILE HUMAN INTERFACE

UX

TEAMWORK

CO-CONSTRUCTION


Leap of faith

Agile

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

Lean

In order to develop products, first you have to develop people


Built-in-quality

Quality at every step

Quality of customer experience


Built-in quality

Quality of customer experience

I can judge OK vs. NOK on the spot, I can move to the

next step with certainty,

I can be confident

Make every customer

smile, every day on every

product


What is the problem?

Start lean


Voice of customers


Kanban?

1. Visualize workflow

2. Limit work-in-progress

3. Measure and Manage Flow

4. Make process policies explicit

5. Use models to recognize improvement opportunities


And burn-down charts?

• Work through that backlog!

• Make progress visible

• Check progress against predictions

• Cut the scope? Extend the schedule?


Let’s think lean

Are we making the right product?

Are we developing people the right way?


Don’t argue with one-piece-flow

• Only one task at a time!

• Because of down-time, here, you can see three slots = two too many

• Task by task is the only way to really focus on QUALITY


Visual management is about learning from seeing problems, not scheduling

• Engineers used to keep projects on their desk,

• Now in the kanban board, one-piece-flow

• It’s an anti-boss technique to avoid asking for miracles

• It doesn’t solve capacity or flow issues


Develop people by solving problems one-by-one together

Formulate problems

Study countermeasures

Seek root

cause

Visualize activities


Lead-time control: ask ‘why?’

PLANNED ACHIEVED CORRECTLY ON TIME LATE FAILED


Backlog control: ask ‘why?’

• The parking lot holds the backlog – it’s a stock

• Items are picked as needed

• This is where capacity issues appear


Formulate problems

• Specify problems (one per day)

• What did we stumble on?

• What is the immediate cause?

• What can we do to fix it quickly?

• What is the possible root cause?


Learning to see!!!


Write standards

• At code level

• NOT procedures

• But detailed ways to do specific jobs

• With specific tricks of the trade


Teach standards

• Identify core coding tasks each person does every day

• Define a team way of doing so

• Teach every person

• Challenge and improve


Hansei

• Once the code is delivered and accepted

• Was it really what they wanted?

• Are they pleased with it when they use it

• What did we get right? What did we miss?

?


Understanding value

• Software = product

• What are customers preferences?

• How good are we at satisfying these preferences?

• What technical choices do we need to challenge?


Tech innovation

Before • Human Interface developed in

house

• Vision and machine control and interfaces seen as one block

• No make/buy architecture

After • Vision separated from machine

control

• Framework Human Interface is Pharma standard, to be purchased

• Make/buy architecture


Not easy! Managers must be teachers

• Must be able to envisage ideal situation

• And to identify waste

• To come up with kaizen ideas together

• And experiment quickly with the team

• In a worksite willing to accept changes

• So we develop the kaizen spirit, every one, every day

What does the world look like from up here?


The CEO must master lean leadership


Lean lessons

STRATEGY STRUCTURE SYSTEMS

+ CONTINUOUS IMPROVEMENT

INITIATIVE

LEAN TOOLS

IMPROVE:

SAFETY QUALITY FLEXIBILITY

PRODUCTIVITY

LEAN TOOLS to involve EVERY

ONE EVERY DAY

STRATEGY ORGANIZATION

SYSTEMS


Thank you, any questions?

built in quality by michael ballé - lean it summit 2013

Technology

right way

backlog control

customer smile

value software

incremental development

agile development

right product

capacity issues