Lean Process DesignA Concept of Process Quality

David N. Carddca@q-labs.com

Background and ObjectivesConcepts of LeanLean Process Design ProcessSummary

Agenda

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Background

CMMI® requires the definition of processes that cover certain goals and practices• Requires “sufficiency”• Does not provide criteria for a “good” process – not

an appraisal consideration Lean principles provide “goodness” criteria for processesLean usually applied as a re-engineering technique, e.g., Kaizen

CMMI® is a registered trademark of Carnegie Mellon University

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Objectives

Identify the process “goodness” criteria implicit in Lean principlesExplain how these can be applied during the design and initial definition of processesMinimize later rework and re-engineering

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The Lean Misconception

Lean is not about “light weight” processes“Lean” refers to reducing inventory and “work in progress”Lean is accomplished through robust processes• Simple• Reliable• Standardized• Enforced

Caveat: many flavors of Lean

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Five Lean Principles

Value – identify what is really important to the customer and focus on thatValue Stream – ensure all activities are necessary and add valueFlow – strive for continuous processing through the value streamPull – drive production with demandPerfection – prevent defects and rework

Value Stream = Business Process

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Views of Lean

Five Observed Principles• Value• Value Stream• Flow• Pull• Perfection

Technical Practices• Similar to Six Sigma (including Statistical Process Control)• Adds queuing theory perspective

QueuingTheory

Language& Culture

IndustryDomain

Perfection

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Lean Techniques

Realize the principles of Lean• Methods and tools for defining, analyzing, and

improving processes• Criteria for efficient and effective processes• Dimensions of process performance subject to

controlBased on queuing theory (a process may be viewed as a system of queues)

Lean is not just an attitude!

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Example Manufacturing Process

PartsInventory

Assemble Wheels

Assemble Frames

Assemble Bike Stock ofBikes

Stock of Wheels

Inventory and Work in Progress Enable Inefficient and Unreliable Processes!

Stock of Frames

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Example Software Process

RequirementsInventory

Construct Tests

Construct Software

Test Software SoftwareProduct

Stock of Tests

Waterfall model implies large WIP; Incremental and agile imply smaller WIP,

but are they “robust” enough?

Stock of Software

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Limits to PerformanceContinuous ImprovementIncreases Capacity and

Reduces Variability

From P. Middleton, Lean Product Development, 2005

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Implications of Queuing Theory

Broadens concerns for managing the capacity of organizationsLeads to design criteria for process definition• Queues with certain properties operate more

efficientlySuggests candidate measures• Properties of queues are measurable

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The Capacity Myth

Most engineering organizations behave as if their system/software development capacity is elastic• Capacity expands to accommodate the need• Projects are planned in isolation

Systems have limits to performance• Organizational performance must be managed to

facilitate project success• Organizational performance is not simply an

aggregation of individual projects

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Lean Process Design

Why – begin the process improvement journey with efficient and effective processes, not just compliant processesHow – use Lean concepts to make decisions about the organization and composition of processes, more than human factors considerationsWhen – during process design and initial definition, not just as later rework

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Kaizen

A facilitated team activityFocused on improving an existing process or (more commonly) subprocessApplies Lean principlesTypically involves tools such as• Quality Function Deployment• Process Mapping• Value Stream Analysis

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Process Size as a False Trail

Lean is not about the “size” or “volume” of the process definitionProcess definition includes• Organizational standard process• Organizationally-defined alternatives• Project-defined alternatives

Volume of alternatives and variations often exceed the volume of the basic organizational process – focus on these!

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Process Proliferation

Organizational Standard Process

Organizationally Defined Alternatives

Projects Defined Processes

Eliminate OSPElement

Eliminate ProjectVariations

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Lean Process Design Process

Requires a focus on the architecture or “system design”, as well as the design of subprocessesProvides common and specific criteria for each level of designUse estimates of process performance to help make design decisionsIncorporates traditional process definition conventions and notations

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Lean Process Design Process

Analyze Architecture

Improve Process

Identify Value

Define Architecture

Define Subprocesses

CustomerNeeds

ExistingProcess

ExistingProcess

PerformanceData

ISO 9001,CMMI, etc.

EstimatedPerformance

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Lean Process Design CriteriaBreak work into “small” packagesProcess small packages of work continuouslyDistribute work evenly across subprocessesMinimize subprocess variationsMinimize hand-offs between subprocessesReuse subprocesses within the architectureAvoid redundant or duplicative tasksEliminate “just in case” activitiesMinimize waiting and delaysIdentify and mitigate performance constraintsUnderstand downstream demand

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Lean Subprocess Design CriteriaUse proven subprocessesEnsure subprocess are followedKeep subprocesses simplePlan for control of subprocess performanceBuild quality assurance into each subprocessAvoid redundant or duplicative tasksEliminate “just in case” activitiesMinimize waiting and delaysIdentify and mitigate performance constraints

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Human Factors CriteriaProcess definitions are intended for human users, must be• Understandable• Natural/Intuitive• Accessible• Effectively supported by tools• Etc.

Process definitions are only one element of a process instantiation (also, people, tools, and input)

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Lean Software ManagementCase Study: Timberline Inc

Peter MiddletonAmy Flaxel

Ammon Cookson

Used with Permission

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Work Balance Chart - Initial

0

0.5

1

1.5

2

2.5

3

3.5

4 Engineering Design / Develop

QA Design Black Box Testing

QA Design & Execute White BoxTesting

Training Development

Tech Comm Development

QA Smoke / Regression Testing

QA Develop & ExecuteAutomation

QA Execute Black Box Testing

Estim

ated

Cyc

le T

ime

TT = 2

Middleton, Flaxel, Cookson

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0

0.5

1

1.5

2

2.5

3

3.5

4 Engineering Design / Develop

Engineering Design / Develop

QA Design Black Box Testing

QA Design & Execute White BoxTesting

Tech Comm Development -Training Development (1/2)

QA Execute Black Box Testing -QA Smoke / Regression Testing

QA Develop & ExecuteAutomation

Estim

ated

Cyc

le T

ime

TT = 2

Work Balance Chart – Post Adjustment

Middleton, Flaxel, Cookson

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Example: Cycle Time AnalysisU

nits

-Wor

k Ty

pe C

ycle

Tim

es (A

ctua

ls)

Run Chart

Middleton, Flaxel, Cookson

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Performance Dimensions

Task sizeWork arrival rateCycle timeEffortDelay/WaitingDefectsRework

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Summary

Lean is not about the volume of process definitionsProcesses can be designed, up front, to be more efficient and effective with Lean principlesGood process design requires engineering at both the system (overall process) and subprocess levelsLean helps identify the critical measures of performance

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