Lean isn't lean
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Talk given at Lean Agile Scotland 2013. Looking at how people have "opened the box" for Lean thinking and just followed the prescription in them, instead of understanding why the original thinkers, like Taiishi Ohno, did and said what they did.
Lean isn't lean
- 1. Lean isnt Lean Francis Fish FJF/DI/DM consultancy http://fjfdidm.com Engage! FJF/DI/DMFJF/DI/DM Engage! Love what you do & do it wellLove what you do & do it well Wednesday, 2 October 13
- 2. Who? 30 years a coder Member of the humanist wing of the agile movement Despite provocative title for the talk, not here to pick a 鍖ght but engage human to human Quali鍖ed sports coach Wednesday, 2 October 13
- 4. ? History of term Lean Analytical vs systems thinking An example: standard work Discussion Questions Wednesday, 2 October 13
- 5. Lean? Taiichi Ohno Toyota Wednesday, 2 October 13
- 6. After the fact Wednesday, 2 October 13
- 7. After the fact TAKT time Wednesday, 2 October 13
- 8. After the fact TAKT time Waste Wednesday, 2 October 13
- 9. After the fact TAKT time Waste Standard work Wednesday, 2 October 13
- 10. Wednesday, 2 October 13
- 11. Wednesday, 2 October 13
- 12. But 鍖rst ... Wednesday, 2 October 13
- 13. Analytical thinking Wednesday, 2 October 13
- 14. Analytical thinking Wednesday, 2 October 13
- 15. Analytical thinking Wednesday, 2 October 13
- 17. Semantics Ef鍖cient? Effective? Wednesday, 2 October 13
- 18. Semantics Solving?Fixing? Ef鍖cient? Effective? Wednesday, 2 October 13
- 20. Semantics Solving?Fixing? Ef鍖cient? Effective? Analytical Restorative?Palliative? Wednesday, 2 October 13
- 21. Semantics Solving?Fixing? Ef鍖cient? Effective? Analytical Systems Restorative?Palliative? Wednesday, 2 October 13
- 22. Semantics Solving?Fixing? Ef鍖cient? Effective? Analytical Systems Lean is a term invented by Western academics Restorative?Palliative? Wednesday, 2 October 13
- 23. The analytic box Wednesday, 2 October 13
- 24. The analytic box Observe, but dont engage Wednesday, 2 October 13
- 25. The analytic box Observe, but dont engage Break into pieces Wednesday, 2 October 13
- 26. The analytic box Observe, but dont engage Break into pieces Put it in a box Wednesday, 2 October 13
- 27. The analytic box Observe, but dont engage Break into pieces Put it in a box Turn creativity into an algorithm (yeah, right) Wednesday, 2 October 13
- 28. The analytic box Observe, but dont engage Break into pieces Put it in a box Turn creativity into an algorithm (yeah, right) Didactic, destructive Wednesday, 2 October 13
- 29. The analytic box Observe, but dont engage Break into pieces Put it in a box Turn creativity into an algorithm (yeah, right) Didactic, destructive The word is not the thing - Oasis are not the Beatles Wednesday, 2 October 13
- 30. The analytic box Wednesday, 2 October 13
- 31. Wednesday, 2 October 13
- 32. Wednesday, 2 October 13
- 33. Control is a double-edged sword; it involves doing things right (ef鍖ciency) and doing the right thing (effectiveness). It is better to do the right thing wrong than the wrong thing right. Unfortunately, the righter we do the wrong things, the wronger we become. In some cases, increases in ef鍖ciency can decrease effectiveness. ... Wednesday, 2 October 13
- 34. Wednesday, 2 October 13
- 35. Managers are seduced by all sorts of panaceas on the basis of alleged demonstrations of the results they bring about, only to learn later that they are often ineffective. Such allegations of effectiveness are almost always based on observed associations, not causal relationships. Wednesday, 2 October 13
- 36. Demings 14 points Wednesday, 2 October 13
- 37. Demings 14 points 1. Constancy of purpose 2. Adopt the new philosophy ... 8. Drive out fear ... 10. Eliminate slogans 11. Eliminate management by objectives 12. Remove barriers to pride of workmanship Wednesday, 2 October 13
- 38. Example: Standard work Wednesday, 2 October 13
- 39. What did Ohno say? There is something called standard work, but standards should be changing constantly. Instead, if you think of the standard as the best you can do, its all over. The standard is only a baseline for doing further kaizen. It is kaiaku if things get worse than now, and it is kaizen if things get better than now. Standards are set arbitrarily by humans, so how can they not change? Without some standard, you cant say, We made it better, because there is nothing to compare it to, so you must create a standard for comparison. Wednesday, 2 October 13
- 40. What did Ohno say? Years ago, I made them hang the standard work documents on the shop 鍖oor. After a year I said to a team leader, The color of the paper has changed, which means you have been doing it the same way, so you have been a salary thief for the last year. I said, What do you come to work to do each day? Wednesday, 2 October 13
- 41. So ... Creating a basis for continuous improvement Not 鍖xed in stone Owned by the people who do the work Wednesday, 2 October 13
- 43. Analytical Standardisation Make work standard Wednesday, 2 October 13
- 44. Analytical Standardisation Make work standard Ef鍖cient! Wednesday, 2 October 13
- 45. Analytical Standardisation Make work standard Ef鍖cient! Deliver to that standard Wednesday, 2 October 13
- 46. Analytical Standardisation Make work standard Ef鍖cient! Deliver to that standard Only automata need apply Wednesday, 2 October 13
- 48. An example ... Wednesday, 2 October 13
- 49. Demand Team 1 Team alphaTeam premier Wednesday, 2 October 13
- 50. Whats wrong Point of delivery should be the same as point of standardisation Wednesday, 2 October 13
- 51. Wednesday, 2 October 13
- 52. Wednesday, 2 October 13
- 53. Demand pro鍖le Wednesday, 2 October 13
- 54. Demand pro鍖le Averages dont tell demand story Wednesday, 2 October 13
- 55. Demand pro鍖le Averages dont tell demand story Average of averages - dont go there! Wednesday, 2 October 13
- 56. Demand pro鍖le Averages dont tell demand story Average of averages - dont go there! 95% of capability comes from the system Wednesday, 2 October 13
- 57. Demand pro鍖le Averages dont tell demand story Average of averages - dont go there! 95% of capability comes from the system Each has a different how Wednesday, 2 October 13
- 58. Demand pro鍖le Averages dont tell demand story Average of averages - dont go there! 95% of capability comes from the system Each has a different how The box from the centre wont 鍖t Wednesday, 2 October 13
- 59. Demand pro鍖le Averages dont tell demand story Average of averages - dont go there! 95% of capability comes from the system Each has a different how The box from the centre wont 鍖t sops fable: The miller, his son and their ass Wednesday, 2 October 13
- 60. Demand Imagined Wednesday, 2 October 13
- 62. Bureaucracy Do it for doing its sake Demand Wednesday, 2 October 13
- 63. Demand Idealised Meetingneeds Wednesday, 2 October 13
- 64. WASTE Rework WASTE Dead hand of bureaucracy Wednesday, 2 October 13
- 65. What happens Wednesday, 2 October 13
- 66. What happens More disconnected with customer needs the smaller the intersection Wednesday, 2 October 13
- 67. What happens More disconnected with customer needs the smaller the intersection Everything changes over time - this is an iron rule Wednesday, 2 October 13
- 68. What happens More disconnected with customer needs the smaller the intersection Everything changes over time - this is an iron rule The centre cannot hold - in fact it hasnt a clue Wednesday, 2 October 13
- 69. What happens More disconnected with customer needs the smaller the intersection Everything changes over time - this is an iron rule The centre cannot hold - in fact it hasnt a clue Staff are infantalised Wednesday, 2 October 13
- 70. What happens More disconnected with customer needs the smaller the intersection Everything changes over time - this is an iron rule The centre cannot hold - in fact it hasnt a clue Staff are infantalised Everyone is treated like a beginner, with no knowledge or skill Wednesday, 2 October 13
- 71. Fixing not solving Wednesday, 2 October 13
- 72. Fixing not solving Targets Wednesday, 2 October 13
- 73. Fixing not solving Targets Make it work, somehow Wednesday, 2 October 13
- 74. Fixing not solving Targets Make it work, somehow If you measure costs, costs go up Wednesday, 2 October 13
- 75. Fixing not solving Targets Make it work, somehow If you measure costs, costs go up Each delivery point has own experienced people, equipment, demand pro鍖le Wednesday, 2 October 13
- 76. Fixing not solving Targets Make it work, somehow If you measure costs, costs go up Each delivery point has own experienced people, equipment, demand pro鍖le True empowerment solves it permanently Wednesday, 2 October 13
- 77. Fixing not solving Targets Make it work, somehow If you measure costs, costs go up Each delivery point has own experienced people, equipment, demand pro鍖le True empowerment solves it permanently Fixing is ahistorical, assumes nothing will change Wednesday, 2 October 13
- 78. Demand Bureaucratic Waste Wednesday, 2 October 13
- 79. Service Unmet variety Wednesday, 2 October 13
- 80. Unmet Variety? Opportunity to improve! Different at each point Wednesday, 2 October 13
- 88. Cost? Measure at the hand over points Optimisations are done there Steps are arbitrary, analytical, given Change steps, change cost Silos - call centre, provisioning, 鍖nance - are they really necessary or are they givens? Conways law Wednesday, 2 October 13
- 89. And ... This is the way you have always done it The original people who did that job meant it was split up that way When you replaced you got another Bob/Mary/ Alice ... if it all burned down tomorrow, what would the replacement do, (Ackoff) Wednesday, 2 October 13
- 90. BUT! Cost is end to end - not per process Clean 鍖ow reduces cost, without measuring it Theory of constraints teaches us that can only go as fast as the bottleneck Cost is in the 鍖ow, not in the measuring points Measure costs, costs go up - breaks 鍖ow, breaks clean, causes rework and delay Wednesday, 2 October 13
- 97. Tech management The main reason we tend to focus on the technical rather than the human side of the work is not because its more crucial, but because its easier to do. Wednesday, 2 October 13
- 98. Tech management No heart! Work thats 鍖t for humans Wednesday, 2 October 13
- 99. So what is lean? Wednesday, 2 October 13
- 100. So what is lean? Go see Wednesday, 2 October 13
- 101. So what is lean? Go see Start where people are - constancy of purpose Wednesday, 2 October 13
- 102. So what is lean? Go see Start where people are - constancy of purpose Humble - NVC - no more should Wednesday, 2 October 13
- 103. So what is lean? Go see Start where people are - constancy of purpose Humble - NVC - no more should Engage with the variety at each point of delivery Wednesday, 2 October 13
- 104. So what is lean? Go see Start where people are - constancy of purpose Humble - NVC - no more should Engage with the variety at each point of delivery Train and work to demand Wednesday, 2 October 13
- 105. So what is lean? Go see Start where people are - constancy of purpose Humble - NVC - no more should Engage with the variety at each point of delivery Train and work to demand Allow continuous improvement, not 鍖xed, things will move Wednesday, 2 October 13
- 106. So what is lean? Go see Start where people are - constancy of purpose Humble - NVC - no more should Engage with the variety at each point of delivery Train and work to demand Allow continuous improvement, not 鍖xed, things will move The system always wins Wednesday, 2 October 13
- 107. Takt time, waste Wednesday, 2 October 13
- 108. Takt time, waste Takt time works for manufacturing processes not people (Theory of Constraints) Wednesday, 2 October 13
- 109. Takt time, waste Takt time works for manufacturing processes not people (Theory of Constraints) Waste is not the same as ef鍖ciency Wednesday, 2 October 13
- 110. Takt time, waste Takt time works for manufacturing processes not people (Theory of Constraints) Waste is not the same as ef鍖ciency Think, engage Wednesday, 2 October 13
- 111. Takt time, waste Takt time works for manufacturing processes not people (Theory of Constraints) Waste is not the same as ef鍖ciency Think, engage Historic opportunity Wednesday, 2 October 13
- 112. One last quote You are a fool if you do just as I say. You are a greater fool if you dont do as I say. You should think for yourself and come up with better ideas than mine. - Ohno Wednesday, 2 October 13
- 113. Wednesday, 2 October 13
- 114. francis@fjfdidm.com @fj鍖sh Some images from openclipart.org Engage! FJF/DI/DMFJF/DI/DM Engage! Love what you do & do it wellLove what you do & do it well Wednesday, 2 October 13