Lean Product Process Development as a Learning System, Michael Ballé

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What do we need to learn about our customers, products and processes? How do we learn what we need to know? What organizational structures and routines will support the learning? Find out the answers shared by Michael Ballé at the LPPDE conference in April 2016.

Leadership & Management

Lean Product Process
Development as a
Learning System
Michael Ballé, Ph. D.

The problem: remember 2008?
© Ballé 2016

Smart zero energy solutions
© Ballé 2016

Q1: What do we need to
learn about our customers,
products and processes?
© Ballé 2016

How can we help customers do
what they want to do?
• 4.59% absenteeism in French companies
• 1% absenteeism generates a 1.87% increase
in labor costs
• Better ergonomics is a clear opportunity for
improvement
Source: Jarlaud 2015
© Ballé 2016

First westerner at Japanese
karakuri (mechanical devices to
lighten the ergonomic burden)
competition!
© Ballé 2016

Fix problems with the existing
product to discover what value
means
© Ballé 2016

Do our solutions actually satisfy
customers? How do we understand
their preferences?
© Ballé 2016

What is the product takt? Each
product is a value stream
© Ballé 2016

Q2: How do we learn
what we need to know?
© Ballé 2016

Determine at the outset what is
fixed and what is flexible
Concept paper
Critical changes to existing
design
© Ballé 2016

Produce knowledge as well as work:
from design standards to production
standards
Design standards Production standards
© Ballé 2016

Grow the roots through
continuous on the job training
In engineering In production
© Ballé 2016

Support creative problem solving
in day to day management
Customer problem solving in
engineering Suggestions in production
© Ballé 2016

Develop deep thinking through better
testing models and exploration of
new tech
Testing New tech
© Ballé 2016

Q3: What organizational
structures and routines will
support the learning?
© Ballé 2016

Chief engineer is responsible for
VA and VE thinking
© Ballé 2016

Teams and team leaders to
organize for learning
© Ballé 2016

Kanban as a tool for kaizen, to
coordinate engineering, production
and supply chain
Engineering kanban Supply chain kanban
© Ballé 2016

Teamwork, the individual skill to work
across organizational boundaries
Intensify collaboration Slow builds
© Ballé 2016

Regular learning reviews, to
manage the learning curves
Design reviews Ramp-up review
© Ballé 2016

Q4: What do we need to
learn about our customers,
products, processes and
platforms?
© Ballé 2016

New applications, new platforms
Integrate the machine in the
prodution layout
Design and produce
propietary components
© Ballé 2016

In the end…
© Ballé 2016
TOYOTA
SCHNEIDER
AIRBUS
THALES
ALSTOM
DASSAULT
ZODIAC
SAFRAN
EUROCOPTER

Output doesn’t mean outcome
What they are
doing is creating a
Buddha image and
forgetting to inject
soul in it
Hajime Oba
© Ballé 2016

1. Product Quality
• Performance (our
promise)
• Quality (how well
do we hold our
promise?)
• Cost of use (at
what total cost for
the user?)
© Ballé 2016

2. Lead-time
Misconceptions
Muri, Mura Muda
Concept Design Redesign
Lead-time
© Ballé 2016

Always go back to fundamentals
© Ballé 2016

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Institut Lean France

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Bas Vodde is the creator of LeSS, a lightweight (agile) framework for scaling Scrum to more than one team. Toyota Production System and Lean Thinking have been an essential influence to LeSS. Lean Thinking is one of the ten LeSS principles. In this talk, he zoomed in a little on how and why Lean Thinking influenced LeSS and how similar thinking can help your development independent of ‘scaling framework’. LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in. More Lean presentations are available on www.lean-digital-summit.com

Story of LeSS by Bas Vodde

Institut Lean France

Have your improvements plateaued? Are Scrum Masters acting more like facilitators than active improvement drivers? Are your improvement efforts grounded in reactive problem solving and good intentions but failing to deliver true and measurable results? These questions indicate that there is a “missing link” between the improvement culture that so many Agilists want but rarely find they can execute. This presentation captures the last six years of experience working with Toyota Kata in an Agile setting, helping teams, departments, business units and organizations learn how to set ambitious and measurable improvement goals and work iteratively toward them. Discover more Lean Digital stories on www.lean-digital-summit.com

True Continuous Improvement with Toyota Kata, Jesper Boeg

Institut Lean France

For Alistair Cockburn, Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center. The Heart of Agile is a fresh look at Agile that strips away a lot of the noise that has built up over recent years. It contains just four imperatives: Collaborate, Deliver, Reflect, Improve. With these four words, we can both improve the effectiveness of any organization and also find new and interesting topics that are not in the common agile literature. More presentations from the Lean Digital Summit 2019 are available on www.lean-digital-summit.com

Getting to the heart of agile by Alistair Cockburn

Institut Lean France

At the Lean Digital Summit 2019, Yves Caseau, Group CIO of Michelin talked about software factories and how to leverage lean and agile practices to cope with uncertainty and complexity. It turns out that rising complexity is also making the mindset change to « agile laissez-faire » more difficult. He explained how Lean roots help to anchor the continuous learning and software craftsmanship ambition into corporate governance for large organizations. More Lean digital stories on www.lean-digital-summit.com

Lean and agile software because or despite rising complexity by Yves Caseau

Institut Lean France

A presentation by Burak Ilter, Head of Lean Engineering, Konica Minolta at the Lean Digital Summit 2019. Workplace Hub (WPH) project is a very complex project both technically and organization-wise. Burak explained how they are transforming this complex software development project into a truly agile one, the talk focused on metrics, processes (based on SAFe), job roles and responsibilities and about how they are changing the mindsets and behaviors using these as input and what are the results so far. More Lean Digital stories on www.lean-digital-summit.com

A transformation journey for a complex development organization

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Architecture is more often recognized as an art than as a science. At the Lean Digital Summit, Pierre Marchand and Christian Phan-Trong from Swiss Life will discuss how taking a fresh look at Architectural activities through a process and a “Lean” lens can yield unexpected benefits for the Architects as individuals and as a team. They also explained how this approach can greatly improve the architectural quality of the deliverables and the architectural maturity of an Organization. More Lean Digital stories on www.lean-digital-summit.com

Can Lean help improve the Architecture Maturity of an entire Organization?

Institut Lean France

Le Lean et La Poste dans la transition du monde industriel vers le monde des services. Au travers l’histoire de l’atelier de réparation et entretien des vélos à assistance électrique de la plateforme courrier colis de Roubaix, Nathalie Lagrenée, Marine Kiss Codron et Laurent Sarens ont expliqué comment l'on fait du Lean à La Poste dans un contexte d’évolution du métier. Dans cette présentation au Lean Tour Lille 2019, ils ont expliqué comment une entreprise de services publics en pleine transformation se donne les moyens de faire grandir ses collaborateurs, de conserver et maîtriser les savoir-faire tout en supprimant les coûts cachés, et comment l’innovation, le progrès et l’autonomie des équipes révèlent une performance durable. Découvrez d'autres récits de transformation Lean sur www.institut-lean-france.fr

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Institut Lean France

Priscilla Saunier raconte la reprise du groupe Maisonneuve de construction de maisons individuelles et ce qu'elle a appris de cette aventure. Son intervention au Lean Tour Lille 2019 porte sur la confiance dans les équipes et en faveur des clients, l’autonomie et la latitude décisionnelle de chacun, la bienveillance et l’écoute. Son souhait de permettre à chacun de se réaliser, favoriser les initiatives, donner le droit à l’erreur, le tout vers une vision client phare et au centre de la stratégie du groupe. Découvrez d'autres retours d'expérience de mis en oeuvre du Lean sur cette même chaine et sur www.institut-lean-france.fr

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1. Lean Product Process Development as a Learning System Michael Ballé, Ph. D.

8. How can we help customers do what they want to do? • 4.59% absenteeism in French companies • 1% absenteeism generates a 1.87% increase in labor costs • Better ergonomics is a clear opportunity for improvement Source: Jarlaud 2015 © Ballé 2016

14. Determine at the outset what is fixed and what is flexible Concept paper Critical changes to existing design © Ballé 2016

15. Produce knowledge as well as work: from design standards to production standards Design standards Production standards © Ballé 2016

18. Support creative problem solving in day to day management Customer problem solving in engineering Suggestions in production © Ballé 2016

23. Kanban as a tool for kaizen, to coordinate engineering, production and supply chain Engineering kanban Supply chain kanban © Ballé 2016

24. Teamwork, the individual skill to work across organizational boundaries Intensify collaboration Slow builds © Ballé 2016

27. New applications, new platforms Integrate the machine in the prodution layout Design and produce propietary components © Ballé 2016

30. Output doesn’t mean outcome What they are doing is creating a Buddha image and forgetting to inject soul in it Hajime Oba © Ballé 2016

31. 1. Product Quality • Performance (our promise) • Quality (how well do we hold our promise?) • Cost of use (at what total cost for the user?) © Ballé 2016

35. Michael @Michael_Balle

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