The document discusses applying Lean thinking principles to software development. It introduces Lean IT and some key Lean concepts for software development, including Kanban, value stream mapping, pull systems, cost of poor quality (COPQ), the seven wastes of IT, and rhythm wheels. These Lean concepts and tools can help software teams eliminate waste, increase flow, reduce lead time, and continuously improve processes to better serve customers.

1. Applying Lean Thinking
to Software Development
Sunday 27 October 13

2. Who Am I?
Steven Peeters
Freelance team and process manager at
Silver Lining bvba
๏ 15+ years of software development
๏ User Group Manager
๏ Adobe Community Professional
๏ Lean Six Sigma Black Belt
Email: steven@silver-lining.be
Twitter: @aikisteve
Website: www.silver-lining.be
Sunday 27 October 13

3. Sunday 27 October 13

4. What is Lean IT?
Sunday 27 October 13

5. What is Lean IT?
The right information
Sunday 27 October 13

6. What is Lean IT?
The right information
At the right time
Sunday 27 October 13

7. What is Lean IT?
The right information
At the right time
In the right format
Sunday 27 October 13

8. What is Lean IT?
The right information
At the right time
In the right format
To the right people
Sunday 27 October 13

9. Why Lean IT?
“If you feel like you have everything under
control, you’re just not going fast enough”
Mario Andretti - F1 world champion 1978
Sunday 27 October 13

10. Lean Concepts
Kanban
Value Stream Mapping
Pull system
COPQ
The 7 wastes of IT
Rhythm wheels
Sunday 27 October 13

11. Kanban
Sunday 27 October 13

12. Kanban
Scrum-board
Visual Management
Tracking and overview purposes
Lots of tools available, both real-life and virtual
๏ JIRA (GreenHopper)
๏ LeanKit
๏ Topdesk
๏ Mantis
๏ Bugzilla
๏ ...
Sunday 27 October 13

13. Kanban
Sunday 27 October 13

14. Value Stream Mapping
Sunday 27 October 13

15. Value Stream Mapping
Look at process cycle efficiency (PCE)
Sunday 27 October 13

16. Value Stream Mapping
Look at process cycle efficiency (PCE)
Value-add vs non-value-add vs business-value-add
Sunday 27 October 13

17. Value Stream Mapping
Look at process cycle efficiency (PCE)
Value-add vs non-value-add vs business-value-add
Detect bottlenecks
Sunday 27 October 13

18. Value Stream Mapping
Look at process cycle efficiency (PCE)
Value-add vs non-value-add vs business-value-add
Detect bottlenecks
Eliminate duplicates, distribute responsibilities, remove excess
processing
Sunday 27 October 13

19. Value Stream Mapping
Look at process cycle efficiency (PCE)
Value-add vs non-value-add vs business-value-add
Detect bottlenecks
Eliminate duplicates, distribute responsibilities, remove excess
processing
Eliminate waste and increase flow
Sunday 27 October 13

20. Value Stream Mapping
Sunday 27 October 13

21. Value Stream Mapping
Sunday 27 October 13

22. Pull System
Little’s Law
WIP
PLT =
PCE
Sunday 27 October 13

23. COPQ
Sunday 27 October 13

24. COPQ
Cost Of Poor Quality
Sunday 27 October 13

25. COPQ
Cost Of Poor Quality
Cost that would disappear if products,
processes and systems were perfect
Sunday 27 October 13

26. COPQ
Cost Of Poor Quality
Cost that would disappear if products,
processes and systems were perfect
Additional cost of non-value added time
Sunday 27 October 13

27. COPQ
Cost Of Poor Quality
Cost that would disappear if products,
processes and systems were perfect
Additional cost of non-value added time
“The hidden factory”
Sunday 27 October 13

28. COPQ in IT
Sunday 27 October 13

29. COPQ in IT
Bug fixes
Sunday 27 October 13

30. COPQ in IT
Bug fixes
Code read failures
Sunday 27 October 13

31. COPQ in IT
Bug fixes
Code read failures
Incorrect intake or bug report
Sunday 27 October 13

32. COPQ in IT
Bug fixes
Code read failures
Incorrect intake or bug report
Scope creep
Sunday 27 October 13

33. COPQ in IT
Bug fixes
Code read failures
Incorrect intake or bug report
Scope creep
No documentation
Sunday 27 October 13

34. COPQ in IT
Bug fixes
Code read failures
Incorrect intake or bug report
Scope creep
No documentation
Poorly trained developers
Sunday 27 October 13

35. COPQ in IT
Bug fixes
Code read failures
Incorrect intake or bug report
Scope creep
No documentation
Poorly trained developers
A lot of backlog
Sunday 27 October 13

36. COPQ in IT
Bug fixes
Code read failures
Incorrect intake or bug report
Scope creep
No documentation
Poorly trained developers
A lot of backlog
Excessive quality controls
Sunday 27 October 13

37. COPQ in IT
Bug fixes
Code read failures
Incorrect intake or bug report
Scope creep
No documentation
Poorly trained developers
A lot of backlog
Excessive quality controls
...
Sunday 27 October 13

38. The 7 wastes of IT
T
I
M
W
O
O
D
Sunday 27 October 13

39. The 7 wastes of IT
T ransport
I
M
W
O
O
D
Sunday 27 October 13

40. The 7 wastes of IT
T ransport
I nventory
M
W
O
O
D
Sunday 27 October 13

41. The 7 wastes of IT
T ransport
I nventory
M otion
W
O
O
D
Sunday 27 October 13

42. The 7 wastes of IT
T ransport
I nventory
M otion
Waiting
O
O
D
Sunday 27 October 13

43. The 7 wastes of IT
T ransport
I nventory
M otion
Waiting
O ver-production
O
D
Sunday 27 October 13

44. The 7 wastes of IT
T ransport
I nventory
M otion
Waiting
O ver-production
O ver-processing
D
Sunday 27 October 13

45. The 7 wastes of IT
T ransport
I nventory
M otion
Waiting
O ver-production
O ver-processing
D efects
Sunday 27 October 13

46. The 7 wastes: Transport
Usually not physical
Document hand-off
Systems interchange
Introduces wait time !
Introduces setup time !
Sunday 27 October 13

47. The 7 wastes: Inventory
Backlog
“Stock” building up
Bad task system
Can be introduced by the other 6 wastes
Sunday 27 October 13

48. The 7 wastes: Motion
Physical motion
People or objects moving about
Putting people physically in the same room
Proximity of the scrum board
Excessive keystrokes in software
Sunday 27 October 13

49. The 7 wastes: Waiting
Non-value-added time
System downtime
Waiting for approvals
Build up inventory
Increase setup time
Sunday 27 October 13

50. The 7 wastes: Over-production
Scope creep
Ever changing requirements
Spending too much time
80/20 rule
Sunday 27 October 13

51. The 7 wastes: Over-processing
Sunday 27 October 13

52. The 7 wastes: Over-processing
Complicated process flow
Building complex solutions for simple things
Too many control steps
Overlapping tasks and responsibilities
“Red tape”
Sunday 27 October 13

53. The 7 wastes: Defects
Bug reports
Scope not delivered
Test failures
Bad intake
Sunday 27 October 13

54. Rhythm Wheels in IT
Sunday 27 October 13

55. Rhythm Wheels in IT
Supply chain system
Sunday 27 October 13

56. Rhythm Wheels in IT
Supply chain system
Weekly rotating roles
Sunday 27 October 13

57. Rhythm Wheels in IT
Supply chain system
Weekly rotating roles
Knowledge transfer
Sunday 27 October 13

58. Rhythm Wheels in IT
Supply chain system
Weekly rotating roles
Knowledge transfer
Reduce setup time
Sunday 27 October 13

59. Rhythm Wheels in IT
Sunday 27 October 13

60. Conclusion
Lean IT can help you make your (internal)
customers happy.
It’s the customer who defines the quality of
your service!
Don’t ever stop improving your process. It’s
called CONTINUOUS improvement for a
reason!
Sunday 27 October 13

61. steven@silver-lining.be
www.silver-lining.be
@aikisteve
Thank You !
Sunday 27 October 13