4. LeanTX
IEN CE
EX PER m?
wd o we Tea
Ho king as a
ur W or
o
@cyetain Some rights reserved by tallkev
5. ma k ma an… All wo es worker a working on a du
n wor ll hum
ng o u rk mak n… Al l orker
er a d rking on wo a dull huma ork makes w n… All
work ll wo
an… A rk makes w All w orker orking on w a dull huma n wor
m orker ll working o r a
Work != Working != Worker
o
kin g on w dull human… ork makes w an… A worke ll
ker a orking on w r a dull hum ork makes an… A
s wor All w orke orking on w a dull hum
um an… m akes w All w er g on w
h work
Pin n…
ing on a dull huma work make man… s work All workin rker
worCarll working oHammering on work ma uman
UMANS
rk kes wo … A
H
o ker n u
kes a dull h
n… A k makes w Carryingorker orking dull h
huma n wor ll w rker a working on
an… A k makes wo …Bolunded: orke
rWireframe ll hum n wor
king o u n Al akes w
wo
work ller a d rking o Thinkingl huma ork m
r a dul g on w Precepthon an…
ll ium on
ake s Artifactswo
A worke workin
hu man… ork makes Creating
… All k er a du orking
worUndelsltwndi n g
ing on a dull human work makes man… A a es work
w
work
orker ng on ker a dull hu woakimaality an…
rt onk um
ing on Rr a dull h
i
m akes w … All work es wor
h uman work mak Al l work worke rking
rkin g on uman… ork makes All wo wo
wocyetain rker a dull h g on w uman… k makes
akes wo ll wor kin a dull h on wor
orker
@
m A sw ing
6. L ean T X
MAD
SCIEN TS Gs
&
TIS R
@cyetain CY BO
11. Div ision of La bour
The To take an example…
the trade of the pin-ma
One man draw
s out the wire,
ker
another straig
hts it, a third c
uts it
I have seen a small manufactory... make...
forty-eight thousand pins in a day...
@cyetain
12. One man draws out the wire,
another straights it, a third cuts it
DRAW OUT WIRE STRAIGHTEN CUT POINT GRIND
a fourth points it, a fifth grinds it at
the top for receiving the head;
@cyetain
19. e line
All we are doing is looking at the tim
from the moment the customer gives us an order
Order
Timeline $$$
reduce by removing non-value-added wastes
h
n we collect the cas y
to the point whe that time line b
And we are reducing added wast
es
ue-
removing the non-val
@cyetain
20. the principal objective of the Toyota production system
was to produce many models in small quantities.
@cyetain
24. A LI ZATION
E PH EM ER
the principle o
f doing ever m
time and ener ore with ever
gy per each giv less weight,
en level of fun
ctional perform
ance
Buckminster Fu
ller
@cyetain
25. observable
and thus
ly physical
primari
ver the activity of the worker
equated with control o
@cyetain
34. WARNING
the know
in matchi
ledge worker
ng individu
h
a
as almost to
l work meth
tal authorit
ods to the
faces -Gregerman
y
ks her or she
MAD
s
varying job ta
SCIENTIST
@cyetain
35. Flow & Effectiveness Lean SW & Startup
Shewart Ladas
Ford Ohno Poppendieck Ries
1700 1850 1950 2000
Adam Smith Taylor
Gantt
Gilbreth
Efficiency & Productivity
@cyetain
36. Varia bi lity Shewart Ladas
Ford Ohno Poppendieck Ries
1700 1850 1950 2000
Adam Smith Taylor
Gantt
Gilbreth
@cyetain
37. ned roles
ed work constrai
es s-defin rrowly
rom proc les and na
transition f fined ru
tig htly de
k
framed wor ion, & connection
toward relationship- ity, innovat
creativ
to fast-and-loose cooperation
from tight-and-slow collaboration
@cyetain
Stowe Boyd
50. Sufficient Design
is where Lean meets Craft
If you take the time to craft code of little
or moderate value to users, you're wasting time & money.
Are All Fe atures Created Equal?
I don't think so. Joshua Kerievsky
@cyetain
51. s Yo ur Eff orts
Focu
Optional Active Decision Model
Components
Text
@cyetain
52. ent to
mitm nts as
Com strai
D e f er Con
onal OSSIBLE
rthog AS P
O
L ONG
Experimentation
@cyetain
59. Eff iciency
Flow how long does
deliver a piece
it take to
of work?
e
How l ong did w
actually spend
?
wor king on it
times longer
s take 10 to 20
Typical organization they actually
ething than
to deliver som
spent wo rking on it
Hakan Forss
@cyetain
60. Flow Efficiency
STEP ONE STEP TWO STEP THREE FINISHED
between 95-85% of Cycle Time
@cyetain
61. Process Efficiency
STEP ONE STEP TWO STEP THREE FINISHED
between 5-15% of Cycle Time
@cyetain
62. ourc e Efficiency
Res
STEP ONE STEP TWO STEP TWO STEP ONE STEP THREE STEP TWO STEP THREE
@cyetain
63. Bottle Neck THIS THIS THIS
at beginning of is a is a is a
Process Not Problem Bottle Neck Batch Transfer NonInstantly Available
May cause excess capacity Problem Resource Problem
@cyetain
64. W=L/
λ
ob is equ al to the average
o fi nish a j d by the
Time i t takes t the syste m divide
umber o f jobs in
n process ing rate
@cyetain
65. The Effect of Utilization
Queue
Utilization
@cyetain
69. tain ties,
n wit h cer ill
ill begi ut i f he w
m an w ub ts, b s, he
If a
l end in do ith d oubt
h e shal to begin w
o nten t rtain ties.
be c in ce
shal l end
cis B acon
-Fran
@cyetain
74. ke an
s li
se em ngs
th at f thi
e...
ab ful lo t o on to
J ti
a w a en time!
tt e
ay sam
o p he
t
latt
al
@cyetain
75. o
tion t
atten
be paid
eed to
that n
items
ber of
the num
increases
an ever i
ncreasing
able to do gap betw
, and wh een what
at (s)he p an indiv
erceives n idual is c
ecessary t ognitivel
o do y
ncis Heyl ighen
@cyetain
Fra
76. E T IC T
O R N E N
Y B C E M
C A N
N H
E
@cyetain
77. CYBORGS orates exogenous components
incorp
self-regulatin
g control
pt it to new environments
in order to ada nfred Clynes
@cyetain
Ma
78. brains
about human
at is special
Wh
ips
onsh
lati s
ple x re aid
com ps, and
ep & s, pro
o de ruct
int nst
nter cal co
Andy Clark
to e ogi
ility nbiol
ab no
w ith
@cyetain
79. e most of its
ns to make th
The brain lear completion
ple pattern
capacity for sim
4 X 4 = 16, 2 X 7 = 14
acting in concert with pen and paper,
storing the intermediate results outside the brain
e
lic resourc
nal symbo dy Clark
tion to the exter An
dovetails its opera
@cyetain
