product development kaizen (pdk)
TRANSCRIPT
Product & Process Development Kaizen for Software Development, Project, and
Program Management
Glen B. AllemanVice President, Strategy and Performance Management
Lewis & Fowlerwww.lewisandfowler.com
LPPDE, Denver Colorado April 21–23, 2008
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Product Development Kaizen Is A Full Contact Team Sport
3 Steps to Product Improvement Using Kaizen
Reduce Waste
Assure Process Usage
Define Controls
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Increasing value to the organization
Copyright © 2008, Lewis & Fowler, All Rights Reserved, Do Not Use without written permission
Three Steps to Product and Process Improvement
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Defining the Controls … That Assures Process Usage … Results in Reduced Waste
The existing process, development, and operational controls assessed for effectiveness, efficiency and applicability.These incremental improvements are made using the principles of Kaizen guided by eliminating the 7 Wastes.
Control applications applied to standard work. Standard work does not mean constrained, over controlled, draconian. It means “what we do for our customers as a firm is known, defined, and adds value in ways acknowledged by all participants.
Using Kaizen as well as other process and product improvement process, search for, remove, and replace Waste Reducing process, products and service.
For process, product, and service improvements to take place, be sustained, and add value to the customer and the firm, a continuous improvement process must be in place. This process can not be OUTSIDE the normal business process …
IT MUST BE THE NORMAL BUSINESS PROCESS PERFORMED EVERYDAY
This is the brilliance of Toyota – innovation is an incremental, never ending process in which the goal is NOT to make huge sudden leaps, but rather to make things better on a daily basis. “The Open Secret of Success,” New Yorker, May 12, 2008, p. 48
Doing PDK does not require learning Japanese
§改 (kai)–Change or
the action to correct
§善 (zen)–Good
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Process Development Kaizen
Kaizen is a Japanese word which roughlytranslates into “continual improvement”.Kaizen is about fine–tuning processes that already exist
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The Three Core Principles of Kaizen
§ Consider a process and the results, the products (not just the results) so that actions to achieve the desired outcomes are surfaced.
§ Systematically think of the whole process and not just what is immediately in view.
§ Learn through a non-judgmental, non-blaming approach and intent allows for the re-examination of the assumptions that resulted in the current process.– Blame, judgment, rehashing the past and
all that “we used to do it this way” are wastes (無駄 Muda)
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Making the outcome clear
§ Define the deliverables in visible and measures terms – what does “Done” look like for this round of effort?
§ Connect effort, duration, and risk with these deliverables
§ Arrange them in a sequence that assures increasing maturity along the way to completion
§ But in fact we are never complete in the conventional sense – we are always continually improving
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Turning the process from a linear, waterfall development approach;
To an iterative, incremental, continuously improvement set of activities;
That delivers continuous value to the stakeholders.
This is the theoretical basis of all Agiledevelopment methods
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Conducting a PDK Event
§ Flush out opportunities at multiple levels
§ Point out waste visually through process flow diagrams
§ Determine impact on overall business and / or business units
§ Create buy-in “on the spot”§ Incorporate change management as
part of overall improvement strategy
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The Kaizen Event from a PMO Point of View
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Kaizen Activity Questions that need answers in order to improveA structured product and process maturity assessment
Where have we come from? What worked in the past? What didn’t work? What can be improved? What can be used from AS IS for the TO BE?
Evaluate risk and probability for success
If we attempt to make improvements, what are the inhibitors to success? What mitigations can be taken?
Visibly track the increasing maturity of products and services
How can we recognize we’re actually making improvements? What are the units of measure?
Provide visibility to sponsors and stakeholders
Can we have the sponsors concur we’re making improvements?
Have the discipline to follow through to rollout and operations phase
What accountabilities need to be in place for us to be successful? Can we make this accountabilities appear at this time? If not now, when?
Conducting the PDK, means …
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…Turning on the light
The starting point for making improvements
§ Seek small opportunities for improvement in the development process and the product definition
§ Find and root out mistakes of the past in all activities around product and service development and deployment
§ Improve the system not the people§ Devote time to measuring
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Doing a PDK is an interactive process
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The raw materials of process modeling …
§ Nouns– Documents– Data– Information– Evidentiary materials
§ Verbs– Transformation of nouns into new
nouns – «Noun» U «Verb» à «Noun»
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Sample process flow in Rummler – Brache
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The Seven Process Wastes (Remember TIM WOOD)Use these as test questions for Process Improvement or Development
§ Transportation§ Unnecessary Inventory§ Unnecessary or Excessive Motion§ Waiting§ Overproduction§ Over or Inappropriate Processing§ Defects
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Transportation
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Any movement or motion from one place to another that adds no value§ Make the distance
over which something is moved as short as possible
§ Make review and approval cycles short and sweet
§ Reduce artifacts to only those that can be directly absorbed into the production of products or process –“executable maps in BPML”
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Reduce the amount of work-in-process within the system§ Ensure that work arrives at
the downstream process when it is required and does not sit (no in basket overflow)
§ Use “pull” work stream management for all software production and test
§ Define the “pulled products” in a maturity map by working from Right to Left in the schedule
Unnecessary Inventory
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Unnecessary or Excessive Motion
Processing steps that add no value to the product or service§ Avoid looking, searching, or
wasted effort that burdens the value of the product or service
§ Have producers hold all components until “pull” demand is made
§ Have repositories of usable components under configuration control
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Waiting
Someone or something waiting with nothing to do§ Keep people
productively active§ Avoid paper, or
decisions around the paper, from sitting around before being processed
§ Provide adequate staffing at the bottlenecked operations
§ Minimize non-value-added transactions by asking “how does this effort move the product or service forward in it’s maturity?”
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OverproductionProduction of products, services, documentation, or facilities ahead of demand§ Establish a flow sequence
to satisfy the downstream customer – pull don’t push
§ Create workplace guidelines and standards for each process and follow them at all times – pull don’t push
§ Forward 100% mature products – no rework
Copyright © 2008, Lewis & Fowler, All Rights Reserved, Do Not Use without written permission
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Over or Inappropriate Processing
Activities still performed but no longer needed or poor planning and organizational flow§ Remove unnecessary
steps – make NVA§ Stop copying
everyone on emails § Stop sending reports
and see who complains
§ Stop unnecessary signoffs and reviews
Defects
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Activities that result in error, rework, work arounds, or quality defects prevent the customer from accepting the product or service§ Error proof the process steps § Build robust and fault recovery
products and services§ Use standardized work
instructions§ Continuous customer
feedback used to make incremental improvement to errors, exceptions, and recoveries
§ Focus on the avoiding “exception handling” – this is where waste occurs and burns valuable resources
Most failures to realize potential return on process and product improvements starts by committing one of these Seven Sins
The Seven Sins of Process
Improvement
Process not traceable to
strategy
Improvements don’t involve
the right people
Teams not given a clear charter and
held accountable
Top management focused on change not
improvement
Change to the people not considered
Focused on redesign rather
than implementation
Failure to leave measurement
system in place
Improving Performance, How to Manage the White Space on the Organization Chart, 2nd
Edition, Geary A. Rummler and Alan P. Brache, Jossey Bass, 1995
Conducting the PDK
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Example – embedded software control system
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Improve Gases Production System Unit Design and Deployment Process
Mission
Increase profit to cost of development of nonflammable gases design and prototyping cycles of semi-conductor plant standalone units process control software
Goals
§ Reduce units from design and prototyping work§ Reduce cycle time for design review and approval to prototype manufacturing for embedded
process controller§ Improve emergency shutdown integrity of software base
Must Haves Can’t Do
§ Can make decision about improvements in the software design and integration process as long as there is no negative effect on other organizations within the gas unit interfaces
§ Must get agreement from other departments prior to executing change if the proposed change requires adjustment to the emergency shutdown procedures
§ No impact of sunk labor of this departmentor other departments results from changes to the emergency shutdown software changes
The Kaizen Cycle
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Focus
Evaluate
Solve
Act
Focus:§ Build
description of the target process
§ Walk through the target work process
§ Build the mission statement
§ Set goals for the Kaizen event
§ Define the Do’s and Don’t’s
The Kaizen Cycle
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Focus
Evaluate
Solve
Act
Evaluate:§ Gather
information§ Analyze
amounts and sources of waste
§ Summarize he results
The Kaizen Cycle
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Focus
Evaluate
Solve
Act
Solve:§ Generate
improvement ideas
§ Trim improvement ideas
§ Conduct experiments
§ Select improvement ideas
The Kaizen Cycle
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Focus
Evaluate
Solve
Act
Act:§ Create action
plans§ Execute
improvement ideas
§ Measure the results