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![When partially completed work sits
idle, waiting for capacity to become
available, the duration of the overall
project will grow. Queues also delay
feedback, causing [product]
developers to follow unproductive
paths longer.](https://image.slidesharecdn.com/focusonflow-211016155750/85/Focus-on-Flow-Lean-Principles-in-Action-66-320.jpg)
![When partially completed work sits
idle, waiting for capacity to become
available, the duration of the overall
project will grow. Queues also delay
feedback, causing [product]
developers to follow unproductive
paths longer.](https://image.slidesharecdn.com/focusonflow-211016155750/75/Focus-on-Flow-Lean-Principles-in-Action-66-2048.jpg)
Uploaded byMike Clement
Focus on Flow: Lean Principles in Action
The document emphasizes the importance of focusing on processes and workflows, known as 'the work,' rather than individual workers within lean principles. It highlights the concept of flow efficiency in software development and identifies seven key forms of waste, including partially done work and delays, all of which hinder productivity. Ultimately, it advocates for a shift in focus to streamline processes and minimize inefficiencies in project delivery.
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Focus on Flow: Lean Principles in Action
- 2. Focus on thework, not the worker
- 3. What does thatmean? What is “the work”?
- 4. Focus on Flow:Lean Principles in Action Mike Clement @mdclement mike@softwareontheside.com http://blog.softwareontheside.com
- 5.
- 6. the work ->flow unit
- 7. flow unit ->value
- 16.
- 18. Customer order -> Dishon table
- 20. Party orders -> Disheson table
- 22. Party seated -> Partyleaves
- 25.
- 26. What is leanthen?
- 28. There is nosingle generally accepted definition of lean.
- 30. Lean is everythingthat is good and everything good is lean
- 31. What is leanthen?
- 34. If lean isdefined as methods, the use of these methods tends to become a goal in itself.
- 38. Focus on thework, not the worker
- 41. Lean = flowefficient
- 42. Value Added Time(Work) Total Time (Value + Wait)
- 43. Flow Efficiency Description WorkTime Wait Time Defect reported 30 minutes Defect sits in tracking system 4 hours Defect worked on by programmer 6 hours Defect waits for tester 4 hours Defect fix tested 2 hours Defect fix waits for ops 4 hours Defect fix deployed 30 minutes TOTAL 9 h 12 h
- 44. Flow Efficiency Description WorkTime Wait Time Defect reported 30 minutes Defect sits in tracking system 4 hours Defect worked on by programmer 6 hours Defect waits for tester 4 hours Defect fix tested 2 hours Defect fix waits for ops 4 hours Defect fix deployed 30 minutes TOTAL 9 h 12 h 9ℎ 12ℎ + 9ℎ = 43%
- 45. Flow Efficiency Description WorkTime Wait Time Defect discussed between support and programmer 30 minutes Defect worked on by programmer 6 hours Defect waits for tester to get out of meeting .5 hours Defect fix discussed and tested 2 hours Defect fix waits for ops to get out of meeting .5 hours Defect fix deployed 30 minutes TOTAL 9 h 1 h
- 46. Flow Efficiency Description WorkTime Wait Time Defect discussed between support and programmer 30 minutes Defect worked on by programmer 6 hours Defect waits for tester to get out of meeting .5 hours Defect fix discussed and tested 2 hours Defect fix waits for ops to get out of meeting .5 hours Defect fix deployed 30 minutes TOTAL 9 h 1 h 9ℎ 1ℎ + 9ℎ = 90%
- 47. Flow Efficiency Description WorkTime Wait Time Defect discussed between support and programmer 30 minutes Defect worked on by programmer 6 hours Interrupt tester meeting Defect fix discussed and tested 2 hours Interrupt ops meeting Defect fix deployed 30 minutes TOTAL 9 h 0 h
- 48. Flow Efficiency Description WorkTime Wait Time Defect discussed between support and programmer 30 minutes Defect worked on by programmer 6 hours Interrupt tester meeting Defect fix discussed and tested 2 hours Interrupt ops meeting Defect fix deployed 30 minutes TOTAL 9 h 0 h 9ℎ 0ℎ + 9ℎ = 100%
- 49. Focus on thework, not the worker
- 50.
- 51.
- 53. What about…? • Smallbatches? • WIP limits? • Watching queues? • Incremental delivery? • Experimentation? • Cycle time? • Bottlenecks?
- 59. Focus on utilizing resourcesefficiently tends to increase the amount of work there is to do without adding value.
- 61.
- 62.
- 64. Seven Software Wastes(From Manufacturing) • Partially Done Work (In-Process Inventory) • Extra Features (Over-production) • Relearning (Extra Processing) • Handoffs (Transportation) • Task Switching (Motion) • Delays (Waiting) • Defects (Defects)
- 65.
- 66. When partially completedwork sits idle, waiting for capacity to become available, the duration of the overall project will grow. Queues also delay feedback, causing [product] developers to follow unproductive paths longer.
- 69. Partially Done Work(In-Process Inventory) • Uncoded Documentation • Unsynchronized Code (code on branches) • Untested Code • Undocumented Code • Undeployed Code
- 73.
- 75. “If there isn’ta clear and present economic need for the feature, it should not be developed.”
- 76.
- 79.
- 81.
- 86. Describe (not show)how to tie a shoe
- 87. Luke Barrett viaUser Story Mapping, Jeff Patton
- 88.
- 89.
- 93.
- 96.
- 97.
- 98. "For an ideato go from your head into the computer, it MUST go through someone else's hands" -Llewellyn Falco
- 99.
- 100. Delays (Waiting) “Developers makecritical decisions about every 15 minutes” • Project approval • People to be available • Change approval process • Code to pass tests
- 101.
- 102. “inspection to prevent defects”is absolutely required of any process…
- 103. but that “inspectionto find defects” is waste.
- 105. Seven Software Wastes(From Manufacturing) • Partially Done Work (In-Process Inventory) • Extra Features (Over-production) • Relearning (Extra Processing) • Handoffs (Transportation) • Task Switching (Motion) • Delays (Waiting) • Defects (Defects)
- 106.
- 107. Focus on thework, not the worker
- 108. Mike Clement • @mdclement •mike@softwareontheside.com • http://blog.softwareontheside.com • https://github.com/mdclement • https://www.linkedin.com/in/mclement/ • Software Crafters Atlanta • Find us on meetup.com • SC Unconference • https://scunconf.com/ • Global Day of Coderetreat • https://www.coderetreat.org/ • Resources • This is Lean • Lean Software Development • Principles of Product Development Flow
Editor's Notes
- #60 Efficiency Paradox
- #78 Rediscovering something we once knew and have forgotten “often far too verbose and far less rigorous”
- #79 Ignore the knowledge people bring to the workplace by failing to engage them in the development process. “This is even more serious than losing track of the knowledge we have generated.”
- #81 Feedback loops
- #84 Telestrations
- #87 “You can give them a big instruction book on how to ride the bike, but it won’t be much help.” “When work is handed off to colleagues, a vast amount of tacit knowledge is left behind in the mind of the originator.”
- #88 Much hard to know if we align with knowledge work
- #93 Lottery factor