Kanban & Lean Manufacturing

Transcript

1. K A N B A N A N D L E A N M A N U FA C T U R I N G
2. K A N B A N 看板 signboard
3. K A N B A N
4. VA L U E S T R E A M in manufacturing, the process of a customer order being received, raw materials being released onto the plant floor, and those raw materials being processed into the final product the customer ordered. this process is referred to as the value stream.
5. VA L U E S T R E A M the raw materials on a factory floor are referred to as inventory unique functions in the factory are referred to as work centers
6. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
7. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
8. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
9. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
10. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
11. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
12. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
13. F L O W how easily does value fl ow through this stream?
14. F L O W fl ow is key
15. VA L U E S T R E A M Receiving Shipping Tires Painting Doors QA
16. VA L U E S T R E A M how does our work apply to this construct?
17. VA L U E S T R E A M what is a work center in our universe?
18. VA L U E S T R E A M what is a work center in our universe? process steps like “in dev”, “code review”, and “QA”
19. VA L U E S T R E A M what is inventory in our universe?
20. VA L U E S T R E A M what is inventory in our universe? tasks/features
21. D E V E L O P M E N T VA L U E S T R E A M the process required to convert a business hypothesis into a technology enabled service that delivers value to the customer
22. T H E T H R E E WAY S Ops Dev Ops Dev Ops Dev
23. T H E T H R E E WAY S : F L O W Ops Dev
24. L E A D T I M E ticket created work completed work started lead time process time
25. VA L U E S T R E A M how does a large inventory level in our value stream effect our ability to deliver features?
26. VA L U E S T R E A M how does a large inventory level in our value stream effect our ability to deliver features? extended lead time
27. L E A D T I M E lead time is what the customer experiences. so we optimize to reduce lead time.
28. M A K I N G A L L W O R K V I S I B L E in manufacturing you move inventory from work center to work center in the factory until it is a final product. a work center backing up and being a bottle neck is obvious in manufacturing. you can see a stack of tires building up waiting to be placed on cars.
29. M A K I N G A L L W O R K V I S I B L E
30. M A K I N G A L L W O R K V I S I B L E
31. M A K I N G A L L W O R K V I S I B L E
32. M A K I N G A L L W O R K V I S I B L E
33. M A K I N G A L L W O R K V I S I B L E ¯ \ _ ( ツ ) _ / ¯
34. M A K I N G A L L W O R K V I S I B L E ¯\_(ツ)_/¯
35. M A K I N G A L L W O R K V I S I B L E our work is invisible.
36. M A K I N G A L L W O R K V I S I B L E to make sure our invisible work can be seen, all effort must be re fl ected on the board
37. D E V E L O P M E N T VA L U E S T R E A M
38. D E V E L O P M E N T VA L U E S T R E A M
39. M A K I N G A L L W O R K V I S I B L E visibly seeing a column stacking up tells us there is a problem that needs to be solved. red columns tell us a particular process step is allocated beyond our capacity.
40. L I M I T W O R K I N P R O C E S S multitasking kills productivity
41. L I M I T W O R K I N P R O C E S S context switching has a cost
42. L I M I T W O R K I N P R O C E S S
43. L I M I T W O R K I N P R O C E S S not limiting WIP encourages a culture of starting work. we need a culture of fi nishing work.
44. L I M I T W O R K I N P R O C E S S not limiting WIP encourages a culture of starting work. we need a culture of fi nishing work. S T O P S TA RT I N G . S TA RT F I N I S H I N G .
45. L I M I T W O R K I N P R O C E S S each person can only have 1 WIP item at a time column WIP limits must be followed
46. L I M I T W O R K I N P R O C E S S we are going to set WIP for “In development” and “code review” to half the size of the team. “QA” WIP limit is 3 and “Deployment Queue” WIP limit is 2
47. L I M I T W O R K I N P R O C E S S this will feel uncomfortable, but it must be followed.
48. L I M I T W O R K I N P R O C E S S how does this help? • encourages more collaboration • encourages time on code review and QA • encourages working to break tasks into their smallest possible units • pushes us to ensure continuous flow through the value stream (process)
49. T H E O RY O F C O N S T R A I N T S 1. Identify the constraint. 2. Decide how to exploit the constraint. 3. Subordinate and synchronize everything else to the above decisions 4. Elevate the performance of the constraint. 5. If in any of the above steps the constraint has shifted, go back to Step 1 the 5 focuses
50. T H E O RY O F C O N S T R A I N T S every system has at least one constraint
51. T H E O RY O F C O N S T R A I N T S
52. T H E O RY O F C O N S T R A I N T S
53. T H E O RY O F C O N S T R A I N T S any improvement not at the constraint is an illusion
54. T H E O RY O F C O N S T R A I N T S 1. Identify the constraint. 2. Decide how to exploit the constraint. 3. Subordinate and synchronize everything else to the above decisions 4. Elevate the performance of the constraint. 5. If in any of the above steps the constraint has shifted, go back to Step 1 the 5 focuses
55. R E D U C E D B AT C H S I Z E S batch sizes are the amount of work processed as WIP through each work center in the value stream. from a manufacturing perspective, imagine you are responsible for creating the driver side car door. You build 10 doors before you send to the next station where they attach the door. Your batch size in this situation is 10.
56. R E D U C E D B AT C H S I Z E S what is a parallel to manufacturing batch size in our universe?
57. R E D U C E D B AT C H S I Z E S what is a parallel to manufacturing batch size in our universe? story/task size
58. R E D U C E D B AT C H S I Z E S large batch sizes create very large levels of WIP given the variability of our work, discovering an issue would cause a whole batch to be reworked. the smaller the batch, the less the impact of the rework.
59. R E D U C E D B AT C H S I Z E S A A A A B B B B C C C A A B B C C C waiting first product received waiting first product received A B C A B C A B C A B C
60. R E D U C E D B AT C H S I Z E S how does this relate to us?
61. T H E T H R E E WAY S : F E E D B A C K Ops Dev
62. T H E T H R E E WAY S : F E E D B A C K proactive monitoring and alerting rapidly flowing items to QA in small batches allow rapid feedback on results code reviews a safe environment to ‘pull the cord’ and swarm
63. T H E T H R E E WAY S : F E E D B A C K Andon cord When a defect was suspected, a sign board would light up signaling the specific workstation having a problem. The signal event would also indicate that the system was stopped due to the defect and was waiting for the problem to be resolved. The process of stopping a system when a defect was suspected originates back to the original Toyota System Corporation to something called Jidoka.
64. T H E T H R E E WAY S : F E E D B A C K Andon cord when you need help, pull the cord. when something feels wrong, pull the cord. when you’re not sure what to do, pull the cord. don’t wait. do it early and often.
65. T H E T H R E E WAY S : C O N T I N U A L L E A R N I N G Ops Dev
66. T H E T H R E E WAY S : C O N T I N U A L L E A R N I N G blameless postmortems institutionalize the improvement of daily work scheduled tech debt pay down with a ‘kaizen blitz’
67. T H E T H R E E WAY S : C O N T I N U A L L E A R N I N G we can’t expect better than we have if we’re not ready to do something different than we’ve done
68. T O A C H I E V E O U R R E A L P O T E N T I A L , W E H AV E T O F O L L O W T H E T H R E E WAY S
69. T H E T H R E E WAY S Ops Dev Ops Dev Ops Dev
70. K E Y P O I N T S O F K A N B A N F O R O U R T E A M • All work must be visible on the board. • Limit WIP by process column limits and individual limits. • In Progress limit of 4 (half of team size). • Code Review limit of 4. • QA WIP limit of 3. • Deployment WIP limit of 2. • No breaking WIP limits. No exceptions. • We limit batch size by reducing task size to the smallest possible deliverable unit. • We measure ourselves on individual and team cycle time and deployments per day.