Slide 24
Slide 24 text
What is Lean? Five steps
Other Topics
Hypothesis
Value hypothesis What do we need to learn?
What do we measure to tell us what
we need to learn?
How do we do validated learning?
Growth hypothesis
TPS
Human Systems
Process change Kaikaku
Not Command and Control
Principle of Mission
Kanban
Manage for throughput rather than
utlization
WIP
Complete work before starting
Lean Product Development
Visual Management
Create re-usable knowledge
Set based concurrent engineering The Lean Cycle
Entreprenurial System Designer (I
disatree)
Teams of responsible experts
(MVTs)
Cadence and Pull
Most work has no positive
effect
The 8 Sins of Lean DOWNTIME
Transportation Electronic systems handoff
Defects
Incomplete information
Ambitious information
Missed specifications
Overproduction
Too much detail
Unessecary information
Excessive time
Inventory Excess
Motion Waste
Frequency of searching for
informaiton
Information pushed to the wrong
people
Waiting
Unbalanced workflow in the team
Time spent getting approvals
Unavailable information
Hands off - where we pass
something to someone else
Not utilising Talent
Excess processing
Excessive number of iterations
Over designed or over engineerd
Portfolio Management
Three Horizons Horizon One
Do things that don’t scale
Fail fast
Growth Materiality Matrix
Value Stream Map - Landscape
Value chain maps
Customer Experience Mapping
Drum-Buffer-Rope Five Rules
01 Identify the bottleneck
02 Exploit the bottleneck
03 Subordinate everything to the
bottleneck
04 Elevate the bottleneck
05 Rinse and Repeat
TODO
Add five whys elsewhere
Make document collaborative
Add questions along the horizontal
to make clear the kinds of things
each tool stream could help with
Impact Mapping
Kan Ban
Customer Journey Map
Scrum
Dev methodologies
Value Stream Mapping -
Functional
Minimal Viable Teams
WIP limits
Top Tasks
Value Proposition Canvas
Van Wesenbrock pricing
analyss
Crossing the chasm, user story
Improvement Kata Model
Understand the direction of
challenge
Grasp the current condition
Establish the next target condition
Iterate towards the next target
condition
Pirate Metrics
Lean Value Tree
Double Diamond
Activity Cycles / Continuous
Learning
Build Measure Learn Loop
Lean Canvas
PDCA
plan
do
check
act
A3
proposal
project
problem
procewss
Google Design Sprint
OODA
observe
Orient
Decide
Act
DSEC / Demming Cycle
Prototyping
Off the Shelf
Paper
Interactive Prototype
Concierge
Wizard of Oz
We Believe That X Will Y
Five Whys
MVP The MVP cupcake Poka Yoke
Cumulative Flow Diagram
Cost of Delay CD3
How to Talk about what people
are doing
Job to be done framework
Agile Story Map
Software Architectures for Lean
Continuous Delivery
Microservices
Chaos Engineering
Domain Driven Design
Strangler Pattern
API Gateway
Service Oriented Architectures
Event Sourcing
A/B
Most ideas delivery no, or negative
value
Do split testing by pushing two
branches with no changes
Some tools can A/B test the full
stack
LEAN PRODUCT DEVELOPMENT TOOLS
A/B TESTING
VALUE STREAM
MAPPING
LEAN CANVAS
USER STORIES
MVP