Quality at Startup Speed

How do you build products with the same quality as a Toyota and move as fast as a startup? I will help you examine what quality is in product development, and together we’ll walk a brand new team through a live example of a systematic way to build quality into their process through continuous learning. Using examples from startup and enterprise organisations I’ll show you how startups move quickly and what you can do to build a culture that has those same advantages.

Transcript

1. Quality at Startup Speed? Steve Tooke @tooky
5. What is Quality?
6. – W. Edwards Deming “Quality of a product does not necessarily mean high quality. It means continual improvement of the process, so that the consumer may depend on the uniformity of a product and purchase it at a low cost.”
8. Culture Values & Attitudes Behaviour Old model – change thinking to change behaviour
9. https://www.flickr.com/photos/ericbaum
10. https://www.flickr.com/photos/kietcallies
11. https://www.flickr.com/photos/madaise
12. https://www.flickr.com/photos/ericbaum
13. Culture Values & Attitudes Behaviour Old model – change thinking to change behaviour New model – change behaviour to change thinking
14. https://www.flickr.com/photos/psycho-pics
15. –Taiichi Ohno “You are a fool if you do just as I say. You are a greater fool if you don’t do as I say. You should think for yourself and come up with better ideas than mine.”
16. Improvement Kata
17. Live experiment
18. I need 5 lab rats Volunteers
19. Coin Flipping Factory thanks to Kirk Kine for this exercise
20. Mission: Deliver the maximum value to our customers in the shortest time possible
21. The Way 
 (we’ve always worked) • We can only move coins through the production line in complete batches • Coins can only be moved one at a time • You can only use one hand to move coins • Coins must be ‘heads side up’ prior to reaching the end of the production line • Only one team member may be assigned to flipping coins • If a coin falls off the table, it must go back to the beginning of the production line
22. The Team • 1 person is the start of the line • 1 person to flip coins • 1 person to put coins into production • 1 person to ensure coins are ‘heads- up’ • 1 person to time the process still part of the production line
23. Round 1
24. How did we do?
25. Can we do better?
26. Deliver the same value, 30 seconds quicker
27. What are the constraints holding us back?
28. Isolate Change
29. Create a hypothesis We believe <this change> Will result in <this outcome> We will know we have succeeded when <we see change in X metric>
30. Round 2
31. Did we make progress towards the target? Have we reached the target?
32. What next?
33. Plan Do Check Act
34. What’s our next hypothesis? We believe <this change> Will result in <this outcome> We will know we have succeeded when <we see change in X metric>
35. Round 3
36. We’ve got a new competitor!
37. 7 seconds to deliver!
38. What do we do now?
39. Plan Do Check Act Single Loop Learning
40. Efficacy
41. Plan Do Check Act Double Loop Learning Assume Think again
42. The Way 
 (we’ve always worked) • We can only move coins through the production line in complete batches • Coins can only be moved one at a time • You can only use one hand to move coins • Coins must be ‘heads side up’ prior to reaching the end of the production line • Only one team member may be assigned to flipping coins • If a coin falls off the table, it must go back to the beginning of the production line
43. 1. Determine a vision or direction. 2. Grasp the current condition. 3. Define the next target condition. 4. Move toward the target (the plan or “P” defined by the first three steps) through quick, iterative PDCA cycles to uncover and remove obstacles Improvement Kata Challenge your assumptions!
45. Continuous Learning
46. Commit to production in 10 minutes
47. Risk Taking and Experimentation
48. Teaming
49. Practices
50. Drive Daniel Pink
51. Autonomy
52. In startups…
 
 People don’t ask permission
53. Task
54. In startups…
 
 Its not about when you work, but the work you do
55. Time
56. In startups…
 
 They don’t blame, they just learn, change the system, and move on
57. Technique
58. In startups…
 
 If you can’t do it yourself, convince others its valuable and they will help
59. Team
60. You want: quality?
61. You need to: Own your process
62. You want:
 Business Value at Startup Speed?
63. You need: to focus on quality
64. You need: autonomous teams
65. You need:
 to put your people on a path to mastery
66. You need: to align teams around a shared vision
67. What can you do today to make Vanguard feel more like a startup?
68. –Peter F. Drucker “To be sure, the fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change.”
69. – Woody Zuill “The object isn’t to make great software, it’s to be in that wonderful state which makes great software inevitable “