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Background
CMMI® requires the definition of processes that cover certain goals and practices• Requires “sufficiency”• Does not provide criteria for a “good” process – not
an appraisal consideration Lean principles provide “goodness” criteria for processesLean usually applied as a re-engineering technique, e.g., Kaizen
CMMI® is a registered trademark of Carnegie Mellon University
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Objectives
Identify the process “goodness” criteria implicit in Lean principlesExplain how these can be applied during the design and initial definition of processesMinimize later rework and re-engineering
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The Lean Misconception
Lean is not about “light weight” processes“Lean” refers to reducing inventory and “work in progress”Lean is accomplished through robust processes• Simple• Reliable• Standardized• Enforced
Caveat: many flavors of Lean
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Five Lean Principles
Value – identify what is really important to the customer and focus on thatValue Stream – ensure all activities are necessary and add valueFlow – strive for continuous processing through the value streamPull – drive production with demandPerfection – prevent defects and rework
Value Stream = Business Process
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Views of Lean
Five Observed Principles• Value• Value Stream• Flow• Pull• Perfection
Technical Practices• Similar to Six Sigma (including Statistical Process Control)• Adds queuing theory perspective
QueuingTheory
Language& Culture
IndustryDomain
Perfection
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Lean Techniques
Realize the principles of Lean• Methods and tools for defining, analyzing, and
improving processes• Criteria for efficient and effective processes• Dimensions of process performance subject to
controlBased on queuing theory (a process may be viewed as a system of queues)
Lean is not just an attitude!
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Example Manufacturing Process
PartsInventory
Assemble Wheels
Assemble Frames
Assemble Bike Stock ofBikes
Stock of Wheels
Inventory and Work in Progress Enable Inefficient and Unreliable Processes!
Stock of Frames
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Example Software Process
RequirementsInventory
Construct Tests
Construct Software
Test Software SoftwareProduct
Stock of Tests
Waterfall model implies large WIP; Incremental and agile imply smaller WIP,
but are they “robust” enough?
Stock of Software
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Limits to PerformanceContinuous ImprovementIncreases Capacity and
Reduces Variability
From P. Middleton, Lean Product Development, 2005
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Implications of Queuing Theory
Broadens concerns for managing the capacity of organizationsLeads to design criteria for process definition• Queues with certain properties operate more
efficientlySuggests candidate measures• Properties of queues are measurable
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The Capacity Myth
Most engineering organizations behave as if their system/software development capacity is elastic• Capacity expands to accommodate the need• Projects are planned in isolation
Systems have limits to performance• Organizational performance must be managed to
facilitate project success• Organizational performance is not simply an
aggregation of individual projects
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Lean Process Design
Why – begin the process improvement journey with efficient and effective processes, not just compliant processesHow – use Lean concepts to make decisions about the organization and composition of processes, more than human factors considerationsWhen – during process design and initial definition, not just as later rework
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Kaizen
A facilitated team activityFocused on improving an existing process or (more commonly) subprocessApplies Lean principlesTypically involves tools such as• Quality Function Deployment• Process Mapping• Value Stream Analysis
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Process Size as a False Trail
Lean is not about the “size” or “volume” of the process definitionProcess definition includes• Organizational standard process• Organizationally-defined alternatives• Project-defined alternatives
Volume of alternatives and variations often exceed the volume of the basic organizational process – focus on these!
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Process Proliferation
Organizational Standard Process
Organizationally Defined Alternatives
Projects Defined Processes
Eliminate OSPElement
Eliminate ProjectVariations
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Lean Process Design Process
Requires a focus on the architecture or “system design”, as well as the design of subprocessesProvides common and specific criteria for each level of designUse estimates of process performance to help make design decisionsIncorporates traditional process definition conventions and notations
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Lean Process Design Process
Analyze Architecture
Improve Process
Identify Value
Define Architecture
Define Subprocesses
CustomerNeeds
ExistingProcess
ExistingProcess
PerformanceData
ISO 9001,CMMI, etc.
EstimatedPerformance
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Lean Process Design CriteriaBreak work into “small” packagesProcess small packages of work continuouslyDistribute work evenly across subprocessesMinimize subprocess variationsMinimize hand-offs between subprocessesReuse subprocesses within the architectureAvoid redundant or duplicative tasksEliminate “just in case” activitiesMinimize waiting and delaysIdentify and mitigate performance constraintsUnderstand downstream demand
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Lean Subprocess Design CriteriaUse proven subprocessesEnsure subprocess are followedKeep subprocesses simplePlan for control of subprocess performanceBuild quality assurance into each subprocessAvoid redundant or duplicative tasksEliminate “just in case” activitiesMinimize waiting and delaysIdentify and mitigate performance constraints
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Human Factors CriteriaProcess definitions are intended for human users, must be• Understandable• Natural/Intuitive• Accessible• Effectively supported by tools• Etc.
Process definitions are only one element of a process instantiation (also, people, tools, and input)
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Lean Software ManagementCase Study: Timberline Inc
Peter MiddletonAmy Flaxel
Ammon Cookson
Used with Permission
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Work Balance Chart - Initial
0
0.5
1
1.5
2
2.5
3
3.5
4 Engineering Design / Develop
QA Design Black Box Testing
QA Design & Execute White BoxTesting
Training Development
Tech Comm Development
QA Smoke / Regression Testing
QA Develop & ExecuteAutomation
QA Execute Black Box Testing
Estim
ated
Cyc
le T
ime
TT = 2
Middleton, Flaxel, Cookson
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0
0.5
1
1.5
2
2.5
3
3.5
4 Engineering Design / Develop
Engineering Design / Develop
QA Design Black Box Testing
QA Design & Execute White BoxTesting
Tech Comm Development -Training Development (1/2)
QA Execute Black Box Testing -QA Smoke / Regression Testing
QA Develop & ExecuteAutomation
Estim
ated
Cyc
le T
ime
TT = 2
Work Balance Chart – Post Adjustment
Middleton, Flaxel, Cookson
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Example: Cycle Time AnalysisU
nits
-Wor
k Ty
pe C
ycle
Tim
es (A
ctua
ls)
Run Chart
Middleton, Flaxel, Cookson
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Summary
Lean is not about the volume of process definitionsProcesses can be designed, up front, to be more efficient and effective with Lean principlesGood process design requires engineering at both the system (overall process) and subprocess levelsLean helps identify the critical measures of performance
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