WORLD CLASS MANUFACTURING:

IT’S INFLUENCE ON SOFTWARE INDUSTRY

Sudipta Lahiri, Digité

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History of Software Engineering 1970s: Waterfall 1980s: SSAD

1985: CMMI 1990s

OOD/RAD 2000s

Agile (SCRUM/XP)

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Changing Focus3

Building the product RIGHT

Are we building the RIGHT product?

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Emergence of Agile

2001: Agile Manifesto Individuals and interactions over

processes and tools Colocation/pair programming

Working software over comprehensive documentation Sprints: deliverable software

Customer collaboration over contract negotiation

Responding to change over following a plan Plan/Scope committed to the current Sprint

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Changing the perspective5

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Traditional software

development

Scope

Time Cost(resources)

Scope

TimeCost

(resources)

Agile software development

(Target business goals &

outcomes)

04/12/2023Reference: Jeff Patton

SCRUM

Img Src: Scrum Primer by Pete Deemer

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Thinking progressed in 2 tracks...

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Management

Methods• XP• SCRUM• Lean• Kanban• SCRUMBAN• Many others...

Engineering Methods

• TDD + BDD• Build Automation

=> Continuous Integration

• Continuous Delivery

• Continuous Deployment

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Let us understand the Software Management methods influenced by TPS/Lean

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The source of all this...9

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Agile and Lean10

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Lean applied to Software

What is a “Lean” system? A system in which we: Eliminate waste:

Focus on hand-offs, source of errors Amplify learning; create knowledge Defer commitment Deliver as fast as possible Respect people; Empower them Build quality in; optimize whole

Improvements can happen when you can see what is happening in the system => reduce waste

Focus on better economic outcome than better utilization of resources

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Kanban

David Anderson formulated the method Kanban = kan ("visual") +

ban ("card" or "board")   Coined by Toyota during

the late 1940s and early 1950s and has spread to the manufacturing industry all over the world as a tool of Lean Manufacturing

Kanban: signal Used to support non-

centralized "pull" production control to gain visibility into the process and execution status, reduce waste (and costs), and help achieve JIT production

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The Kanban Method:Core Practices Visualize the Work

Map your value stream Making invisible work, visible!

Limit Work in Process (WIP) Manage Flow; Establish a Cadence

Remove bottlenecks and improve the flow Increase throughput

Make Process Policies Explicit

------------------------------------------------------- Improve Collaboratively, Evolve Experimentally

(using models and scientific method) Implement Feedback Loops

Focus is on creating a

continuously improving

system; NOT on creating the most optimal system

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The Kanban Method:Visualize the work with a Board

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The Kanban Method:Applying “Andon” in software Visually signal an

abnormal situation...

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The Kanban Method:Value Stream

Through metrics you can evaluate your efficiency. How much time spent on value add vs non value add

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The Kanban Method:Make the connection...?

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The Kanban Method:Establishing Pull (Just In Time)

We don’t want to: Build features that nobody needs right

now Write more specs than we can code Write more code than we can test Test more code than we can deploy

Work on Tickets/ Transactions that are not priority

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The Kanban Method:Limiting Work-In-Progress (WIP) Reduce multi-tasking

Prevent context switching Performing tasks one-at-a-time yields

results sooner Maximizes throughput Enhances teamwork

Working together to make things done Increase cross-functionality

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The Kanban Method:Making policies explicit Policies are not evil

Defining policies vs QMS A framework for common understanding across all team

members For example:

Process Flow Input Cadence; Output Cadence WIP Limits Definition of “Done” Entry and Exit Criteria (moving from one stage to another) Handling rework

Should the card be send back on the work board OR stay in the same lane till it is reworked?

Handling Class of Service How to handle Expedite cards?

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The Kanban Method:Continuous Feedback with Retrospectives

Appreciations

Puzzles

Risks

Wishes

Actions

Let everyone write their own points on a post-it and stick it on the white board

What do they mean: Puzzles: Questions for which

you have no answer, represented by a question mark.

Risks: Future pitfalls that can endanger the project, represented by a bomb.

Appreciations: What you liked during the previous iteration, represented by a smiley face.

Wishes: Not improvements, but ideas of your ideal project, represented by a star.

Within IT…

Proliferation of Kanban Boards

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Product Development23

Deferred Commitm

ent!

Don’t discard once

in this stream!

Consider keeping WIP high here so

that you have a large number of options to play

with

Reject/ Discard

from this lane

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System Administration

Courtesy: Mattias Skarin

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Operations

Courtesy: Mattias Skarin

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L1 Support

Courtesy: Mattias Skarin

L2, L3 Support

Courtesy: Mattias Skarin

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Kanban leading to Lean execution

Goal 1: Optimize Existing Processes Introduction of visualization and the

limiting of work-in-progress (WIP) catalyzes change with minimal disruption

Goal 2: Deliver with Higher Quality Limiting WIP and defining policies

for work prioritization brings greater focus on quality

Policies can also address quality criteria

Goal 3: Improve Lead Time Predictability Direct correlation between the WIP

size, lead time and defect rates Limiting WIP makes lead times

dependable Keeps defect rates low.

Goal 4: Improve Employee Satisfaction Kanban reduces context switching

and pulls work at the rate the team can complete it.

Working at a more even, predictable pace, means employees are never overloaded.

Goal 5: Provide Slack to Enable Improvement Creating slack in the value chain improves

responsiveness to urgent requests and bandwidth to enable process improvement and quality improvement

Goal 6: Simplify Prioritization Enables fast reprioritization to accommodate

changes in the market

Goal 7: Provide Transparency on the System Design and Operation Improved visibility builds trust with

customers/managers Shows the effects of actions or inactions =>

improves collaboration

Goal 8: Enables Emergence of a “High-Maturity” Organization As improvements are implemented,

organizational maturity improves leading to better decision making and improved risk management

Risk, managed appropriately, brings predictable results

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Applying Lean to Software:Reducing Muri and Muda Muri (overburdening)

Overload Overburden Congestion Perversity

Mura (variability in flow) Unevenness Imbalance Fluctuation Irregularity Deviation

“Stop Starting Start Finishing” reduces inventory, overproduction

Focus on reducing WIP reduces Context Switching

You don’t get the specialist resource when you need it People or infrastructure

Waiting for critical information to come so that you can start

Hidden or abrupt “new” work

Too much variety of work (size and complexity)

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Let us understand the Engineering methods influenced by TPS/Lean

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Jidoka: Build Quality In

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Jidoka in Software Engineering...Behaviour Driven Development

Test Driven Development

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Jidoka in S/W EngineeringBuild Automation

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Jidoka in S/W EngineeringContinuous Integration

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Thank you for your time today...

For any questions or clarifications, you can reach me at: @sudiptal slahiri@digite.com

Join: Limited WIP Society Bangalore/Pune Chapters

I share my experiences at: http://www.swiftkanban.c

om/blog/sudipta-lahiri http://sudi-

thoughts.blogspot.in/

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