Lean Principles in Testing, IT and Life - IITPSA€¦ · 1000 min Work In Progress = 201 pages @...

©Test and Data Services (Pty) Ltd –www.testdata.co.za

Lean Principles in Testing,

IT and Life

Wayne Mallinson

Test and Data Services

[email protected]


All the findings from our survey support one compelling and consistent

conclusion: Toyota's customer base is insulated because of its consistent

and high customer satisfaction levels in the past," Dholakiasaid. "The long-

term prognosis is promising.

Su

rve

y:

To

yo

ta o

wn

ers

ma

inta

in h

igh

o

ve

rall s

ati

sfa

cti

on

de

sp

ite

rec

alls

Published: Friday, March 5, 2010 -12:50 in Physics & Chemistry

A report released today by Rice University's Jones Graduate School of Business

found that despite the 8 million Toyota vehicles recalled since October 2009,

current Toyota owners are not yet wavering in their support of or satisfaction with

the company.

8/1

0•Toyota appropriately handled issues with the brake-pedal recall.

•This incident is an outlier.

•Toyota typically has a strong reputation for quality.

•The recall shows Toyota's commitment to customer safety.

“A

re

serv

oir

of

bra

nd

eq

uit

y”


Reasons to Consider Lean

Reasons to Consider Lean

�S

peed

:Toyota has the fastest development process in the world

�L

ow

Defe

cts

:Toyota’s cars had least defects for the first three years of

ownership, and this amounts to approximately one third of the problems of

US and European brands

�V

isio

n:Long term vision and a good one. They put their money where their

mouth is

�C

ap

ab

ilit

y:They keep improving

�P

rofi

t:Toyota’s annual profit

for the year ended March 2003

was 8.13 billion dollars –

bigger than the combined

earnings of General motors,

Chrysler, and Ford

GM

Toyota

Ford

$

Gross Margin


Some More Reasons

Some More Reasons

In Service Organisations . . .

In Service Organisations . . .

�Lead time reductions of 37%, 54%, 66%, and

higher,

�Reduction in rework by 80%,

�Productivity increases of 29%

Relentless

Reflection

Consensus &

Implement

Go See for

Yourself

Respect

Partners

Develop People

& Teams

Grow Leaders

Flow

Pull

Level the

Workload

Stop and Fix

Culture

Standard

Work

Visual

Controls

Reliable

Technology

Long Term

Philosophy

Le

an

:T

oyo

ta’s

14

M

an

ag

em

en

t P

rin

cip

les

(TP

S)

Rig

ht

Pro

ces

se

sP

eo

ple

&

Pa

rtn

ers

Re

al P

rob

lem

So

lvin

g

Principles from -Jeffrey K Liker:

Th

e T

oy

ota

Wa

y14

Man

age

me

nt

Prin

cip

les f

rom

th

e W

orld

’s

Gre

ate

st

Manu

factu

rer

McG

raw

-H

ill,

200

4

Wo

rk s

yste

m

Do the right thing for the

company, its employees,

the customers, and

society as a whole.

Relocation of truck bed

plant from California to

Mexico, 2001

600 Employees at stake

Not Just $$$

Over- production

Inventory

Extra Processing

Steps

Motion

Defects

Transportation

Waiting

Th

e S

even

Waste

s o

fM

an

ufa

ctu

rin

g

Wa

ste

Ex

erc

ise

Over- production

Inventory

Extra

Features

Requirements

Extra Processing

Steps

Extra Steps

Motion

Finding Information

Defects

Defects notCaught

Transportation

Waiting -Include

Customers

Waiting

Handoffs

Th

e S

even

Wa

ste

s o

fM

an

ufa

ctu

rin

g

Po

pp

en

die

ck’s

Tra

nsla

tio

n f

or

IT(2

00

2)

An

op

po

rtu

nit

y l

os

tto retain or win customers, a

Failure to establish rapport, ignoring customers,

unfriendliness and rudeness

Inc

orr

ec

t in

ve

nto

ry.Being out of stock, unable to get

exactly what was required, substitute products/services

Du

pli

ca

tio

n, having to re-enter data, repeat details

on form, copy information across, answer queries

from several sources in organisation

Un

cle

ar

co

mm

un

ica

tio

n, seeking clarification,

confusion over product or service use, wasting time

finding a location that may result in misuse/duplication

Err

orsin service transaction, product defects in the

product/service bundle. Lost or damaged goods.

De

laycustomers waiting for service, delivery,

queues, not arriving when promised.

Bic

he

no

(2

00

8)

Th

e L

ea

n T

oo

lbo

x f

or

Se

rvic

e S

yste

ms

, PICSIE Books

Suggests the following wastes in ‘services’

Un

nec

es

sa

ry m

ove

me

nt, Queuing several times,

lack of one-stop, poor ergonomics in service

Over- production

Test over-coverage

Over-documenting

Inefficient use of

Human Capital

Inventory

Extra

Features

Requirements

Test cases

Un-cleared bugs

Inefficient use of limited

natural resources

Extra Processing

Steps

Extra Steps

Over-precision,

Redundant/Weak tests

Motion

Finding Information

Unnecessary test

repeat cycles

Defects

Defects notCaught

Defects not

prevented now

Transportation

Waiting, Status repeating

Waiting -Include

Customers

Waiting

Handoffs

Walking, (Foggy directions

‘All over the place’)

Th

e S

even

Waste

s o

fM

an

ufa

ctu

rin

g

Po

pp

en

die

ck’s

Tra

nsla

tio

n f

or

IT(2

002)

Mall

inso

n’s

‘Ad

dit

ion

als

’fo

r T

esti

ng

(2010)

Unexploited opportunities

Customer Ambiguity

Wrong system

Human Factors

Mall

inso

n’s

Oth

er

Waste

s o

r W

aste

So

urc

es (

2010)

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Value

Value Stream

IN

Wid

gets

Co

mp

lete

Sc

rap

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Req

uir

em

en

ts

Co

mp

lete

Sc

rap

IN

Value

Value Stream

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Req

uir

em

en

ts

Co

mp

lete

Sc

rap

IN

Value

Value Stream

10 mins

100 pages

100 pages

1000 min

1000 min

Cyc

le t

ime

= 2

01

0 m

inu

tes

(3

3.5

Ho

urs

)

Cyc

le t

ime

= 1

0 m

inu

tes

(0

.17

Ho

urs

)

10 mins

0 min

0 min

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Req

uir

em

en

ts

Co

mp

lete

Sc

rap

IN

Value

Value Stream

10 mins

100 pages

100 pages

1000 min

1000 min

Cyc

le e

ffic

ien

cy =

10

/20

10

x 1

00

% (

0.5

%)

Cyc

le e

ffic

ien

cy =

10

/10

x 1

00

% (

10

0.0

%)

10 mins

0 min

0 min

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Req

uir

em

en

ts

Co

mp

lete

Sc

rap

IN

Value

Value Stream

10 mins

100 pages

100 pages

1000 min

1000 min

Wo

rk I

n P

rog

res

s =

20

1 p

ag

es

@ £

20

/Pa

ge

= £

40

20

10 mins

0 min

0 min

Wo

rk I

n P

rog

res

s =

1 p

ag

e @

£2

0/P

ag

e =

£2

0 (

99

.5%

Le

ss

)

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Req

uir

em

en

ts

Co

mp

lete

Sc

rap

IN

Value

Value Stream

10 mins

100 pages

100 pages

1000 min

1000 min

Be

fore

Desk Space down 50%, Floor space down 33%, Energy costs down 20%

Aft

er

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Req

uir

em

en

ts

Co

mp

lete

Sc

rap

IN

Value

Value Stream

10 mins

100 pages

100 pages

1000 min

1000 min

Va

lue

Ne

ce

ss

ary

No

Va

lue

A

dd

(N

NV

A)

No

Va

lue

(NV

)

Store new requirements

Process requirements

Store completed requirements

Reject scrap requirements

� ��

� ��

� ��

� ��

Value is only what is value

in the eye of the final end

customer. It is product

specific

Perfection

Flow

Pull

Le

an

:F

ive

Ke

y

Pri

nc

iple

s

Value

Value Stream

Req

uir

em

en

ts

Co

mp

lete

Sc

rap

IN

100 pages

100 pages

Aft

er

Aft

er

Pe

rce

nt

Co

mp

lete

an

d F

inis

he

d =

Sa

y 8

0%

4 Major

Defects/Page

Cost to fix a requirement

defect = £20 on average =

£80/page

=> 2

01

pa

ge

s x

£80/page

= £

16

,08

0

Costs to fix

damaged

Stock

increase over

time

Cyc

le t

ime

s u

p

Cyc

le e

ffic

ien

cie

s d

ow

n

Co

mp

an

y W

IP u

p

ST

OP

De

fec

t re

du

cti

on

fro

m

lea

rnin

g

Cle

an

Ba

gF

old

Bo

x?

Cle

an

Fo

ldC

lea

nF

old

Ins

pe

ct?

Sh

ip

Sto

re

De

sig

nS

hip

Cle

an

Fo

ldB

ag

& B

ox

Cle

an

Fo

ldB

ag

& B

ox

Sto

re

Ste

ps

Sh

ip

Sh

ip

Su

pe

rvis

or

PL

2

Co

un

t?

Le

an

in

oth

er

Ind

us

trie

s

Among notable corporate examples of Lean IT adopters is

UK-based grocer Tesco, which has entered into strategic

partnerships with many of its suppliers, including Procter &

Gamble, Unilever, and Coca-Cola, e

ve

ntu

ally s

uc

ce

ed

ing

in

re

pla

cin

g w

ee

kly

sh

ipm

en

ts w

ith

co

nti

nu

ou

s d

elive

rie

s

thro

ug

ho

ut

the

da

y. By moving to eliminate stock from either

the back of the store or in high-bay storage, Tesco has gotten

markedly closer to a just-in-timepull system.

Extracted March 2010 -http://en.wikipedia.org/wiki/Lean_IT

http://www.greenwisebusiness.co.uk/ne

ws/new-tesco-store-slashes-carbon-

footprint.aspx

Le

an

Go

ve

rnm

en

t –

Ca

pe

Co

ral

Even

ts C

om

ple

ted

Sin

ce A

ug

ust

2007

The teams working with these events have been successful meeting

their goals. They continue to look for other value streams and

continue the process improvements.

Sit

e D

evelo

pm

en

t R

evie

w–The goal was to reduce the cycle time

for the first review of commercial site plans from 28 days to five days.

Fir

e D

ep

art

me

nt

Recru

itin

g–The goal was to reduce the time to

hire a firefighter from 66 days to 30 days.

Pro

cu

rem

en

t–The goal was to reduce the time to obtain purchase

orders for less than $2,500 from six days to one day. The teamalso

wanted to find ways to consolidate the number of purchase orders

written throughout the City.

Extracted March 2010 -

http://archive.capecoral.net/fullstory.cfm?articleid=10374


Le

an

in

IT

Despite a trend towards increased Application

Development Management outsourcing to lower-wage

economies, the cost of developing and maintaining

applications can still consume more than half of the

total IT budget.

In t

his

lig

ht,

th

e p

ote

nti

al o

f L

ean

IT

to

in

cre

ase

pro

du

cti

vit

y b

y a

s m

uch

as 4

0%

wh

ile i

mp

rovin

g

the q

uali

ty a

nd

sp

eed

of

execu

tio

n m

akes

Ap

pli

cati

on

De

velo

pm

en

t M

an

ag

em

en

t a

pri

mary

targ

et

(th

e “

low

-han

gin

g f

ruit

,”so

to

sp

eak)

wit

hin

th

e I

T d

ep

art

men

t.

Kindler, Nosh B; Krishnakanthan, Vasantha; Tinaikar,

Ranjit.

Apply

ing L

ean t

o A

pp

lication D

evelo

pm

ent.

McK

inse

y Q

uart

erl

y,

Ma

y 2

007

AGILE

Plan-

Driven

? ?

FR AGILE

? ?AGILE

Plan-

Driven

Plain

Drivel

? ?AGILE

Plan-

Driven

AGILE

? ?Plan-

Driven

©Test and Data Services (Pty) Ltd –www.testdata.co.zaAg

ile

Ma

nif

esto

:

We are uncovering better ways of developing software by doing itand helping

others do it. Through this work we have come to value:

Ind

ivid

uals

an

d i

nte

racti

on

sover processes and tools

Wo

rkin

g s

oft

wareover comprehensive documentation

Cu

sto

mer

co

llab

ora

tio

nover contract negotiation

Resp

on

din

g t

o c

han

geover following a plan

Th

at

is, w

hile t

here

is v

alu

e i

n t

he ite

ms o

n t

he r

igh

t,

we v

alu

e t

he i

tem

s o

n t

he l

eft

mo

re.

http://agileelements.wordpress.com/2008/05/13/agile-in-a-single-page/

Balancing Agility

And Discipline

Ba

rry B

oe

hm

&

Ric

hard

Tu

rne

r

Op

tim

isin

g(Process, Documentation)

Lig

ht

He

avy

Adapting

(Skill, Understanding)

Lo

w

Hig

h

Typ

ical

Rig

oro

us

Meth

od

olo

gy

X

X

Typ

ica

l A

gil

eM

eth

od

olo

gy

Pe

rso

nn

el

Cri

tic

ali

ty

Cu

ltu

reS

ize

Dyn

am

ism

1

50

30

10

5

% R

eq

uir

em

en

ts C

han

ge

p

er

mo

nth

% T

hri

vin

g o

n C

ha

os

V

ers

us

Ord

er

90

70

50 30

10

30010030

10

3

Nu

mb

er

of

Pers

on

ne

l

Many LivesSingle Life

Lo

ss

Du

e T

oIm

pa

ct

of

De

fec

ts

(% L

eve

l 1

B)

(% L

eve

l 2

an

d 3

)

30

40

20 010

15 20

25

35

30

Essential

Funds

Comfort

Discretionary Funds

Pe

rso

nn

el

Cri

tic

ali

ty

Cu

ltu

reS

ize

Dyn

am

ism

1

50

30

10

5

% R

eq

uir

em

en

ts C

han

ge

p

er

mo

nth

% T

hri

vin

g o

n C

ha

os

V

ers

us

Ord

er

90

70

50 30

10

30010030

10

3

Nu

mb

er

of

Pers

on

ne

l

Many LivesSingle Life

Lo

ss

Du

e T

oIm

pa

ct

of

De

fec

ts

(% L

eve

l 1

B)

(% L

eve

l 2

an

d 3

)

30

40

20 010

15 20

25

35

30

Essential

Funds

Comfort

Discretionary Funds

Balancing Agility

And Discipline

Ba

rry B

oe

hm

&

Ric

hard

Tu

rne

r

Ag

ile

Ag

ile

Pla

n-D

riven

Pla

n-D

riven

Su

pp

ly

Ch

ain

Cu

sto

me

rC

urr

en

t

Va

lue

Str

ea

m M

ap

Hig

h-L

eve

l

Re

qu

ire

me

nts

So

luti

on

Sp

ec

ific

ati

on

De

tail

ed

Re

qu

ire

me

nts

Co

de

dC

om

po

ne

nt

Te

ste

d

Co

mp

on

en

tIn

teg

rati

on

-Te

ste

d

Sys

tem

Te

ste

d

Ac

ce

pta

nc

eT

es

ted

En

vir

on

me

nts

Bu

ild

En

vir

on

me

nts

Pro

cu

re E

nvir

on

me

nts

Te

st

Ex

ec

uti

on

Pro

jec

t m

an

ag

em

en

tC

on

fig

ura

tio

n m

an

ag

em

en

tD

efe

ct

ma

na

ge

me

nt

Tra

inin

g

Sta

ffin

g

Su

pp

ly

Ch

ain

Cu

sto

me

rC

urr

en

t

Va

lue

Str

ea

m M

ap

Hig

h-L

eve

l

Re

qu

ire

me

nts

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luti

on

Sp

ec

ific

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on

De

tail

ed

Re

qu

ire

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om

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ne

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on

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on

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ild

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on

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Pro

cu

re E

nvir

on

me

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st

Ex

ec

uti

on

Pro

jec

t m

an

ag

em

en

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on

fig

ura

tio

n m

an

ag

em

en

tD

efe

ct

ma

na

ge

me

nt

Ex

pe

cta

tio

n m

an

…

No

w a

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ch

an

ges…

Tra

inin

g

Sta

ffin

g

Su

pp

ly

Ch

ain

Cu

sto

me

rF

utu

re

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lue

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ea

m M

ap

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rie

s

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sk

s

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mo

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on

me

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ild

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vir

on

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re E

nvir

on

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st

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uti

on

Pro

jec

t m

an

ag

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en

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on

fig

ura

tio

n m

an

ag

em

en

tD

efe

ct

ma

na

ge

me

nt

Ex

pe

cta

tio

n m

an

ag

em

en

t

No

w a

dd

ch

an

ges…

to n

ext

Sp

rin

t

Tra

inin

g

Sta

ffin

g

Co

lla

bo

rati

on

Sp

rin

t N


The agile and lean approaches to software development have much

in common:

They both strive to improve software quality, reduce waste, increase

developer productivity, accept changes to requirements, and prize

meeting the customer's real needs.

What's different is their philosophy.

Agile is primarily about software development praxis and typically

only makes glancing contact with the business, in the person of the

"customer" and via "stories." Lean tries to encompass the entire

scope of the business, including the supply chain, rather than limit

itself to software development.

After 13 may 2009, Infoworld, Martin Heller

Le

an

an

d A

gil

e -

A

In summary,Agile and

Lean are generally very

complementary when it

comes to developing

integration software

components. Lean

however goes

somewhat further in

providing sustainable

practices. My best

advice is to select

techniques from both

practices and

continuously learn and

improve them in your

organization. In other

words use Lean AND

Agile.

by John Schmidt

www.blogs.informatica.com

and search for lean

Le

an

an

d A

gil

e -

B


Point solutions versus whole system

Le

an

an

d A

gil

e -

C

IT emphasis versus whole business

Culture

History and traditions

Standard work

Levelling work load

Understanding

Learn by doing

Seven wastes

Five whys

Visual management

Deming Cycles

Focus –one piece flow

Autonomy

Feedback

Scalability

Business context

Kaizen

Takttime

Management support levels

Voice of Customer

Suppliers


�Toyota Production System (TPS) worth researching

�Lean: Auto production -> manufacturing -> services -> IT -> testing

�Challenges

�Silo mentality

�Culture change

�Long term thinking

�Lean and mean?

�Worth understanding differences –Use both

�Business benefits –Job satisfaction, work leveling.

�Home –What adds value? What doesn’t?

�Self –Continuous improvement

�Relentless reflection

�Counter-measures

�Percentage complete and finished?

Co

nc

lus

ion

s


Contact Details

Contact Details ––Test and Data

Test and Data

Services (Pty) Ltd.

Services (Pty) Ltd.

Ga

ute

ng

Off

ice

Tel: 011 848 7600

email: [email protected]

Web: www.testdata.co.za

For details of our 1 day ‘Lean’training

course contact Loraneon 011 848 7600 or

email [email protected]

Lean Principles in Testing, IT and Life - IITPSA€¦ · 1000 min Work In Progress = 201 pages @...

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Transcript of Lean Principles in Testing, IT and Life - IITPSA€¦ · 1000 min Work In Progress = 201 pages @...