Move 1. Introduction & Bio. Keith Deibert. SD Manufacturing & Technology Solutions Business Advisor. Blake Sandnes. Chief Engineer RMS Roller-Grinder

Transcription

1 Move 1 Introduction & Bio Keith Deibert SD Manufacturing & Technology Solutions Business Advisor Blake Sandnes Chief Engineer RMS Roller-Grinder

2 2 Move 2 Lean Product Development (LPD) SCRUM SCRUM The Art of Doing Twice the Work in Half the Time By Jeff Sutherland Origins in Rugby; team works together to move the ball down field.

3 3 SCRUM For Lean Product Development MTS has searched for a Lean Product Development Tool for 5 years SCRUM fills the void (LPD SCRUM)

4 4 SCRUM Mimics how people actually work, not detailed planning. Start a project and check in regularly. Determine what work is of value to the project; 80% of what you need is found in 20% of the work.

5 5 SCRUM Hard to predict when a project ends when you haven t started. Based on Lean principles of FLOW. Get something to work and show how it advances the project -- Sprints

6 6 Move 3 Story of the FBI 9/11 brought focus to they had the information to stop it but couldn t connect the dots. Sentinal: 4 years $500 million = ½ done 200 plus staffers to years more to 9 months $350 million additional to $20 million

7 7 SCRUM If SCRUM could work with software why not hardware or products? Enter Lean Product Development using principles of SCRUM (LPD SCRUM)

8 Miscrosoft Project Plan Waterfall Chart Business Cycles are shorter today. 8 Project Management Institute (PMI) uses Agile

9 Innovation Product Development. CREATE TOOLS COMMUNICATE TOOLS COMMERCIALIZE TOOLS 1/3 (30 90 Days) $ 5% /3 $ 95% 2-3 sales $ services CREATE New Capture Existing Ideas Customer Problem Promise Proof Difference Concept Math Model ($+ Costs) Threats (unknowns) LPD Stagegate Design 6 σ FFFC SCRUM Faster (6x) Less Risk (30-80%) Define Discover Develop Deliver Fail Fast Fail Cheap

10 10 SCRUM OODA Observe, Orient, Decide, Act Hesitation can create a death spiral in projects Don t guess use PDCA to test the results

11 11 Move 4 Teams Teams increase speed Teams job is to get the project done, Managements to set the goals and get out of the way Team has every skill needed to get the project done Small teams better than larger: Brookes Law-more resources slows the team down, increased need to communicate member Cross Functional

12 12 Roles Project Owner identifies and guides the team to the right solution (Inspiration and Energy for the team) In charge of what the product should be. Represents the Customer. SCRUM Master facilitates team, leads continuous improvement and corrective actions (Discipline) In charge of how SCRUM works Team members do the work Cross Functional

13 13 Time Visual management of the project Backlog, Doing, Done Sprints 1, 2 or 3 week work cycles Time is finite, treat it that way Consistently set work amount to keep Sprints consistent Regular, set, short period Sets up a rhythm, once assigned nothing gets in the way At end of Sprint you must have a deliverable, a working piece of the project.

14 14 Time Daily stand up meeting; 15 minutes or less What did you do yesterday? What will you do today? What are the obstacles (SCRUM Master helps overcome)? It s not a report out but tells your story One meeting a day, this one Everyone quickly knows everything about the project and this Sprint

15 15 Move 5 Multitasking It doesn t work. It s ineffective and inefficient. Don t believe your own lies. People don t multitask because it works they do it because they are easily distracted. Do one project at a time, change over time is significant

16 16 Research Proves Number of Simultaneous Projects Percent of Time Available per Project Loss to Context Switching 1 100% 0% 2 40% 20% 3 20% 40% 4 10% 60% 5 5% 75% Traditional strategy: Everything is important! Do it all at once! Agile strategy (SCRUM): Prioritize and Focus

17 17 How much is enough? Working less will make you more productive. More done in hours than 70 hours, twice as much. Overworked employees get distracted and make more mistakes which leads to rework. You can only make a limited amount of decisions a day until your ability to think erodes.

18 18 Plan Reality, Not Fantasy The act of planning is seductive, the planning becomes more important than the doing. Longer is takes the more the fantasy. Short Stories allow for better planning Estimate amount of work using Fibonacci Sequence to estimate: 0,1,1,2,3,5,8,13 Average team members input The more you do it the more accurate you get at estimating Calculate and Measure Velocity

19 19 No A.. holes Don t be one and don t allow the behavior Anyone who causes emotional chaos, inspires fear or dread, or demeans or diminishes people needs to be stopped cold. It s real it happens it isn t always the boss Cancer spreads Happy People do more work And they do it Faster

20 Story 3 Story 2 Story 1 Story 4 20 Move 6 Project/Team: SCRUM Team 1 Backlog To Do In Progress In Review Done Represent Sprints

21 The SCRUM Recipe Pick a Product Owner 2. Pick a Team 3. Pick a SCRUM Master 4. Create and Prioritize a Product Backlog 5. Refine and Estimate a Product Backlog 6. Sprint Planning 7. Make Work Visible 8. Daily Stand Up (Daily SCRUM) 9. Sprint Review/Demo: show how that piece works 10.Sprint Retrospect 11.Immediately start next Sprint

22 22 Team War Room: Collaborative Workspace

23 23 Lean Product Development (LPD) SCRUM SCRUM The Art of Doing Twice the Work in Half the Time By Jeff Sutherland Origins in Rugby; team works together to move the ball down field.

24 24 Move 7 Personal KanBan

25 25 Move 8 Questions? Interest level/need? Here s how MTS can help.

26 26 Move 9 MTS Delivery Model LPD SCRUM Train, coach and mentor initial Project Build companies internal capability with a project Innovation + LPD SCRUM Innovation Train, coach and mentor initial Project LPD SCRUM Train, coach and mentor initial Project

27 LPD SCRUM Plan Session 1: Training on LPD SCRUM methodology and tools (8 hours) Session 2: Form The Team and Identify the Project (4 hours) Session 3: Project Owner and SCRUM Master Roles (4 hours) Sessions 4,5 : Stand Up Meeting, Sprints, Visual Management (4 hours) Sessions 6,7,8: Stand Up Meetings, coaching, mentoring (2 hours) Sessions 9: Management Review Sessions spread-out over 8-10 weeks.

28 Innovation Plan Session 1: Training on Innovation methodology and tools (8 hours) Session 2: Set the Strategic Focus Blue Cards (4 hours) Session 3: Identify the projects Yellow Cards (4 hours) Sessions 4,5,6,7,8: Cycles of Learning (30 minutes per project team), every week or bi-weekly. Sessions 9: Management Review Sessions 10,11,12: Cycles of Learning (30 minutes per project team), every week or bi-weekly. Sessions 13: Management Review Sessions spread-out over weeks.

29 Contact Information Keith Deibert SD Manufacturing & Technology Solutions Business Advisor Blanke Sandnes RMS Roller-Grinder