Agile & Lean

In today’s fast-paced and competitive world, our organizations must be quicker and adaptive to survive. Lean and Agile are both techniques that provide a focus on the tasks at hand and a continuous refinement and improvement of our organization’s capabilities. We seek to streamline, remove waste, and undertake actions that will continuously bring the organization to peak performance without sacrifice.

The right-hand side, you will see a number of links to other parts of the website associated with Agile and Lean. The upper menu provides a link to articles, podcasts, and videos along with a link to training aids and games. The lower menu contains links to tools and discussion boards where you can pose and answer questions and comment.

Agile

There are times when the best solution for the project strategy is agile. Agile strips away many of the processes relying instead upon the ability and talent of the team to discover, overcome or circumvent the obstacles presented. Predominantly used for software, though not exclusively, agile can be a quick way to respond to the unknowns in the product development effort. This area contains, product backlog, sprint backlog, estimating techniques, burn down charts, and retrospective. This area also contains a significant level of learning organization discipline.

Lean

Lean consists of a set of principles and techniques often associated with efficient and cost effective manufacturing. These tools and techniques are designed to eliminate waste in whatever form it may take, from scrap or reworked material to idle time and material flow and inventory. The approach is that of continuous and incremental improvement.

What makes sense in Scrum Projects, Joe Dager and Jon M. Quigley

Guardrails, Reciprocal Agreements, Essays and Discussions

Gemba Walk, Agile Development, No Right Way

Gemba Walk

Go to the place where the work is performed, that is the Gemba walk.  This does not apply just to manufacturing, but also line managers and their respective departments as well as to project management. You want to know what is going on, what could be better, go unto the work space and watch and […]

5S

If you have spent any time in the automotive industry you have probably spent time working within a system called the 5S.

Mura (unevenness)

The unevenness or mura of the work wreak havoc on our work. Project demands fluctuate and working on multiple projects likewise creates or exacerbates the unevenness. In product development work can get heavy around gate reviews as the project must accomplish certain expectations and milestones are reviewed in the gate activities.  One functional department may […]

Muri – Overburden

Muri is waste associated with pushing people, processes and equipment beyond the limits or overburdening. An organization may be enamored of working large numbers of overtime hours, but any benefit for such some at a cost, and this is an example of overburdening. I once worked at a place in which the employees averaged being […]

Muda – Waste

For those familiar with the lean approach to the work or the Toyota Way, you my already know about the concept of Muda. Muda is one of the three categories associated with lean that impact performance and costs to the organization.  Muda is regarded to have seven waste types or areas or actions that cause waste. Over […]

Kanban and Visual Management

Kanban and Visual Management Kanban is a lean method for identifying and managing the work and the flow, and it does so by creating a pull through environment.  We will start by identifying the work we need to do. Each work item we need to do will end up on an individual card.  The cards […]

Project Organization Structure

If you have been a project manager for any time at all, you probably have experienced competing demands from the sponsors for the project.  The sponsor is the person(s) who drive the scope of the project in conventional projects.  In some instances, the project manager may find that there are in fact multiple sponsors and […]

Value, Scope and Change Requests

Value, Scope and Change Requests Change requests are part of any development project.  Change requests are sometimes necessary as we learn by building and doing the work.   In my experience, change requests often are born from requirements we thought we understood, only to learn by working with the product or system that we really did […]

What works: team participation

The team My first job out of university was with a small product development and manufacturing company. The company developed their own embedded products for sale all over the world.  I do not know how this collection of technicians and engineers ended up as a tight or as close when it came to work.  The group […]

What does not work – Queuing Theory

Queuing Theory Queuing theory is the study of waiting lines and is associated with business in determining resources needed to achieve service business throughput objectives, but it does not just apply to services and material handling. Queuing Theory and Billable Hours I have worked at companies that had a target for billable hours, that well […]

A3 Template with Instructions

Reducing Process Costs – Value Transformation Book

What is a Negative Margin Launch

Building a Cause and Effect Diagram

8D Template

CMMI Tracking

Pugh Matrix

Using Pareto Charts

TIEMP 02

Contact Value Transformation about Agile and Lean