Introduction & Bio Keith Deibert SD Manufacturing & - - PowerPoint PPT Presentation

Keith Deibert

SD Manufacturing & Technology Solutions Business Advisor

Blake Sandnes

Chief Engineer RMS Roller-Grinder

Introduction & Bio

Move 1

Lean Product Development (LPD) SCRUM

SCRUM The Art of Doing Twice the Work in Half the Time

By Jeff Sutherland

2

Origins in Rugby; team works together to move the ball down field.

Move 2

SCRUM

• For Lean Product Development
• MTS has searched for a Lean Product

Development Tool for 5 years

• SCRUM fills the void

(LPD SCRUM)

3

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.

4

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

5

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 50
• 3-4 years more to 9 months
• $350 million additional to $20 million

6

Move 3

SCRUM

• If SCRUM could work with software

why not hardware or products?

• Enter Lean Product Development

using principles of SCRUM (LPD SCRUM)

7

Miscrosoft Project Plan – Waterfall Chart

8

Business Cycles are shorter today.

• Project Management Institute (PMI) uses Agile

Innovation -----------Product Development.

sales services

CREATE TOOLS

• CREATE New
• Capture Existing
• Customer
• Problem
• Promise
• Proof
• Difference
• Concept
• Math Model

($+ Costs)

• Threats

(unknowns)

• LPD
• Stagegate
• Design 6 σ
• FFFC
• SCRUM

1/3 (30 – 90 Days)

$ 5%

2/3

$ 95%

$

• Faster

(6x)

• Less Risk

(30-80%)

Discover Ideas

COMMUNICATE TOOLS COMMERCIALIZE TOOLS

Fail Fast Fail Cheap

100 10-15 5-10 3-5 2 - 3

Define Develop Deliver

SCRUM

• OODA
• Observe, Orient, Decide, Act
• Hesitation can create a death spiral in

projects

• Don’t guess use PDCA to test the

results

10

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

5---7----10 member Cross Functional

11

Move 4

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

12

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.

13

Time

• Daily stand up meeting; 15 minutes or less

– What did you do yesterday? What will you do today? What are the

• bstacles (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

14

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

15

Move 5

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%

16

Traditional strategy: Everything is important! Do it all at once! Agile strategy (SCRUM): Prioritize and Focus

How much is enough?

• Working less will make you more productive.
• More done in 45-50 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.

17

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”

18

“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

19

And they do it Faster

Project/Team: SCRUM Team 1

20

Backlog To Do In Progress In Review Done Story 1 Story 2 Story 3 Story 4 Represent Sprints

Move 6

The SCRUM Recipe

• 1. 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

21

Team War Room: Collaborative Workspace

22

Lean Product Development (LPD) SCRUM

SCRUM The Art of Doing Twice the Work in Half the Time

By Jeff Sutherland

23

Origins in Rugby; team works together to move the ball down field.

Personal KanBan

24

Move 7

Questions? Interest level/need? Here’s how MTS can help.

25

Move 8

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

26

Move 9

LPD SCRUM Plan

Session 2: Form The Team and Identify the Project (4 hours) Session 1: Training on LPD SCRUM methodology and tools (8 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.

Innovation Plan

Session 2: Set the Strategic Focus – Blue Cards (4 hours) Session 1: Training on Innovation methodology and tools (8 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 12-16 weeks.

Keith Deibert

SD Manufacturing & Technology Solutions Business Advisor 605-202-0641 keith.deibert@usd.edu

Blanke Sandnes

RMS Roller-Grinder BlakeS@rmsroller-grinder.com

Contact Information