That is fantastic advice, Paul. You introduced me to lean manufacturing many years ago during lean tour 12, and since then, I've never stopped sharing and used them daily. These are few tips, how my team uses them, and where we started. First, we started with a very simple thing. We memorize what Taichi Ohno sad and repeat it every morning till everyone remembers it. Actually not, everyone feels it. Yes, yes, everyone must feel it. This is the quote "All we are doing is looking at the timeline, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the timeline by reducing the non-value adding wastes." It has four main components: customer, product, time, and waste. In other words, we try to deliver a valuable product to our customer in no time. And we are reducing this delivery time (lead time) by eliminating waste. Where to look for waste in the IT team? It is very simple. We defined what value-added actions are, and then we are eliminating the non-value-added ones. Where to look for value-added actions in the IT development process? Another quote is helping us here. "Only the actions or thoughts, which create or modify a product, are value-added." What does it mean in the IT development world? Only when the developers are typing code or drawing a product design on a whiteboard are value-added actions. The rest is the waste. The study of 4000 IT companies shows the best of them make only 7% of value-added actions while working on a product.
I practice LEAN even getting in and out of elevators, I rotate my body close to the door, know exactly where my floor button is etc, and it is like magic, people wonder how I get in and out so fast, it is insane.
A lot of people have architectural degree, but they are not real architects. On other side, some people very talent and self thought, they become an artists with out formal degree . However, it is still much easier to have a degree if a one wants to become an architect
Its hard facing the fact that some people are just not ready to leave normalised chaos. If they have a crazy business and have sacrificed their energy, time, relationships (including with employees and customers), sleep, self care and eating well, they are most likely going to be heavily emotional, reactive and self invested in their situation. It takes time for awareness to arise and hopefully one day they can put themselves aside and try out lean engineering in THE business (not their business) :) Let's be glad we have come to live a lean life ourselves and hope more people come to live this way :)
Paul, you've really hit the nail on the head here. You are speaking to creating "pull" with Lean adoption, or creating the environment where others see your results and say "Hey, that looks good! I want that for myself!" Any time I've tried to "push" Lean principles, I have failed to get meaningful buy-in. Would you say creating "pull" is the "flow" of Lean adoption?
@@nicholasdavidson5683 Hi Nicholas, when I think of the term "push" in regards to lean adoption, I'm referencing situations where one might try to force, or push Lean principles on other people or groups who may not be interested in the concepts. Paul always has great commentary on this, but I've personally found the only truly sustainable lean adoptions are when folks really desire the outcomes they see you achieving, and say "I want some of that!". Think of it this way; when a street food vendor creates impressive visual food that also smells fantastic, he will not have to work too hard to sell. Folks walking by will say "oh, I gotta have some of that". It's much easier to create something great, which will naturally draw others in.
That is fantastic advice, Paul. You introduced me to lean manufacturing many years ago during lean tour 12, and since then, I've never stopped sharing and used them daily. These are few tips, how my team uses them, and where we started.
First, we started with a very simple thing. We memorize what Taichi Ohno sad and repeat it every morning till everyone remembers it. Actually not, everyone feels it. Yes, yes, everyone must feel it. This is the quote
"All we are doing is looking at the timeline, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the timeline by reducing the non-value adding wastes." It has four main components: customer, product, time, and waste. In other words, we try to deliver a valuable product to our customer in no time. And we are reducing this delivery time (lead time) by eliminating waste.
Where to look for waste in the IT team? It is very simple. We defined what value-added actions are, and then we are eliminating the non-value-added ones. Where to look for value-added actions in the IT development process? Another quote is helping us here.
"Only the actions or thoughts, which create or modify a product, are value-added." What does it mean in the IT development world? Only when the developers are typing code or drawing a product design on a whiteboard are value-added actions. The rest is the waste. The study of 4000 IT companies shows the best of them make only 7% of value-added actions while working on a product.
I practice LEAN even getting in and out of elevators, I rotate my body close to the door, know exactly where my floor button is etc, and it is like magic, people wonder how I get in and out so fast, it is insane.
I am trying so hard to put process in place. We only started our business two years ago and never expected to grow so fast.
A lot of people have architectural degree, but they are not real architects. On other side, some people very talent and self thought, they become an artists with out formal degree . However, it is still much easier to have a degree if a one wants to become an architect
Its hard facing the fact that some people are just not ready to leave normalised chaos. If they have a crazy business and have sacrificed their energy, time, relationships (including with employees and customers), sleep, self care and eating well, they are most likely going to be heavily emotional, reactive and self invested in their situation. It takes time for awareness to arise and hopefully one day they can put themselves aside and try out lean engineering in THE business (not their business) :)
Let's be glad we have come to live a lean life ourselves and hope more people come to live this way :)
Thanks Paul, I shared your content with my parents and we all been improving things all around us thanks to you and love it!
Loving the beard Paul!
Paul is inspirational as always! Great reminder just to focus on one thing!
Paul, you've really hit the nail on the head here. You are speaking to creating "pull" with Lean adoption, or creating the environment where others see your results and say "Hey, that looks good! I want that for myself!" Any time I've tried to "push" Lean principles, I have failed to get meaningful buy-in. Would you say creating "pull" is the "flow" of Lean adoption?
Can you elaborate on push lean? I love seeing flow in systems :) it's like being neo in the matrix when he sees the code haha
@@nicholasdavidson5683 Hi Nicholas, when I think of the term "push" in regards to lean adoption, I'm referencing situations where one might try to force, or push Lean principles on other people or groups who may not be interested in the concepts. Paul always has great commentary on this, but I've personally found the only truly sustainable lean adoptions are when folks really desire the outcomes they see you achieving, and say "I want some of that!". Think of it this way; when a street food vendor creates impressive visual food that also smells fantastic, he will not have to work too hard to sell. Folks walking by will say "oh, I gotta have some of that". It's much easier to create something great, which will naturally draw others in.
Another great video Paul
Wao, you are looking great!