Unit II Lean Production

II MCA
Course Code 24CA3311
III Semester
Dr P.G Sivagaminathan
 Lean Production

• Lean production, also known as lean manufacturing, is a production

methodology focused on maximizing value for the customer while
minimizing waste in the manufacturing process.
• It's about streamlining operations to deliver the right product, at the
right time, and in the right quantity, with minimal resources and
waste
 Lean Production

Key aspects of lean production:

•Eliminating Waste:
Lean production identifies and eliminates activities that don't add value to the customer, such as
excess inventory, defects, overproduction, waiting, and unnecessary movement.
•Continuous Improvement (Kaizen):
It emphasizes a culture of ongoing improvement, constantly seeking ways to optimize processes
and reduce waste.
•Just-in-Time (JIT) Production:
Producing goods only when needed by the customer, minimizing inventory and storage costs.
Value Mapping Stream
 Value mapping Stream

• Value stream mapping (VSM) is a lean tool used in agile development to visualize the steps
involved in delivering value to the customer.
• It helps identify bottlenecks, inefficiencies, and waste in the process, promoting continuous
improvement and a more efficient workflow.
• By mapping the flow of information and materials, VSM reveals where value is added and where
delays or non-value-added activities occur.
 Benefits of Value Stream Mapping

•Improved Flow:
VSM helps identify and eliminate bottlenecks, leading to a smoother and faster flow of work.
•Increased Efficiency:
By reducing waste and optimizing processes, VSM helps teams become more efficient and productive.
•Reduced Lead Times:
By streamlining the value stream, VSM can significantly reduce the time it takes to deliver value to the
customer.
•Enhanced Collaboration:
VSM provides a shared understanding of the workflow, fostering better communication and collaboration among
team members.
•Continuous Improvement:
VSM is a valuable tool for continuous improvement, enabling teams to regularly assess their processes and
identify areas for further optimization.
•Alignment with Agile Principles:
VSM aligns with agile principles by promoting transparency, collaboration, and continuous improvement.
 Lean Production
•Pull System:
Production is triggered by actual customer demand, rather than being pushed through the system.
•Focus on the Customer:
The ultimate goal is to deliver value to the customer by meeting their needs efficiently and effectively.
•Reduced Throughput Times:
By eliminating waste and streamlining processes, lean production aims to shorten the time it takes to produce and
deliver products.
•Increased Productivity and Quality:
Lean production can lead to higher productivity, better product quality, and reduced costs.

In essence, lean production is a philosophy and a set of practices that aim to create a more efficient, responsive,
and customer-focused manufacturing system. It's not just about cutting costs; it's about creating more value with
less cost.
 Tools Used in Lean
Manufacturing
Tools used in Lean Manufacturing

• 1. 5S: The 5S tool is instrumental in organizing the work area to eliminate waste resulting from poorly
organized spaces, reducing time wasted on searching for tools.
• 2. Andon: Andon serves as a visual feedback system for the plant floor, providing real-time production status
indicators, signaling when assistance is needed, and empowering operators to halt the production process if
necessary.
• 3. Continuous Flow: Continuous flow ensures that every item moves seamlessly through all process steps, as
opposed to working in batches.
• 4. Value Stream Mapping: Value stream mapping is a comprehensive tool that documents each step of the
production plan, accelerates process cycle times, detects and eliminates waste, and integrates improvements
into business practices.
 Tools Used in Lean Manufacturing

• Just-in-Time: JIT analyzes customer demands to determine which parts to produce, enabling the
production of items only when needed.
• Bottleneck Analysis: (Barrier slowing down the process) Bottleneck analysis provides a structured
approach to examining workflows, detecting, and addressing bottlenecks in the production process.
• Overall Equipment Effectiveness: OEE measures productive time and aids in analyzing and
optimizing production processes to reduce cycle times and boost efficiency.
• Kaizen: Kaizen fosters continuous improvement across various facets, including quality, technology,
processes, productivity, company culture, and safety.
• Heijunka: Heijunka aims to level the type and quantity of production, reduce batching, and create a
more efficient manufacturing process.
• Poka-Yoke: Poka-Yoke aims to prevent mistakes or defects by incorporating devices to prevent errors,
also known as mistake-proofing.
 SCRUM

• Scrum is one of the most popular agile frameworks in use today and rightly so- it
is used to develop complex products and systems. The name scrum is originally a
rugby term. In rugby, a scrum is a cluster of players trying to get the ball.
• In the field of project management, “scrum” refers to the brief meetings where
team members come together to talk about their successes relating to a project,
how far they’ve come, what the next steps are and any future challenges they
anticipate.
• The meetings are brief and concentrated, they result in an expedited product
delivery that boasts of higher quality.
 SCRUM
• To fully appreciate its importance, you first need to understand how the Agile
development process works. Agile is not a specific way of developing software, nor
is it a framework, instead it is a set of principles that give support to the continuous
evolution of software development methods. Agile development houses a number
of methodologies for software development built on iterative development.
•
In other words, it’s all about following various methods and using certain tools to
develop software. Scrum is one of these methods. Scrum’s main application is the
development of complex products and systems. It is grounded in the “do, check and
adapt” principle which is more of an empirical process. This process ensures
optimum productivity and results in greater control over any risks that may arise
and this is only possible when using two approaches – iteration and incrementation.
 Scrum
• The whole idea behind Agile Project Management with Scrum is to
give the end users exactly what they want.
• This can be achieved through “Sprints” or continuous feedback and
iterations.
• Sprints are meant to be short, but regular, cycles of no more than four
weeks for which a significant product increment is expected to be
presented.
SCRUM
 SCRUM
• To work on a Scrum project, you first need to understand that there
are three roles. These roles are:
• The Product Owner
• The Scrum Master
• The Scrum Team
 Product Owner Role
• The product owner is the one in-charge of the business side of the
project – person to be held accountable when processes do not
follow the right order.
• Being a primary stakeholder in the project, it is the Product Owner’s
responsibility to have a vision for what he needs.
• The ability to communicate that vision to the entire team also falls on
on his shoulders. This is an important step in the commencement of
Agile software development projects and it is usually done through
the product backlog.
• The product backlog is a list, usually arranged in order of priority, of
things needed to be done during the lifespan of the project.
 Product Owner
• The product owner role is an important one and should only be taken up by
someone who fully understands what the end users expect to see.
• It could be someone from the marketing or product testing department, but no
matter who it is, they should be able to clearly communicate what the users expect
to see from the project team.
• It’s also important the product owner has an idea of future trends in the niche and
what measures or features competitors are implementing as a means of gaining
more ground in the industry.
• However, that is also contingent on what type of product is being developed (e.g.
hardware or software).
• Although the product owner is primarily responsible for driving iteration goals
delivering the maximum business value, he is not a dictator- he must work with the
team to delegate responsibilities and work among team members.
• His main role is simply one of clarification, communication, and motivation.
 Product Owner

• Another task that the product owner is expected to undertake is the

approval of story acceptance criteria. T
• he PO role is to confirm that a story has been done using the criteria
for accepting stories.
• The PO is the de facto quality control and assurance.
• To effectively function in this role, it is paramount the PO come
equipped with great business skills as this is pertinent for decision
making and profitability actions.
 Scrum Master Role
• The Scrum Master is responsible for ensuring each member of the team
understands Scrum and their roles in it. He or she acts as a teacher and coach,
verifying certain team members adhere to the theory and practices of Scrum.
• He/She leads by example, wearing the cloak of patience while paying attention to
every aspect of the project. Working with the Product Owner, the Scrum Master
helps with management of the Product Backlog and developing techniques to
streamline it.
• As a facilitator, he helps the team arrive at a consensus on what they are expected
to achieve during a specified time frame. The Scrum Framework views the Scrum
Master as a servant leader because he/she is expected to take any action that will
help the team achieve greatness. To help the team achieve greatness, the SM is
responsible for removing any obstacles that impedes the progress of the team.
 Scrum Master Role

• Another way in which he helps the team shine is by ensuring they do not over-commit to sprints – the
main objective behind having regular sprints is to be able to present improved iterations, bearing in
mind that sprints are not expected to exceed a 4-week cycle. The purpose of the sprint is to deliver
quality results in a short time. However, if for any reason, members of the team are over-committed
during a particular cycle, it can cause stress and anxiety, hindering project growth instead of speeding
up quality results.
• As a teacher/ coach, the SM constantly challenges the team to develop new insights and stimulates
out-of-the-box thinking to help team members come up with solutions to nagging problems. That
being said, the role of the Scrum Master is not to solve issues for the team, but rather to provide
guidance for the team allowing them to discover the answers/solutions themselves. This is achieved by
asking the right questions in order to steer them towards the right answers.
• In summary, as a Scrum Master, when people look at you, they should see in you what working in Agile
environment looks like. You are a facilitator and mentor to the team. While not in charge of project
execution, your role is vital- you take center stage in the background, consciously putting yourself in
service as needed for the good of the team.
Scrum Master
• The main work within the Scrum Framework is carried out by a dedicated
Scrum team; this group of individuals work together to develop and deliver
the product. Ideally, it is a small cross-functional team, consisting of about 6
people (+,- 3 people) including business analysts, product testers and
developers, just to name a few.
• To effectively work together, the team members must have a common goal.
Additionally, they must adhere to Scrum rules and principles in order to
achieve the goals expected of a specific sprint. Earlier on, it was noted that
the Scrum Master was not responsible for the failure of the project team,
instead, it is the collective responsibility of the Scrum development team.
As a team they must accept the blame for project failures, they also all
share in the glory of a successful project.
• Members of the Scrum team are expected to report their daily
progress, along with any successes and challenges to the Scrum team
during daily stand-up meetings. No new Scrum team delivers a 100
percent on product increment in the first sprint, it generally takes
from 2-3 weeks to get the best performance out of any new Scrum
team. It takes time as members become accustomed to working
together and move through stages as they go from the position of
strangers to that of a united force.
• According to Dr. Bruce Tuckman, the development of small groups
goes through 4 recognizable stages: Forming, Storming, Norming and
Performing
• In the first stage, forming, members of the team are highly dependent on the leader for direction and
guidance – during this time, the leader is expected to answer many questions as individual roles are yet
unclear.
• During the storming phase, team members strive to establish themselves within the group; this is where
the competencies of a Scrum Master are tested.
• The next stage is the norming stage. In the norming phase, roles have been established and procedures
developed for getting things done. This stage opens the door for the Scrum Master to have more room to
act as a facilitator as opposed to the leader of a group.
• Finally, we have the performing phase, where members of the team pledge a 100% commitment to the
execution of the project. During this phase any disagreements that pop up are resolved fairly quickly and
decisions are made based on an agreed upon criteria.
• In this final stage, you now have an autonomous Scrum Team. The team is self-organized and empowered
to produce great results. They now understand the tasks expected, how to break down tasks, who is
responsible for performing which task and in what order the tasks are to be performed. In this well run
machine you can even begin to see team members appreciating or even picking up a thing or two from
each other’s fields of specialization.
 Crystal
• Crystal Agile methodology, created by Alistair Cockburn, is a family of
agile frameworks that prioritize people and their interactions over
processes and tools. It emphasizes adaptability and flexibility,
recognizing that each project and team is unique. Crystal
methodologies are not a one-size-fits-all approach, but rather a set of
guiding principles that can be tailored to specific project needs and
team dynamics.
 Crystal
Core Principles:
•People-centric:
Crystal places a strong emphasis on the skills, talents, and communication of team members.
•Adaptability and Flexibility:
It acknowledges that rigid methodologies don't work for every project and encourages teams to adjust
their approach based on project size, complexity,
and team dynamics.
•Frequent Delivery:
Crystal promotes delivering working software frequently to get feedback and adapt to changing
requirements.
•Continuous Improvement:
Teams are encouraged to reflect on their processes and practices, identifying areas for improvement
and optimizing their workflow.
•Transparency and Collaboration:
Open communication and collaboration are crucial for success within a Crystal framework.
 Crystal

Color-Coding and Team Size:

Crystal methodologies are often categorized by color, with each color representing a
different project size and risk level.
•Crystal Clear: Suitable for very small teams (typically less than 6-8 people).
•Crystal Yellow: Designed for slightly larger teams (around 10-20 people).
•Crystal Orange: For teams ranging from 20-50 people.
•Crystal Red: For larger teams (50-100 people).
•Crystal Maroon, Diamond, and Sapphire: Used for even larger and more complex projects
 Differences from Other
Methods

•Focus on People:
While other agile methods also value people, Crystal places a more explicit emphasis on the
individual team members and their interactions.
•Flexibility and Adaptation:
Crystal encourages teams to adapt the methodology to their specific needs, rather than strictly
adhering to a predefined process.
•Risk-Based Approach:
The color-coding system is based on risk assessment, highlighting the importance of adapting
the methodology based on potential project risks.