Lean software development and lean management: from a closed car factory re-energizing youth speaking

"It's the system that messed up the factory, not the people!" "The Fremont car assembly plant, which was closed by General Motors in 1982, was a near-collapse in labour relations and workers were drinking and gambling while working.
GM and Toyota set up a joint venture in 1984: NUMMI, which started the Fremont factory and re-hired the original worker. The workers were sent to Toyota in Japan to study the Toyota Production System (TPS), and in just three months, Nummi produced a nearly perfect car with a much lower cost than the previous factory period.

Continuous improvement

When you listen to the workers who have been sticking to the end of Nummi from the Fremont assembly plant, a recurring theme is teamwork. It may be a cliché, but for Nummi's employees, it's an incredible shock experience. The Toyota Production system is the highest priority in "quality built in products", and once the problem is identified, it must be resolved as soon as possible, and the system must be improved to ensure that the same problem does not occur again. It takes a worker to work with a manager before it can be done. When the worker discovers the problem, he can pull the rope (the famous "Light Pull Rope") call the manager, the manager comes over to help solve the problem. If the problem cannot be resolved within the allowed time, the worker can stop the production line until the problem is resolved. After that, the team will experiment and take corrective action to keep improving and prevent the problem from happening again.
These ideas-such as the main task of the manager is to help the workers, workers should have the power to stop the production line, everyone should participate in deciding how to improve the system-for NUMMI employees are revolutionary.

Respect for others

John Shook, who was the first American to work in Toyota, trained Nummi workers, said: "The workers learn new ways of working, feel a very strong emotional experience, and experience a way of working that really allows people to collaborate with one another-as a group." ”
Toyota's production system (TPS) works in stark contrast to traditional European and American management practices, which are based on the principles proposed by Taylor, the founder of scientific management. According to Taylor's theory, the role of a manager is to analyze the work and break it down into smaller, more independent tasks that are performed by specialized workers, who do not need to understand anything, but only to accomplish the specific tasks assigned to them.
Instead, the core of TPS is to create a culture of high trust. In this culture, everyone has a common goal of creating high-quality products on demand, and workers and managers are able to work together across functions to continually reinvent the system-sometimes even completely redesigned. The key to the success of TPS is its impact on workers. Taylor has turned workers into attachments to machines, and every day it is the job to carry out pre-engineered actions as quickly as possible. TPS, however, requires that workers continue to take control of their work through continuous improvement, allowing them to pursue higher goals in their work, giving them a degree of autonomy, allowing them to practice some of the improved ideas and implementing those proven ideas.

Lean thought House

In his book, "A large application guide for lean and agile development", Canadians have developed a lean thought House model based on the interior of Toyota's earlier version of TPS. ：

The House-shape chart clarifies the two pillars of lean thinking: respect for others and continuous improvement, which are unmatched in value beyond any other tool or practice, such as waste reduction, kanban tools, etc.

Other key factors related to this are:
1) Target
2) Basic
3) 14 Principles
4) Product Development

Toyota's lean product development philosophy has been a great success in manufacturing since its inception. Since the beginning of a wave of agile development in the field of software development in the 2001, Lean software development has been widely practiced and verified, and lean Kanban and scrum are the most mainstream management practices in agile development.
In particular, David Anderson's "Kanban method: The success of the gradual transformation of technology enterprises" has become a lot of software companies to implement lean Software Development Action Guide, Anderson found the first major problem is the business organizations in the software team often overloaded phenomenon, which caused deep harm to software developers, In turn, it hurts business organizations; The second major problem is that the new approach to the introduction of technology into the team inevitably encounters resistance and must find a way to minimize the resistance to change. The Kanban method uses the lean thinking paradigm, regards software development as a value stream and drives its flow based on pull patterns. "Value Stream" is the basic metaphor of lean thought and Kanban method, which brings forth a series of other elements, such as pull, WIP, batch scale, front time, blocking, bottleneck, buffer, throughput and improvement.

This article is a quote for Lean software development management, and other specific principles and practices we will step through in the following feature articles, including:
Value Flow
Kanban system
Stare at the front time
Putting on the thinking hat of economic income
Focus on latency costs
Limit WIP and continuous improvement
Using variability
Manage queues
Reduce batch Size
Large Enterprise Kanban
"Pull" design and development
Reduce waste
Test-driven development
Instantiation requirements
Continuous Delivery and DevOps
Quick Feedback
The essence of the lean management to the center
......

Something

With GM's bankruptcy in 2009, Nummi was forced to close in 2010. Then, it was acquired by the later famous automobile industry revolutionaries Tesla, entered a new legend!

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Lean software development and lean management: from a closed car factory re-energizing youth speaking