Toc and kanban in embedded domain

TOC and Kanban in Embedded Domain

TOC & Kanban in Embedded DomainAn Experience shareRajith R & Girish HegdeHuawei Technologies India Pvt. Ltd.

HUAWEI TECHNOLOGIES CO., LTD.Slide title :40-47pt Slide subtitle :26-30ptColor::white Corporate Font :FrutigerNext LT MediumFont to be used by customers and partners : Arial

www.huawei.com

HUAWEI TECHNOLOGIES CO., LTD.

Slide title :32-35pt Color: R153 G0 B0Corporate Font :FrutigerNext LT MediumFont to be used by customers and partners : Arial

Slide text :20-22ptBullets level 2-5: 18pt Color:BlackCorporate Font :FrutigerNext LT MediumFont to be used by customers and partners : Arial

Top right corner for field-mark, customer or partner logotypes.

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The following nine groups of colors are an example of how our design colors can be used, please take note that you should only use one design color group per slide. For specific usage details, refer to the Typesetting Standard.

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The SCOPEKanban experience sharingNeed for changeGaps and challenges observed Strategies to overcome challengesBenefits seenPage 2Project BackgroundTOC Wave1

TOC Wave2

Learning





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Background - Business Line: 2010Huawei Indias Central R & D Business Line predominantly works on Platform Development for Telecom products (e.g. Protocol Stacks, NMS, OS Middleware, Data Middleware, Cloud based solutions, BI System and so on)Page 390% teams use agileTime-to-Market still a challenge.Wanted efficiency to improveFurther AnalysisLean Thinking to Improve EfficiencyVSM to find gaps in process flowDeeper analysis of lean practicesLead to considerThis is an experience sharing of one of the teams that used TOC and Kanban





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Project BackgroundPage 4

Maintain over 3M LOC300+ requirements/per yearDeployed In 500000+ NEs60+ protocols150+ Product teams

Network-critical NE: Network Elements LOC: Lines of CodeWe are a Market facing, platform development team and address the demands of various product family teams located worldwide, primarily Shenzhen China





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TOC Analysis to find & overcome limiting assumptions (2008)Page 5

What to changeWhy Change

What to change to

How to cause the changeWhere we arePRS process is time consumingLess HR to handle high loadHandling new requirement is not optimized

GAPBased on VOCMore lightweight Process?More HR better efficiency and faster delivery?Conflicts association with UDESystem Goal, constraint & GapConflicts and current realityDo it IID way - Follow agileManage HR better Deliver frequently using agile

Shared members, Increase availability for active componentsBreak Conflicts with Win-WinFuture reality treeImplementationManage work in sprints of 3 weeks; Use Scrum.Share members across components in a domainHow to Change UDE: Undesirable Effects HR: Human Resource





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What to change: Conflicts associated with UDEsPage 6PRS process is time consumingExisting procedureLightweight procedureHigh QualityFast responseGood & Fast

Less HR to handle high loadExisting HRMore HRBetter efficiencyDeliver fasterEfficient & Fast





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What to change to? Break conflicts with Win : WinPage 7AssumptionInjectionHow toUDE: PRS process is time consumingCurrent PRS procedures cannot ensure fast responseCurrent PRS procedures can ensure fast responseDo it the IID way. Follow Agile development method.UDE: Less HR to handle high loadHR should be added to ensure faster deliveryHR can be managed better to ensure faster deliveryDeliver frequently using IID/Agile.Adding HR will reduce efficiencyHR can be managed better to ensure good efficiencyShare HR across related domains, across more than one component.

Adoption of Iterative Incremental Development was a Radical Change to the team which addressed many of our problems





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TOC Analysis to find & overcome further challenges (2010)Page 8

What to changeWhy Change

What to change to

How to cause the changeWhere we areInability to de-scope deliverablesHigh outburst tasksReduced time for System Testing

GAPTeam ChallengesImprove multitasking ability to improve efficiency?Extend iteration length to accommodate Testing?Conflicts association with UDESystem Goal, Constraint & GapConflicts and current realityMultitasking is taxing; One Piece Flow is efficientControl queues and delays to get more timeBreak Conflicts with Win-WinFuture reality treeImplementationPrioritize work every day and finish till end as one piece of work, to deliver fasterUse Kanban mode with agile to control queues and delaysStrengthen visual indicators to see problems earlyHow to Change





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What to change to? Break conflicts with Win : WinPage 9AssumptionInjectionHow toUDE: Insufficient time for TestingIndependently working members pile up the work in the end, reduces testing time Working independently is not a concern. Ensuring continuity in the flow is important to improve efficiency.Have better mechanism to visualize the flow. Ensure study flow of value across different states, reduce queues.Re-plan sprints or reduce testing cycleDont have to reduce testing cycle, if work is processed to DONE without discontinuityOperate in One Piece Flow mode to have continuity in flow.UDE: High outburst activities, but unable to de-scopeNeed to improve Multitasking ability to handle many outburst activities.A process based on task flow visualization and management can be a better alternative to multi-tasking Limit Work In Progress at any point of time, so that changing the scope even later in the iteration is possible. Optimize in process lead time by applying Kanban in and improve efficiency; A medium size requirement be delivered in < 7 Cal Days.De-scoping is not an option because effort has already been burnt.De-scoping is possible even later in the iteration.

Adoption of Kanban was one top deed we thought would work for us and found to be the point of highest leverage





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Page 10Specific approaches takenApply Kanban process within the Scrum FrameworkAdaptations to ScrumUser Stories to MMF (Minimum Marketable Feature)Continuous flow preferred over timeboxed sprintRetrospectives to Kaizen Focused on the longest queue and the one top improvement.Relevant metrics measured:Lead time (Small/Medium/Large)Set lead time goalMeasure lead time using Kanban processTrigger kaizen when actual lead time > goalFind root cause for exceeding lead time goalIdentify top improvementUpdate and systemize new process

Measure and Optimize Lead Time





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Page 11Focus areas and strategies

Internal coaching Work cells & swim lanes kaizen Study group Limit WIP Lead time goal Lean knowledge in team Kanban framework Optimize lead time

Improve the lean knowledge in the team by forming study group and employing an internal coachCreate the Kanban board by identifying work cells & deciding the Work-In-Progress (WIP) limits Measure and optimize lead time using kaizen





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Restructured Story wall: Defined 6 States Limiting WIP at each stateSplit teams into two 3 lanes to enable One Piece Flow; Lane1 - 2 components, Lane2 2 components, Lane3 Quality Improvement

Kanban Visualization

TODOAnalysis (2)Development (2)Testing (2)Release (2)DoneL1L2QIF34F43QI2F33F42QI1F31F41F32Rule: Tasks can be moved from one state to next only if WIP space is available. No tasks movement if WIP limit has reachedSimple template for Kanban cards to record start date, end date to measure the lead timeBi-Weekly Kaizen, focus on optimizing lead time





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The following nine groups of colors are an example of how our design colors can be used, please take note that you should only use one design color group per slide. For specific usage details, refer to the Typesetting Standard.12

Initiatives taken

ChallengesLimiting WIP was toughSharing team members resulted in some task states reaching the WIP limit oftenLead time measurement & optimizing Reducing task switch due to frequent outburst tasksChallenges Faced & How we addressedStarted recording Expected End date (lead time goal) & time taken at each state to know about big delays.Record backflow items & reasons for delays on the Kanban cards.





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The following nine groups of colors are an example of how our design colors can be used, please take note that you should only use one design color group per slide. For specific usage details, refer to the Typesetting Standard.13

Page 14Further improvements

Green channel Quality Improvements Improvise swim lanes Event triggered kaizen Revisit WIP limits Measure lead time

TODOAnalysis (1)Implementation(1)Testing (2)Release (2)DoneL1 L2 F34F37F31F32F36F33Review (2)F35Green channel - Express Way

Added 1 new swim-lane and reduced WIP limit for some task states Green Channel for handling outburst tasksEvent triggered kaizen Dont delay improvements





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WIP limits & one piece flow helped in reducing task switch & waitingKaizen helped in Lead time optimization & identifying rework queues. Improvements based on this helped in reducing many quality risks (e.g. through Quality Improvement task force, preventive patches)Explicit visual management (e.g. Green Channel) & work-cells helped in handling outburst tasks like patches & urgent requirements betterCould restrain from delivering the requirement which will not be used by Product Teams immediatelyCould make intermediate releases without much delay, which was earlier linked with time boxed iterationsBenefits observed





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FlowMethods used: Work cells, WIP limits

OptimizeMethods used: Measure lead time , kaizen

VisualizationMethods used: Kanban board, swim lanes, green channel

Visualization helps in making your process explicit

Lessons learnt

Regulated flow helps you to identify the rocks (problems)

Lessons learnt

Optimizing lead time helps in reducing the time spent in queues

Lessons learntKey lessons learnt from TOC, Kanban & KaizenKeep finding areas of highest leverage to continuously improve

Highest LeverageMethod usedPOOGI

Highest leverage points are often counter intuitive

Lessons learnt





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References

http://www.limitedwipsociety.org/





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Thank youwww.huawei.com

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Technology

Toc and kanban in embedded domain