 We're basically going to simulate a production line to build something. Unfortunately, because of the space, we could just set up one. So, we'll be able to accommodate roughly, we could do five, four tables. So, five, fours are about 20 people who can actually play the game. We could do six as well, but let's see. So, if you guys could just come ahead and arrange yourselves around each table. So, each table is a station and we can accommodate about five to six per station. So, that's team one right there. Be around it. So, three that side, three that side. This side, sorry. This is team two, team three and team four. Don't crowd yourselves. Come this side as well. So, couple of people that side, couple of people on this side. It will be great. And sorry, the rest of you all will need to be spectators today. Yeah, come this side. No, so we need six per table. Yeah, so after that the rest will need to circumcise. We need two more here please. One here. One here to the production line. And the intent is to run a game and hopefully learn a little bit about lean. I'm going to assume here that all of you are familiar about lean and lean practices, lean methodologies, right? So, the hope is that we play a game and we learn a few concepts as we go. Cool. All ready? So, quickly about lean. Ford's conveyor belt is extremely well known, right? Back in the World War times, the most famous thing was that Ford was able to produce a bomber and an arm. A bomber is a plane that actually bombed various countries. So, the famous thing then was that we were able to produce one bomber and an arm. And I think that's extremely, extremely crazy, I think. Post that, there was the Toyota age, right? Toyota built the lean production system, which we are going to try and explore today a little bit. And the key with the Toyota production system is what they call as the just-in-time production. And again, we'll talk about that a little bit more and the concept of Kaizen. Both these eras as such have revolutionized the industry. And software, IT, where we're all from primarily, we have tried to extract some of the best practices from these two eras and implement them in our words. So, again, you look at that. This is Tai Chi Ono. He's known as the father of the Toyota production system. The main message that he taught was about waste and how it's extremely important to eliminate that waste. Here's a summary of what are the seven kinds of waste in the manufacturing system. This morning, Joshua talked a little bit about this. He tried to bring in some of the learnings from the manufacturing world into how we have implemented them, how we can implement and learn in our software world. So again, today's key will be trying and identifying waste and then trying to eliminate it. So in our everyday life, it becomes hard for us to first of all point out, in our system, this definitely is waste. And then once we've identified, we need to then do things to eliminate that waste. Okay, quickly, but here's the format in which we're going to run today's session. We're going to do three iterations. Again, assuming everyone knows what iterations are, iterations prints a small period in which we'll try something out and we'll do three such short phases of that. So we'll do a hands-on activity. We'll just retrospect on what we just performed in that hands-on activity. We'll learn and adopt and then we'll do iteration. So that's the cycle we're going to follow today. Again, we're going to simulate a production line of your four stations, that's team one and that's team four. So something needs to start in that station there, needs to follow through and an end product needs to come out at station four. In that, at the end of station four, we're going to have a customer or market, really. So we're going to simulate someone who's going to play that for us. And we're going to build a Lego house. No excitement, right? Okay, chop, chop. So really quickly, if you guys go back to your tables and see, there is an instructions sheet. Each table has an instruction sheet if you could turn that over. So first look at the non-colored one. Quickly take a read through that. You'll benefit that each team is given a sheet of paper and they have given very specific instructions of what that team needs to do. Team three and team four, you have another sheet with you guys, right? So that's yours. Each of you can have one of them. And team four has another instruction sheet. Okay. I can't whistle. Sorry. Attention, attention, everyone. Someone please whistle for me. Sorry. Quick minute and we'll start playing. So like I said, at the end of four, we're going to have a customer. I'm going to play customer. And this customer is really going to give you what the market demand is, right? So when we build something, as we do in IT, we build it for end users. And I'm going to play that end user and I'll be sitting right at the end. Just before we start, we're going to measure success. At the end of each iteration, we're going to see how well we did. So what we're going to do is each iteration I1, I2, I3, we'll do a quick count of the inventory and we're going to count houses that we've actually built. So each house, sorry, each inventory block, each Lego block costs something. We're building a real house here, right? So each Lego box costs about 10 rupees. And at the end of the production line, the house that we actually built costs about 1,000 rupees. Really cheap, right? So that's what we're going to count at the end of each iteration so that we know, we're going to measure how well we've done. Right. So a quick inventory check. Team one has a box of Lego, which is called A. You need to follow your instructions, pull out stuff, build it, push it over to inventory B. Team two has inventory B. You need to pick up stuff from inventory B. That's your inventory. Pick it up, follow your instructions, push it over to C. Three does the same thing, pick up from C, build, push to D. Four does the same thing, pick up from D. That's your thing and you need to showcase it to the customer at the end. Okay. Yes. Question, question, question. Yes. The inventory cost is going to be every single brick of Lego on the table. We're going to try and calculate that. That becomes inventory cost. Okay. Any? Yes, there will be time. You'll be timed. Okay. Any other questions? Ready to go? Okay. You're ready to go then. Oh, I need to go. I need that. I need that. Oh, I don't need that. Okay. And I'm going to measure you well. So start. Start of iteration one, go. Can I be your customer? Okay. You have instructions for instructions. Okay. I'm asking for your order. Okay. I'm going to see who you are. What are you doing? I'm going to see who you are. Where? This is a button on. It's my second demand. Are there any houses supposed to talk to each other please remember you are sitting in completely different buildings sure people in the back feel free to come and observe ahead if you want to I almost feel bad here please sell things to me I am going to buy the stairs are a little off but okay yes yeah absolutely all those cards there are valid yes okay not really no I mean okay so we had a yellow bit but it's sort of crumbled and people died or would die this one doesn't have a staircase so no one can go into it this one is not what I asked for so sorry any other yes no I I simply I simply laid out yeah yes so this was this was your yeah okay so let's spend couple of minutes so this was your inventory to pick up from yes you had something to start off with but you had an inventory I think your instruction is quite clear pick up from the walk today pick it up sorry take enough of one color yes yes yes yes yes so this goes here just leave it here it's for them to pick up as they can any any confusion here how did you guys give me wow nice good job right okay okay okay you weren't supposed to talk cheaters but okay how did you guys do confusion was there are some colors we see not there so we died in the spot maybe that's waste so we got them back into the box we weren't sure what exactly they were what these were trying to judge what they wanted and they were trying to push it only as it been required so technically you guys did nothing okay okay good good job give me a quick inventory cost so just very rough numbers of how many boxes or bricks you have on your table what about you guys 40 yeah team one has about 40 about hundred here how many do you guys have roughly okay how much is that about 20 here yeah so houses attempted were three but zero all rejected so zero houses big okay yeah okay so we had about 190 pieces in totally across the production line and we attempted to build three houses but they all got rejected so zero houses were actually good so you have a question yeah I just wanted to ask if we can interact with other stations so that we tell them what kind of details we need here no you are you you guys are okay you will get to it in a second yes that's exactly where we're gonna get to so give me a second so we had about one 190 pieces unused across the production line and zero zero houses built okay so just just trying to go back to the retrospective right you guys said there wasn't any communication hence the design you guys knew but they were still throwing some things over to you guys right there wasn't any communication any anything else that you guys think didn't go well the requirements kept changing okay the demand the customer demand was kept changing kept increasing okay anything else correct yeah just station for an event yeah yeah okay yeah yeah okay absolutely absolutely so spot on right so the number of unused bricks over how many sold so in the inventory line first of all we have we have quite a lot of inventory that just never got used right so that's almost like your work in progress isn't it in your typical development cycle you keep you end up keep pulling in things as the business wants but you don't really manage how it's going to flow out not knowing what the business wants wants wants because no one knows the big picture and there's a lot of work in progress WIP right so what is it that we did really quickly trying to understand this this concept this is called the pull or the push concept of lean so what we actually ended up doing here is that we predicted what the market wanted right team one two and three and four actually as we started we had no idea that I'm the customer wanted a blue card blue house sorry so we did not know what the customer wanted we predicted the market demand we started doing mass production right take the inventory start building what we need to do throw it over we achieve the economies of sale so what this system helps is the unit cost for the cost of per unit keeps reducing as we build more and as you keep mass producing things right so this is called upward upward information correct so we did not know what the end goal was but we kept building things through and through this is exactly what Mr. Handik Ford Ford era was he said things like I want to build a car of any color as long as it's black the intent here was I'm going to push what I think I want to build to the market not really understanding what the market wanted tying back to our world how many products do we see failing on an everyday basis there's the yahoo buzz there's been that apple not very recently had launched friendster orchid so there are lots of products here I'm just trying to get it give you an example of some of the websites that were that have failed in the recent past but really what what what did each one of these companies miss on they missed on trying to understand what is it that the market wanted and build something throw it out there and fail okay so let's learn and adopt now what we're going to try and do differently is exactly what you guys said let's first understand what the market wants right we'll demand we'll build only for demand we won't build more we won't be less we'll build only as per and how much the market wants and we'll adapt to that customer of that market demand okay so make only what is needed only when it is needed and only in the amount it is needed that's what we're going to try and implement in the next iteration now so why would we whatever why would we want to do that so that there's no waste right if we build extra things we're going to end up having a lot of work in progress that's going to end up being waste and you won't have partially done work whatever we start off with we'll make sure the production line finishes it okay so quick summary what we did initially was the push system which is just in case production just in case the market wants it I'm going to build it anyway as opposed to what we're going to try now just in time production what is I'm going to build only what the what the demand is along with this we're going to try another concept called Kanban I'm sure all of you all have heard what Kanban is anyone want to go and give it a go what is Kanban please thank you two main goals in Kanban is one is to minimize work in progress or work in process the second goal is you maximize your work of your system so you imagine it changes the way that you look at your workflow system you want to maximize flow of houses here in this example the software is work items so you want to remove any impediments what next so that the flow is managed is maximized from one end to another yeah absolutely thank you any any additions to that Kanban if you've used it in your in your work sorry you have to come here Kanban uses some kind of science which actually gives a intimation to the previous or the raw material people about that it's time for replenishment and by then they will fill in so it would not be just filing the inventory at any corner yeah but it will be just when the sign is up that means I still have something more to go but I need by that time the raw material to flow into my life yeah so those are signs which is used to convey this message absolutely so spot on Kanban is nothing but an indicator a signal of some time Starbucks any of our coffee shops when you go to the to the person to buy a coffee they do mark a quick tick which is what goes back into the kitchen for them to build right an indicator of some sorts again decap other all of these are signs that are used so that inside the kitchen what they cook is for the customer demand it's that simple okay so we're going to try and build that into our production line now so if you notice each of your inventory that you were supposed to either that you're supposed to pull from or push to you have colored cards right now what we're going to try differently is unless your car the car that you're supposed to push to is free you're not going to build anything let's take an example so right now yeah could you just sort the pieces for color yeah thank you you guys as well everyone just sorted for color so so let's spend some time understanding this before we start because otherwise there'll be confusion again okay so what we're going to try and do each of your team one has something already that you pushed right that's not your inventory that's the inventory you push to your inventory sitting that side correct don't pull in anything new until any of these cards get free so for example if team two pulls in a yellow that means the that space is empty that's an indicator for you to actually pull inventory in and start working on your process fair exactly the same thing for you that's the inventory to which you will push to correct pull in things only after one of those boxes are free for you to build something for fair same here no confusion you're pulling from there and you're pushing to D you guys are pulling from D and you're pushing to E that's the customer no confusion any questions any any last minute questions before we go on you need to figure them out for right now yeah okay I'm gonna so the customer feedback will be the same or the customer market demand will be the same I will be talking to team four and telling them what needs to be built so you don't start until I've told you what needs to be built right okay okay so that's what we're going to reverse the process start from there and build only what's required again I request you not to talk the intent of this exercise is to show you how only the indicators which is the colored cards are going to help that communication flow right through so you don't need to scream and tell them that they've asked for a yellow right that's that's the intent of this so don't talk remember you're sitting in different departments okay ready to go oh wait I have to come back okay go you have another 30 seconds to go sorry the demand has changed yeah please do not forget quality assurance people need to live in these houses the demand has changed take that did you take the white one back okay another 20 seconds where is the teamwork 10 9 7 6 again 25 plus please do the math okay team four no that's built we don't count the actually I have to do market will there has the market wait has the market bought anything pretty much better I like okay so accept that's one good that one's good oh we have another right okay so we got two houses sold for thousand bucks each right okay cool so what was that total inventory 100 105 okay that's okay okay and how many houses did we sell so we earned what was that total profit okay and what was the profit in the first operation brilliant so we're still net net not doing very well okay so let's quickly find out how this went what worked oh yeah anyone what what what do you think worked this time thank you we only put in the blocks that is immediate because the new advance what colors we didn't just pick up as much as we found on the right okay the team was reading me continuously as to which pieces to pull in so I did not pull in any extra piece right right okay what what nation across the line there was coordination right okay any other okay okay so what do we think didn't work because we've still not done very well right so what do you think hasn't worked very well anything that's bugging you sorry right you're saying you were idle lots of time lots of inactive time any other didn't know much quantity okay right right but again even me noticing here you three teams kept staring at them and kept them faster man yep yeah unused yes very good point so there was inventory in the other cards that didn't actually move ahead and hence it was still sitting as work in progress fairly okay that's exactly what the problem in this this particular model is right that there was stations that were waiting for a signal to come to them which again marks as waste right you ideally want every single station to be continuously doing something like a ball rolling machine okay we'll come back to that one in just a second so what hasn't gone well is what's called more hour just unevenness of work distribution distribution right again and which ended up you guys waiting for something a signal to come to you which is again waste what we want to do is clear the bottleneck right clearly this it seemed to me that station four was overworking and they were the bottleneck before they could tell what what needs to be done next typically again going back to manufacturing they try and align their production systems in a way that's u-shaped which helps workers to actually go and help out a bottleneck right again coming back to the concept of being a generalist versus being a specialist right now each of you all are specialists stations you do only what you're told to do without actually knowing usually what happens it's creating a pull system make bottlenecks evident because when you push the work you never know where the bottleneck is yes as long as you create a full system it's obvious absolutely very good point thank you did we all catch that yep could you repeat that one when you create a pull system it becomes obvious where the bottleneck is whilst when you keep pushing the work everybody seems to be busy but you never know what's the word because you kept waiting you weren't allowed to do the next thing before there was a space mail this is also true for software development when you have camp on systems absolutely so a typical story world again assuming a lot of you'll use this in your everyday work right so you have something that's ready to be picked up by the devs in dev in qa which then goes into production what genuinely happens is your qa line gets gets filled up right qa always is playing catch up what should we do then an ideal is to try and put your kanban limits on each of your columns so that there isn't a bottleneck right like he said we've identified that there's a bottleneck and hence we're trying to solve that problem so what will happen if after that line if there's another card that comes in you technically want to stop work in your dev side right and push sorry push devs to actually help qa have any of you all tried this in your in your work okay do you think it helps right absolutely very good point so not to say that the kanban limits are only for qa it should ideally be flowing right from the beginning of the requirement till the very end does this make sense do you think you will actually try this if you've not already in your work you know i see this in many organizations when the project management office keeps working on requirements while they cannot release something because the qa is not ready right absolutely and in that case improving your requirements only makes the problem worse because it increases rework and so that absolutely absolutely so you want to try this you want to go and not accept more work until what you have in your queue is actually finished but then the problem of customer demand arises again right what if you're actually working on something that was a priority yesterday but demand has changed i mean your product owner has come and told you change it what would you do then we're coming to the end of our workshop what we're going to try and quickly try out is what's called continuous improvement or kaizen so kaizen is again um and this is extremely fascinating i thought so back in the teorab manufacturing uh production line one of the very key elements that they talk about is it's not a manager or a strong master of an agile coach who comes and tells the production workers you should change this or you should get better at that the intent is that the workforce itself has this concept has this attitude in their mind and they continuously want to improve in what they're doing again trying to hang it back to what joshua was mentioning this morning as well right you want to be able to identify what's not working and start coming up with ideas of how do i best change it because really the workforce knows best rather than a manager coming in pushing down a solution that's actually not going to work at the end so we're going to try this but what we're also going to try is exactly what this gentleman suggested we're going to change the production line and and almost revamp it we're going to say every single uh station is a production line in itself so as the demand customer demand i'm going to tell each of you what the the demand is and each station needs to build a house on their own does that make sense we'll make another one last change okay so actually quick question back to mostly three of your what do you think will be your will be the question mark here how would you build the house you don't know the specifications to you okay any thoughts on how we could we could get over this problem sorry interact with the customer what else sorry won't you spread the expertise you see what we're doing here we've we've tried to continuously improve we have a problem as a team we are trying to think across the solution a solution is absolutely so we're going to try and integrate station three into station one and two all of each of you all were specialists we are going to try and change that we're going to bring in generalists along with specialists and make that as one coherent unit so if you folks could merge with these guys you guys become the expertise experts of building houses right so you want to come in and uh help each of these units bring along the spec i have a spec as well don't worry we have two specs actually so come along please be the experts who build houses merge yourselves with team one two and three and it's a bit crowded but remember they're not your consultants who will only tell you what to do you need to work as a team i'm going to spend another one minute for you guys to introspect and see what how you want to organize yourselves sorry did you catch that so spend a minute within each spend a minute within each team and think about how you're going to organize yourself to build what you're expected to just a quick minute okay okay ready to go are we all self organized now okay your time good question the question what's what's the demand yeah pull pull away i mean bring away we've already started you have 40 seconds left sorry and demand has changed it's blue sorry it's blue remember you don't have to build just one house at a time you had eight of you on a table why are you building just one house at a time you want to build as many houses as you can demand has changed if you want more inventory go over to the lego box 30 seconds 30 seconds 30 seconds i see houses that are not fully made built i forget it was red i think it was red right are we at a time it sounds better hands hands off you guys don't see master chef hands off the table hands off the table right team one zero no no wait that's all right perfect zero brilliant team two oh nice very nice this one looks weird doesn't it yeah this one is not this one looks weird too this one's correct correct this one's a little bit off as well so it's okay fine fine so you got one two three four five five five so that's five thousand yeah that one looks good looks good looks good awesome so you get three of five here and zero there profit like for iteration three okay four yeah six three houses five six seven eight okay wow our profit is six thousand yeah iteration three good job you do oh my god what happened quick quick thoughts don't know okay so right okay guys give me listen team one you guys should listen they did well you should listen what what they did well yeah yeah right okay just closing closing thoughts we talked about earlier on we looked at the waste in production right there's uh excessive inventory extra processing home production transportation all of these sign up as waste good so you give me or do that we'll do it at the end sorry I'm looking for the mic now please we mix a specialist with the journalist right I mean but the end I mean let's see absolutely well the difference there would have been um so two observations that I had one was I felt that you guys were building just one house at a time or not many I mean you were six seven of your right and the second one was we didn't actually know the demand at some point I think it was this team so again a very good point made right we've actually not reduced the waste but the ideal thing that we should have achieved here is zero inventory in all houses built right I'm being kicked out but the only point I'm trying to make is back the ties I'm right here's another opportunity for you as a team to sit together see what's not worked and see what you can implement to improve that waste right so no don't want you actually don't want is from master raja and master whatever to come and tell you what to do you want to as a team implement what's what's the right solution ahead okay okay so quick thoughts um coming back to software here is drawing a parallel between kinds of ways that we actually see on in an everyday life so think about it hopefully next time I uh I hope to run sessions that talk about ways to implement kaizen which I think is the core of any any kind of process that needs to be done so thank you I hope you had fun we've been literally being thrown out thanks a lot