 The other half of this presentation is, I'm showing you a video, which needs microphone, but I'm waiting for the microphone, but I'll start. Oh, and Mary, you saw this a lot of times. Why? So, I'm curious. Thank you. Thank you for coming all the way. I mean, I will start my presentation. Let me introduce myself. My name is Kenji Rename from Japan, and this is my first visit to India, and I am from Japan. I did a little bit of research that Japanese tattoos are so well-known in Japan. Yes? How do you call him? Durimo? Durimo. Toraemon. Is that correct? He might be swapping everywhere. Oh, really? So, in India, I'm from Japan. A little bit of myself. I have been a translator of books, including J. Coplin's Sikospos book. And I've experienced, and the self-development books by Mary, and Hans, and Agile Project Management, and the Agile Development, and those books. Also, a lot of Japanese books, including object-oriented things in UNL, including My Maps. And recently, I wrote a book about scrum in Japanese. This is the first scrum book. Originally, this is surprising because we have not written any scrum book in Japan yet. So, this is the first scrum book. Originally, we didn't. But there are 10 or 12, 10 or 20 scrum books translated from US and Europe. Collaborative software development that connects customers, engineers, and management. It's out this January, so it's new. If there is a publisher in this room, I will be happy to talk. And I'm also running a company named Asta, which is a UML mind mapping integrated tool. By any chance in this room, do you have ever seen this tool? Oh, thank you. Oh, two people. Thank you very much. In Japan and in Brazil, lots of people are using this. Last year, I visited Brazil, and how many people are using this tool? 80% have been used. So, it's so amazed. But still, people don't pay to pull out the tools. I'm not sure here in India, but if you're interested, I'll tell you. Yes. Good. And I'm also a Gordon Pascal's recipient in 2008, and Narish here at the chair of Agile India in 2007. I'm so humble and proud that Narish finally invited me to here. Thank you very much. Okay. I'm from Japan, and Japan is here. And Japan, what is it to Japan? Of course, this one. And this one. I'm so surprised. This is, of course, in TV. This one is very, almost 40 years old. When I was a school, I mean, a school kid, elementary school kid, I was a fan of drymon. So, I was surprised, Indian people like this. And this is a Japanese version of how scum works. The most interesting part of this is this one. Stakeholders, a bit look like mean. Isn't she? To Japanese, India is like this. And in Japan, we are very like this movie. Okay, thank you. Thank you very much. We really love this dancing in the movie. We so love these things. Okay. Okay. Today's agenda would be, first of all, I will show you a big picture of lean and Agile and Japan's implication in it. Second, I will show you a video from a Japanese factory reconstruction. It's a pure Japanese movie or TV program that I will simultaneously, it's in Japanese, so you don't understand. But of course, I will simultaneously translate it for you, if I can. And I will share findings using mind map after the video. So, this map is written, drawn by Yasunobu Kawaguchi-san, my friend. The left upper side is Japanese manufacturing industry. And here, Agile. And recently, lean startup movement is coming. So, the new, new product in this paper, the term scrum is coined first. And later, Jeff and Ken referenced to this paper to articulate software scrum. And the XP and scrum, another iterative development, are merged into Agile movement. And Mary wrote this excellent book, Lean Software Development, that connects lean concept and Agile. And lean is from Toyota production system. We call it TPS. And TPS, of course, lean is a, what can I say, an abstracted way of seeing TPS. That can be applied to any industry, service or anything. But TPS is like, TPS, very, I don't know what to say. It's a, it's a tomato on the ground. And lean is a tomato juice, so that you can drink. Anywhere. So, today, I would like to show this tomato on the ground. So, this is the title, Drink Lean, from the source mean. Yes. Jidoka? I am not sure. But it's in the TPS, of course. Yes. But the concept of human and machine, or machine in human touch or something like that. The concept can be in lean, I think. How about it, Mary? I don't know. It's different to lean, but the general concept of stopping. Yes, stopping. Yes. The loom, right? Automatically stopping loom device. Okay. And this is, I will talk this part a little bit first. This paper, the new, new product development game is like this. It's in 1986. It says, stop running the relay race and take up rugby. So, handing off batons to the next person. Stop that and take up rugby as a metaphor to push the ball into the goal together. And in this paper, this drawings is, to us, to us, it's like waterfall and scrum. But essentially, it says that this is a new product development phase, phase gate system here. This example was from NASA, PPP phase. I'm sorry, I forgot. But PPP, process of NASA. And this is, this kind of style is found in Fujitsu, Fujijerox. And this one is found in Honda. This means the person who, there is a gate here and hand off documents. But here, the people who made the concept stays in the process to push the ball to the goal together with the team as a vehicle of knowledge. Not document, human. Human itself is a vehicle of knowledge to push the ball into the goal. So, later, Jeff took this idea, I mean, took this concept to articulate his scrum idea into words. And luckily, I had this event with Nonaka-san Jeff in 2011. The event called Innovation Sprint, first met, the first timing where Jeff and Nonaka-san met. At this timing, Nonaka-san didn't know at all about agile. And he was so happy about to know that his idea is later now working in software very well and imported to Japan backwards. A little bit of history is like this, a new product development game. The word scrum is coined. And he also wrote books about knowledge creating, knowledge management model called Seki model, which I want to talk today, which I talked yesterday, so you missed it. And Jim Copleen wrote a pattern about a hyper-productive team. And the first, I interviewed with Jeff and found that first sprint of scrum was conducted by Jeff was 1994. He introduced the idea of scrum master. And then, second sprint, he introduced the idea of daily scrum from Jim Copleen's patterns. And 2001, the book is published by Kent Trevor and Mike Beedle. And the Ajamaon Festival was written. And now, this last year, Jeff wrote another book, Software in 30 Days. And Nonaka-san also wrote a book about US Marine. And another one is Managing Flow. He introduced the concept about leadership, which needs to maintain the field of knowledge creating system. So all those things are connected in his mind. So I decided to write a book to make a link from his idea to the software scrum and what's missing in the software world today. I don't talk about this book, I don't talk this one today, but I will talk about this Toyota production system today. It's about manufacturing. So it's very different from software development or product development. It's not the same, but you can find some parallel concepts from here. So I want to show you a video today and share and jointly find the concepts. I'm nervous because I speak Japanese all always and English is my second language. So am I doing well? I'm okay, thank you. Good, good. Okay, so I will show you a video which is a 10 minutes short video divided into five parts. After each part, I will discuss with you what's in there. Part one, waste. Part two, change. Part three, conflict. Part four, yatai. Part five, kaizen. Have you ever heard of any words you don't know? Maybe you, yatai. Yeah, I prepared one slide for you. I foresee this. This is a... Do you know what this is? Kiosk. Kiosk, yeah. I happened to take this picture in Toronto because I did this talk first in Toronto. In this system, one person doing everything, right? Not what for a way. Handing off, have done things around. Just one person doing one thing. So that person can see the whole. I mean, commit the quality of the whole. And if you do that way, one person can find any kaizen or improvements to get the higher quality of the whole. So what I'm showing you is to reconstruct a factory from waterfall type. I mean, belt conveyor type to this yatai type. Okay, video. It's a fun video. I hope you can understand Japanese. Okay, this video is about title is break the common sense barrier. Factory reformation by post mass production. Hitoshi Yamada is a famous Japanese TPS consultant. 61 years old. But this video is almost 10 years old. So he is 71 now. He is still alive. He is not a Toyota person. But he is a direct successor of Taichi Ono. Taichi Ono is the creator of TPS, the concept itself. And this person, Yamada, is called factory reconstructor. And he received requests and goes into the factory to undertake reformation of production line and education of managers. Education of managers, right? Not Genba people. Education of managers. He disapproves of division of labor. One person doing only one small part of the job. Assigning one task to one person make people gets bored and people stop thinking. He removes belt conveyors and change the line to yatai or work cell. Yatai is aimed at drawing out creativity from every workers. Okay. And I need a microphone. Yamada comes to the factory. The first place Yamada went to was the place from where products are shipped. Hey, how many products are shipped today? Well, I don't really know. Hey, you are the manager. You are saying that you don't know today's sales. That's your sales. The sales of this factory is the number of the products shipped from here, right? That's really wrong. If you don't know the number of today's shipment, waste of overproduction will occur. This is the first thing he's pointed out. Next, he comes to the production line. As soon as he approaches the line, he shouts. Those are all work in progress or whip. He's pointing out all those whips. Oh, these are all waste. Modern of waste. Those are modern of waste. Working progress is a bad thing. The very bad work in progress or whip are inventories hidden in the production line. Because if you divide work in the line, half done parts stagnates because each worker's speed is different. They are called working process or whip. As the line gets longer and the number of workers increase and work in progress increases, at the time when you decide to stop the production because of the market situation changes, the line continues to work until all the whip is done and overproduction occurs. Immediately, investigation of whip is started. Surprisingly, whip is found all over between workers. Okay, just stop here. What do you see? Waste, waste. Do you know the concept of waste? Waste is in TPS there are seven wastes called and overproduction or waste of inventory is the worst waste, it's called. And a line has lots of waste and when the production line stops because of the market situation all the whips are waste. So making whips smaller is the point of the changing market strategy to follow up the changing of the market. So waste, he first go to where? Yeah, shipping point. So he said that the sales of this factory is defined by the output, shipping of the factory. So first he always go backwards from the shipping point to the coming point. Okay, front. And then it's the point of pull production, shipping. The shipping number of ships defines the productivity of the factory. And if there's no order from downstream, the factory stops creating things to reduce whips all the way to the customer. And then he goes to production line and find whips. Why whips is bad, I explain. And commonality to agile or our world. Value is in output. I don't think it's articulated this well, but not the productivity, the output. So go to output first and produce only what your customer is waiting. TPS is all about it. If the car is sold, then it pulls, it triggers the manufacturing line. So no cars are sold, production line stops because Kanban system is working to connect those factories. Whip, it's in software, untested code or unimplemented requirements are parallels to our world. And anything between concept to cash, borrowing, marriage word are whips. Okay, I'll go on. So today, this day is the first day of factory construction. Sorry, he's leaving and he's coming back, January 13th. The plan has not been explained even to the management of the factory. He goes to the packaging line where the most whip was found last time. The first order he gave was removal of the belt conveyor. Oh, looks like Japanese, huh? The belt conveyor line is removed. The line of 20 meters which have worked for 30 years, the heart of the factory is gone. The production manager, Takatsuka, rushes to the place of the sudden removal. Hey, don't cry, don't cry, but you remove that sign. The manager of production section, Takatsuka, was ordered to remove the sign. He hasn't thought of this extreme reconstruction. Oh, it's like a typhoon. I don't know what's happening. Then he orders to review the assignment of work itself. This is his reconstruction. This is a cell phone line, assembly inspection packaging. There are three process for mobile phones and there are 57 workers in the line. He removed the packaging line, narrowed the gap between workers. But it still leaves the whip. So let one worker do more than one job and move the overflowing workers to the product development section from the production line. The number of workers decreases. The place of whip decreases. From today, do tasks by yourself, all the tasks by yourself. It says multi-skilled. Multi-skilled development starts. Workers who have worked on one job and skilled in one job were suddenly ordered to do more than one job. What do you think? I can't say anything. I can't see the future. You should learn other jobs. You will learn gradually. You can do that. Otherwise, all the jobs go to China. If you do only one job, Chinese will catch up very soon. You should learn more. Single-skilled jobs go to China very easily. Yamada-san explains that they will learn multi-skilled production soon, but workers are still worried. So what do you see? Change, yes. Change and conflicts here. First, he did the removal of the sign and the belt conveyor. The belt conveyor is a symbol of the sign production. First, he removed that symbol away. Takatsuka-san, the manager, was upset and sad. He reduced the place between workers that reduces the whip. He introduced multi-skilled development so that one person can do more than one job. So, commonality here. What did you see? Commonality in Ajao. Cross-functional, yes. Like vertical slice and one-piece flow. Thank you for mentioning it. Actually, the truth is the consultant, Yamada-san, always talked to the president or the CXO person first and allowed to reconstruct the factory and let the manager do the removal all the time. Very extreme way of changing things. Yes. In Ajao development, we do not make architecture first in layering things. We slice things, features or use a visible feature. So, one person, one thing, a hot dog stand. Yatai is use a visible thing, one person, not hot dog buns. So, I will move on to the funny part. February, still doesn't work well. Multi-skilled development production makes the factory confused. More than expected. Post it first. Post it first and then confirm. Did you say that? You didn't say that first. But you said last. Plan, actual, difference. The productivity goes down and there arises a possibility of missing the next delivery. The member of production section are discussing what to do later after work. If they missed the delivery, the impact of losing trust from customers is huge. The decision was made. Well, from now, we rearrange line. Members of production section make the line longer again and refill the workers. They understand the need of factory reconstruction but now delivery is the first priority. Well, we need to meet the delivery. I know we have to change our way but not this extreme. Customer is the most important thing to us. I am kind of upset but I'm going this revenge. Good morning, good morning. The next day, the line gets confused more and more. Hey, this is not easy to work. I don't understand. What is this? Why it changes so often? The reconstruction team knew this rearrangement after they came to the factory. They asked the production manager for explanation. The delivery date and quantity is all fixed by the customer. Even if you work all Sundays, you cannot catch up. Customer's trust is the most important I cannot give in. This is the production manager's decision. The reconstruction team has no words. We want to keep multi-skill development not all but small as a model line, just one. Please let us do that. They wanted to continue the new one and Takatsuka manager doesn't think it works better than before but finally he agrees one person for experiment bad mood of the meeting. What did you see? Conflict between reality and ideal. Reality always wins. What they did was they kept experiment just one Yatai need one success case for a start at least. Yatai is a Japanese word and a work cell may be a normal translation. Yatai Yes, it's actually called Yatai production. Yatai Seisan. Self production. Self production. I heard of that. I'll go on. The example or experiment is done. The assembly line. Assembly part. And six workers into one person. Ms. Horimuda-san. Horimura-san. Horimura-san is selected as a veteran worker. She's a most well-skilled veteran worker. I just try my best. I will translate a bit of a cultural thing. In Japan, it's like family. A factory. And all those areas are like family. Maybe you can see manager and worker but it's not like that. It's a team. He said to her that we will cooperate we will work together to make this experiment successful together. The reconstruction team is creating a Yatai or a work cell. A cell production system. Okay. And Yatai. One person. A whole product. She needs six skills to make one whole one whole product. And I'm continuing. He said Yatai, right? She already knows three jobs out of the six. She's a veteran worker. So the three jobs are new to her. A member of the reconstruction team measures the time. It's five minutes 36 seconds. The speed of the production line was three minutes 27 seconds. So she has to reduce two minutes time. So production line was five minutes 36. But the first try was three minutes 27 seconds. So there's two minutes to go. Next morning, Horima-san has been working here for 20 years. She earns half of the family income. This assembly line employees 1200 female workers here. And there is no other employment in this village. So Yatai experiment is the hope of all the employees. If it fails their jobs go to China. After two days, Horima-san starts Kaizen proposals. She analyzing her work herself. And she make proposals to this construction team. And she implement them immediately. Small changes are made to reduce hand movements. And those wisdom come from understanding of the whole assembly jobs. Not part of them. This and this and this. So this should be more here or like this. Small changes, small changes. Those wisdom are coming from the because she knows the whole. Good quality products and they say well I can work here longer. I think I can make it, she said. So small changes she can do the changes propose the changes because she understands the six skills hold the skills. And it looks like scientific management Taylor, Taylorism. But the difference is the scientist in the team not someone on the desk is designing the whole description of the work but the description is emerging, emerging, coming from doing it not just head. So thinking and doing cannot be separated to see the whole work. So I think it's important to make sense. Make sense? Good, thank you. And I will find some commonalities. One vertical slice at a time. One person doing one whole thing. No whip at all. No work in progress at all. And retrospective self-organizing team. As I said the team behind her is not very separated as you see. So they're self-organizing. So those are the commonalities I can find. Does any of you find any findings please point out so that I can learn from you. Later we will talk. Good one. Yes, scientists within the team. I will come back. Part 5, I will go into part 5. Yamada-san, this reconstruct coming again. Hey, Takasuka-san, follow me. This is the fifth day from the experiment. So this is the fifth day. 5 minutes, 36 seconds is now improved to 4 minutes and a half. But it was 3 minutes, 27 seconds by the production line. So there still is one minute to reduce. You like your job? But I'm doing my best. Oh, Japanese are always humble. So I'm great. They don't say I'm great. I'm doing my best all the time. Not being scolded. She was not scolded. She was just asked and replies humble in a humble way. Not pressured, too much pressure. Last time I did this in the United States a lot of misconception happened, so I'm very careful about this. Now you can do many jobs. You are doing really good, really good. And this afternoon, she reached 3 minutes and 30 seconds which is almost the same as last time. It's faster, faster. Hey, you are doing very well. Oh, she got faster. Today finally she did it. Yes, she did it. She's now faster than line. Hey, come here Takatsuka-san. Let's see what happened. She's real good. Takatsuka-san was skeptic, but he was surprised. He was surprised. Earlier, Hiromura-san Hori-mura-san proved that Yatai works. She proved that work-cell works better than the line. Works better because she did Kaizen a lot of times. So she gradually moved to the limit and finally exceed the production line. That's the point. Wow, just 5 days. I really believe in human power, human potential. You know, bad management stops human potential. That's bad management. Management is about fostering human potential. There are excellent workers here. We can survive. He's talking about multiple what, various types in one line. In one factory. When you use Yatai, you can do that. This product, this product, this product. But line is very difficult. Tota is doing that, but difficult. Those workers here are excellent. Let's believe them. Kaizen part. It's gradually and human potential, bad management cannot believe it, but good management believes in human potential and foster it. And the last part. One week after he comes to the factory for a party. One month after he first came to the factory. Horimura-san here, and she was asked for speech. Horimura-san was asked for speech. I'm so surprised and I don't know what to say for this sudden speech. But until today I have had hard days, really hard. But today I knew that everybody here supported me with me. So I feel like tomorrow I can do it still better. I am proud of delivering good quality Sanyo products to the market. I'm very proud of my company and Sanyo product. Okay, that's it. That's a very Japanese thing. So I'm not sure if I communicated well. But a final party, I love this. That's very common in Japan. When we do accomplish something with the party and not management, but Genba people are speaking to the public and they are still humble. So they are not proud of doing that. They are still humble and talk about the company's goal. It's very common. So they are proud of the quality and they are proud of the company. There is well-known stone cutter episode. There is a stone cutter working with the stone and I ask the stone cutter what are you doing. Stone cutter sometimes say I'm cutting stone. I will say I'm building the cathedral or something. Seeing the whole. The goal of the company. Not one small part of what you are doing. But the whole picture of what they are doing. The good point is to let people doing one whole thing which is visible or valuable to customer so that she can be proud of doing it and she can commit to the quality and work together and involve people and doing things. So the commonality respect for people and motivation and trust. I feel in this video a lot of motivation and trust. Some notes from me about Yamada san, the factory constructor. I'll tell you what he didn't. He did not do PowerPoint presentation. But he went to Genba the place workers are doing their job to solve the problems and context is everything. So go to see the place what's happening is the first thing he do. No PowerPoint presentation at all. And I visited him the factory constructor two years ago and he said that he does not write any quotes or estimates to the reward and no money is written there. Just they they give him the money. It's very rare in Japanese custom but he is well he's wealthy. And he didn't tell what to do. I didn't translate it well but most of the words from him was I ask people at Genba what are you doing or why are you doing? Asking people or asking managers what is this? How many ships from today? Something like that. And he made some sense of urgence. Really have to think and act. He removed the symbols. Is it time? Almost time? Okay, sorry. So I have to conclude my session here now. So that's it. The last message from me is I'm from Japan so let's make this world a better place for building people looking together. Thank you very much.