Summary: Scrum for full-scaling manufacturing: a groundbreaking agile discipline that combines Scrum with modular architecture and Lean/XP practices.
Learning Objectives: -Top reasons companies say they can't embrace agility outside software. -Solutions for those reasons. -How Scrum and Lean enable each other. -How much of the company needs to change, and how, to enable incremental releases each sprint in hardware, and combined hardware/software releases? -Sprinting in regulated industries.
Mostly with hardware
Mass manufacturing with scrum
Extreme manufacturing methods 2 day class Then do 2 day scrum class
Morale is a multiplier for velocity
See number for order
<HTML><ol start=“2” style=“list-style-type: decimal;”></HTML> <HTML><li></HTML><HTML><p></HTML>Scrum organization Roles and responsibilities Sprints / iterative design Make work visible Measure velocity - to continue scrum Continuous improvement (lean)<HTML></p></HTML><HTML></li></HTML> <HTML><li></HTML><HTML><p></HTML>XP engineering principles User stories Pairing swarming - gets team size down to 4-5 people, not hundreds Test driven and development<HTML></p></HTML><HTML></li></HTML> <HTML><li></HTML><HTML><p></HTML>Object oriented architecture Modular component (contract that does navigation - inputs and outputs) Contract first design Design patterns Reuse and inheritance<HTML></p></HTML><HTML></li></HTML> <HTML><li></HTML><HTML><p></HTML>Line setup Machine rationalization Material selection Line skills selection<HTML></p></HTML><HTML></li></HTML><HTML></ol></HTML>
Scale competitive advantage is declining
Lean is essential but not enough Lean - reduce waste without frustrating your customer Agile - reduce cost to make change Scrum - twice
Innovation is variance. If lean then cost effective no innovation
Scrum team as lean cells - weekly process improvement. Object oriented architecture - without saying the word software Shorten supplied chains Keep the line flexible - reduce cost to make change on the line
Volvo - scalable product architecture
Reduction of complexity When was the last time we wrote bubble sort
Long and complicated Supply chains increase WIP, inventory, etc
Find out about Local Motors
3D Green Sand Casting
R&D is production
Mission Bell winery 1/2 wine loss 1/2 loss of champagne
Scrum is the same Different rooms
263x automotive manufacturing that software industry
Velocity metric Quality metric
A lot metric get through away
Backlog is hierarchical But skill set at each level is same - therefore pay the same, flat structure
8x velocity in building john Deere