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impact map + hypothesis driven development Video_ Why Scaling Agile Doesn’t Work - Jez Humble (How to Implement Hypothesis-Driven Development _ Thoughtworks _ Thoughtworks) (Book_ Impact Mapping - Gojko Adzic)
do you want a piece of fruit, a pear, or a green apple? fruit level: lean as a philosophy culture values way of living way of thinking … pear level: lean as a way to improve quality system production system … green apple level lean as a method tool elimination of waste … (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Model: seven forms of waste in manufacturing (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Distinction: Secondary vs indirect needs indirect needs Exist in their own right Fulfilling them creates value Eg. Being treated with respect secondary needs Exist because of bad flow efficiency Solving flow-efficiency makes the need never appear Fulfilling seems to create value, but objectively that activity is waste Eg. wanting a status update after waiting for a long time (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
direct: eg. find out if I have cancer indirect: eg. feel safe, be met professionally, understand and be informed -> you can add value by addressing indirect needs Distinction_ Secondary vs indirect needs (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
chain of causes over-focus on resource efficiency worse flow efficiency secondary needs superfluous work (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
What is flow efficiency it's about maximizing the density of value transfer and eliminating non-value-adding activities throughput time density increase flow efficiency throughput time flow efficiency is value-adding activity in relation to the throughput time throughput time = value adding / total time total time: choose start-point and end-point start: when a need arises end: when the need is fulfilled Quote_ throughput time in most organisations example + calculation need: patient has a sore throat value adding time: time with doctor and other staff (10 minutes) time period: time from patient's arrival to patent leaving the health centre (30 minutes) flow efficiency: 10m / 30m = 33% density of value...
Flow unit material (material processed and assembled, tests into test results, …) information (eg. permission requests, referral letters, …) people: (eg. customers in theme park, patients, …) Model_ value transfer - resource vs flow efficiency (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
Primary needs the reason the customer makes contact with he organization Secondary needs secondary needs arise as a consequence of the organisation's failure to satisfy the primary need of the customer cause of secondary needs Model_ efficiency paradox Distinction_ Secondary vs indirect needs (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
What is resource efficiency a measurement of how much a resource is utilized in relation to a specific time period example resource: MRI scanner Time resources is utilized: 6 hours Time period: 24 hours Resource efficiency 6h / 24h = 25% Why care about resource efficiency? Opportunity cost the loss made by not utilizing resources to the fullest we could have used the money spent on that resource on something else [[model-value-transfer-resource-vs-flow-efficiency....