Model

helps realize a business strategy defines how value is to be produced how will we produce a product or service given our business strategy (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)

trivial because obvious the knowledge does not add any value because it is obvious Example: murderer trivial the murderer is a person with a head and a heart, and needs to eat and drink regularly to survive not trivial the murderer is a man with shoulder-length hair, a golden earring in his left ear, and a husky voice trivial because no alternatives If there are no alternatives, the theory will become trivial Example: continuous improvement trivial...

Incremental: big backlog of all stories Iterative: build one thing, wait for feedback > I always confuse these 2 words though… > and some people use them as equal Heuristic_ how iterative is a scrum-team working Iterative development obstacles

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....