Peter Gfader's brain noise
Taiichi Ohno (Toyota Prod System) on fooling westerners.

Taiichi Ohno on fooling westerners:

“I’m proud to be Japanese and I wanted my country to succeed. I believed my system was a way that could help us become a modern industrial nation. That is why I had no problem with sharing it with other Japanese companies, even my biggest competitors. But I was very, very concerned that you Americans and Europeans would understand what we are doing, copy it, and defeat us in the marketplace.”

He went on to say that when Americans and Europeans came to visit Toyota that he did his best *to confuse them* as to why Toyota was so successful.
He said,

“I explained it by talking about techniques, like quicker machine setups, reduction of the seven wastes (*muda*) and other techniques with Japanese names like *kanban* and *kaizen*. 

I did my best to *prevent the visitors from fully grasping* our overall approach. Today, I am ready to be open and explain fully what we did. We are now strong enough to deal with any competition.”

I am still amazed by the greatness of this man!



The Lean of Scrum

Great article by David about how “lean” Scrum is or can be.

Inspect the inherent Lean qualities of the Scrum framework along with various ways to help Scrum Teams improve using Lean Thinking.

Full article

Everybody loves to work within the “House of Scrum”

Gunther has some great visualizations of ”Lean” and “Scrum”.

He calls it the “The House of Scrum”: Standing on “Transparency” and 2 pillars: “Inspection” and “Adaptation” with the goal of the “Product”.

The House of Scrum is a great and energizing place where product development prospers from the combined, creative intelligence of people.

Who would not like to work there?

I really like the way how Gunther shows the compatibility between “Lean” and “Agile”

Lean  —- Agile

  • Respect for People —- Self-organizing Teams
  • Kaizen —- Inspect & Adapt, short feedback cycles
  • Prevent/Eliminate Waste —- No unused specs, architecture or infrastructure
  • Pull inventory (Kanban) —- Information Radiators
  • Built-in Quality —- Definition of Done, Engineering standards
  • Customer Value —- Active Business Collaboration (Product Owner)
  • Optimizing the whole —- Whole Team Together (incl. stakeholders)
  • Deliver Fast  —- Timeboxed iterations with working Increments
  • The manager-teacher —- the facilitating servant-leader

Full article

Lean manifacturing

Why were the Americans (General Motors) not able to learn from the Japanese (Toyota)?

Great podcast about New United Motor Manufacturing, Inc. (This American Life)
Listen to it here

Do you read more about development than you actual develop something?

We as devs are obsessed with #Agile, #Lean, #Kanban always looking for an excuse to solve our problem, instead of concentrating on the problem

Great quote from Hadi Hariri

Now go and solve the problem (or write an app) 

Lean Startup 101 for Developers from @HackerChick

Great video recording from Abby Fichtner.
The Lean Startup: Who doesn’t want to change the world?

Understanding the MVP - Connecting Continuous Delivery to the Lean Startup Movement

Good talk from Aaron Erickson (Thoughtworks).

He starts with

  1. the problems in software
  2. shows us what should be important (Analytics and Measurements) to us and the users and then 
  3. finally how to get results faster

SOLID Engineering -> Agile Software Development -> Continuous Delivery -> Lean Startup

Understanding the MVP

Nice article about “Lean”

Same concept as in “Great leaders inspire action, through the: Why
From that video: “People don’t buy what you do, but why you do it!”

What is Toyotas “Why” statement?