Recent LAI PD VSM Research
Presented By
Eric Rebentisch
MIT/LAI
April 18, 2006
http://lean.mit.edu
© 2006 Massachusetts Institute of Technology 18 April - 1
Overview
•
LAI PDVSM 1.0 released
• Predecessors in widespread (?) distribution and use (??)
in the LAI consortium
•
•
•
Several recent research projects completed
using value stream mapping in PD
• Kato—Waste in PD
• Whitaker—VSM and EVMS
• MacKenzie—VSM in USAF SPOs
Evidence of significant PDVSM activities
among LAI consortium members
Where do we stand as a learning community?
• What are the next steps?
http://lean.mit.edu
© 2006 Massachusetts Institute of Technology April 18 - 2
Product Development Value
Stream Mapping (PDVSM)
Tactical
guide to
applying
value stream
mapping
techniques
to PD,
engineering,
and other
“off-the floor”
processes
http://lean.mit.edu
© 2006 Massachusetts Institute of Technology April 18 - 3
Embedded Software
Development VSM
Inventory without Hand-off (over 3days)
Hand-off with Inventory (over 3days)
Hand-off without Inventory
Jan‘ 02
1/9
Hand-off,31-33, 31-35,
31-36, 31-37, w-31
Transaction waste
1/27
Risk: tentative
information
2/6
1/30
Negotiation.
1/23
1/16
RISK of “defective information”
28
Investigation
Summarize
Scope/Product
Definition
(1day)
11
Features
Soft. Req.
Analysis
(1day)
11
(1day)
Hand-off 1-14, 1-15, 1-16, 1-17, 1-18, 1-20, 1-21, 1-22,
1-23, 1-25, 1-26, w-26
1-25, 1-26 (11days), w-07
1/27
17-27
(5 days), w-44
2/28
72(1day)
(Defective info. – under processing)
31
Architecture
Software
Architecture
Document
(4day)
31
Architecture
Software
Architecture
Document
(1day)
40
1/24
1/20
21 Investigation
8-XXXXXXX
(3day)
31 (5day)
31
31
31
(0.25day)
(0.25day)
(0.25day)
31Ex
Architecture
Software
Architecture
Document
(1day)
31
31
Weekly
(0.25day)
8
Meeting w-21
Defective
Information, Under
Processing, Over
Utilization,
Expedited task,
Schedule
Enforcement,
Premature input
from others, based
on tentative
infromation.
Wasteful discussion
XX (Bug Fix of Other Product)
1/25
14
Investigation
1-XXXXXX
(1day)
2/1
14-1
25
Investigation
12Elimination
Of
Performance
Issue
(1day)
23-27 (7 days), w-03
Weekly Meeting w-21
2/8
8
8
23 (5day)
1/11
Hand-off 22-27, w-28
25-Re
CIC
Filter
1/18
2/4
NVA (Documenting): XX.
Required by RUP w-14
16
Investigation
XXXXX
Restriction
(1day)
1/20
22-3day
Member C
1/24
1/21
40
Weekly
Meeting (.5h)
w-34
Defective
Information, Under
Processing, Over
Utilization,
Expedited task,
Schedule
Enforcement
59-1
Low priority
1/12
18
Investigation
5-XXXXXXX
Enhancements
(0.5day)
1/11
1/15
18
Investigation
5-XXXXXXXX
Enhancements
(0.5day)
Other Tasks
Other Tasks
1/17
18 (5day)
1/7
1/7
1/18
82-1
2/2
Weekly
Meeting (.5h)
w-35
73(2day)
3/8
74(1day)
Weekly Meeting
Story board only
2/24
45
Specifications
Formal Review
Functional
Spec
XXX
Review 1
(1day)
Indecisive
discussions because
of so many
stakeholders (not
XXXXXX only)
40 -5day
2/15
2/4
8
3/2
71(1day)
XXXXXX
Workshop
1/25
Rework
Estimate
XXX
Xput-1h
3/9
3/8
64 (1day)
3/4?
58-2
Prototype w/ Clone
Coding & Unit Test
Clone XXX
(3day)
Weekly Meeting w-42
About XXX
4
24(1day)
62 (2day)
75 (1day)
4
3/2
1/24
24
Investigation
XXXXXXX
Communication
(0.5day)
3/8
3/3
Rework w-17
XX (Bug Fix of Other Product)
NVA (Documenting): Change Req. Required by
RUP w-15
Customizable
Configuration
3/4
XXXXX
Inventory
(0.5day)
Weekly Review (.5h) w-39
XXX, XXXX (Not dedicated)
19-5day
69 (3day)
3/2
Weekly Meeting
36(1day)
19
Investigation
6-XXXXXXXXx
Enhancements
(0.5day)
3/7
Trip to Other Country
25-Re
CIC
Filter
(0.25day)
Meeting, about 2h
Meeting,
about 2h
2/10
46
Specifications
Formal
Review
Functional
Spec
XXXX
Modification
(2day)
46
Specifications
Formal
Review
Functional
Spec
XXXX
Modification
(2day)
(1day)
36-Re
Change
Request
XXXX
-XXX
(0.5day)
70(2day)
3/4
44
Specifications
Formal Review Functional Spec
XXX Workshop
(2day)
2/8
42 (5day)
49
(3day)
8
34-1
42 Ex
Defective Info., Under Processing, Incomplete
8
Info. w-16
3/3
2/25
49
Specifications
Non-Functional Spec
XXXXXXX
(3day)
Story
board
only
24
Weekly Meeting w-41
Inventory,2/10
w-22
3/7
3/3
2/7
2/1
36
Change
Request
XXXX
-XXX
(1day)
1/20
Other Tasks
1/18
Low priority
4
Other Tasks
19
Investigation
6XXXXX
Enhancements
(0.5day)
Member D
Hand-off,14-27, 1527, 16-27, 24-27, 2527, 26-27, w-29
12
Email
XXXXXX
Defective
Information, Under
Processing, Over
Utilization,
Expedited task,
Schedule
Enforcement
(0.5day)
2/5
XX (Bug Fix of Other Product)
35 Re
ChangeWaste: Over Processing, Task not clear, Introduction of new
Requestprocess, engineer’s desire for perfection w-33
XXXX
2/14
8
XXXX
2/9
41-3day
(1day)
Weekly Meeting (.5h) w-38
NVA (Documenting): Change Req. Required by RUP
34-1
Rework w-01
29
Investigation
Agree
Final
Feature
List
With
Stakeholders
(1day)
41
Specifications
Compatibility
Definition
(2day)
Inventory 41-41 w-23
2/15
41Ex
2/14
2/10
42
Specifications
Functional Spec.
XXXXXXXXXXXX
(5day)
About XX
26-2day
Other Tasks
2/1
35
Change
Request
XXXX
XXXX
(1day)
35 (1day)
16(1day)
26
Investigation
13-XXXXXXX
(2day)
2/4
41
Specifications
Compatibility
Definition
(1day)
32
15(1day)
22
Investigation
9-XXXXX
for RUP Support
(0.5day)
XXX
1/25
15
Investigation
2-XXXXXX
Compatibility
(1day)
1/17
40
Specifications
Functional Spec.
XXXXXXXX
(?day)
25-Re
XXX
XXX
(0.25day)
XXXXX
Workshop
Hand-off, 33-41, w-32
33-1
25 (1day)
23
Investigation
10-Improved Application XX Management
(5day)
47
Specifications
Formal
Review
Functional
Spec
XXXXXx
(0.5day)
?
31Re
Architecture
Software
Architecture
Document
(1day)
2/8
33
Change
Request
XXXX
XXXX
1. Weekly
Meeting (.5h)
w-11
Lowerd quality
because of so many
stop-and-go tasks
2/15
40 (5day)
?
Motion (Documenting): Change Req. Required
by RUP w-13
Weekly Meeting (.5h) w-20
67
Control
Design
Control
XXX Review
Workshop
(0.25h)
(0.25day)
Requested by H/W
team (1h)
2/7
31 (5day)
2/2
31
(0.25day)
1/26
1/24
21 (5day)
1/18
Member B
67
Control
Design
Control
XXX Review
Workshop
(0.25h)
2/25
1/28
17
(2day)
1/17
17 (5day)
72
Control Design
H/W Control
Details
XXXX
Enhancement
Spec.
(1day)
(2day)
27
(1day)
17 Investigation
4-Dynamic Setup
(5day)
1/11
Jun ‘03
3/13
42 Ex
79-1
w-47 (1day*7)
Rework (.5h)
Correcting incomplete information from
upstream task w-04
1/19
1/11
May ‘03
Mar ‘03
3/4
3/1
3/3
Inventory, Stop-andGo Tasks, Expedited
Tasks, Over
Utilization(140%),+low
availability of H/W
system
Motion (Meetings): Agreement w-12
27
Investigation
Select the
Project
Scope
(1day)
Hand-off 17-27, 23-27, w-27
3/6
2/24
71
Control Design
H/W Control
Details
XXXX
XXXX
(1day)
79
Planning
Plan for
Construction
Phase
20
28
(1day)
1-21, 1-22 (5 days), w-08
2/27
2/23
1/31
1-14, 1-15, 1-16 (10days), w-06
1/7
Feb ‘03
2/20
Inventory, Expedited Work, Stop-and-go, Over
Utilization (XX, Bug Fix of Other Product), w-05
1/28
Under-Processing, Information not complete,
w-24
Member A
1/7
Apr ‘03
2/13
Hand-off,27-31, w-30
77
Planning
Release
Mgt. Plan
(1day)
12
1/24
1/11
1/12
Hand-off, w25
20
Investigation
7-Customizable
Configuration and
XXX Agreement
(2day)
2/1
53
Prototype
w/ XXX
XXXX
32
Weekly
Meeting
(1day)
20-37 (13days, until the end), w-02
Weekly Review (.5h) w-40
37
Change
Request
XXXXX
(1day)
1/28
(.5h) w-36
Waiting(4h)wait
ing for Bench
w-10
53-1
20-2day
1/25
Weekly Meeting w-43
55 Prototype w/ Clone
Coding & Unit Test
XXXXX
(6day)
16,
16
55(10day)
2/2
Workshop
61
(0.5day)
Prototype w/ Clone
Integration Test
Defective Information, Under Processing Creating
Test Loopback
(1day)
Testing System is Busy for Releasing Other Products
16
?
3/8
61 (3day)
3/10
3/11
3/8 63 (3day)
3/15
Over Processing (2-hour loss) w-19
1/11
Creating unnecessary information. Proceeding without
proper knowledge of the current model’s S/W structure. 2/7
83-1
Low priority
XXXXX
57 (2day)
2/15
58-1
Prototype w/ Clone
XXXXXX
Clone XXXX
(2day)
2/9
55(10day)
Risk of “Defective Information”
Proceeding with tentative information
20,24
8
2/14
2/25
57
Prototype w/ Clone
Coding & Unit Test
XXXXXX
(2day)
Weekly Meeting
XX (Bug Fix of Other Product)
NVA (Documenting): Change Req. Required by
RUP w-18
37-1
55 Prototype w/ Clone
Coding & Unit Test
XXXXXXXXXXXX
(4day)
Member E
2/24
56-1
Prototype w/ Clone
Coding & Unit Test
XXXXXX
(6day)
Motion(4h) Info.
hunting w-09
29-1
2/10
3/4
57 (2day)
3/7
3/2
2/24
2/15
56 (3day)
56-2
Prototype w/ Clone
Coding & Unit Test
Clone Diag
(6day)
2/7
XXXX Study
Licensing
Agreement
2/15
56-2 Ex
Prototype w/ Clone
Coding & Unit Test
XXXXXX
(6day)
2/21
2/15
58 (3day)
58 (3day)
2/25
2/25
(4h)
XXXX Lecture
Weekly Review (.5h) w-45
XXXX Lecture
XXXX Lecture
44-2day
2/22
2/21
45-1
3/1
67
Control Design
Control XXX Review Workshop
(2day)
40
2/28
46
Weekly Meeting Specifications
Formal Review Functional
Spec
XXXXXXXXXX
(2day)
Weekly Review (.5h) w-46
Member F
XXX Lecture
XXX Lecture
XXX Lecture
(1h)
(1h)
(1h)
32
Motion - Information hunting, not knowing the existence
of the search engine for source code, poor
communication, OJT, training (1h)
47
Specifications
Formal
Review
Functional
Spec
XXXXXXXXXX
(1day)
32
Inqury
Inqury
Inqury
Inqury
Inqury
Information Pulling
2/4
Inqury
Other country
XXXX
External
XXX
(Closer to
Customers)
Other
segments of
R&D dept.
H/W Team
(Closer to
Other
Customers)
segments of
XXX dept.
H/W Team
H/W Team
Information not
documented
H/W Team
Interface design,
optimization in terms
of performance
Project A-1
Project
Manager, Mr.
XXXXX
7
H/W
Block
Diagram
Available
2/28
8
H/W
ControlXXX
Low availability, need
to set up a scheduled
meeting
Investigation Phase
(around 100 tasks)
Construction Phase
350 tasks)
Source: Jin Kato, Development of a Process for Continuous
Creation of
Lean Value in Product Development
(around
http://lean.mit.edu
Organizations, MIT Master’s Thesis, May 2005
© 2006 Massachusetts Institute of Technology April 18 - 4
Hardware/Software Development
Program VSM (Part of Major System)
http://lean.mit.edu
Source: Ryan Whitaker, Using PDVSM to Better Characterize Waste and
© 2006 Massachusetts Institute of Technology
Value in Product Development, MIT Master’s Thesis, August 2005
April 18 - 5
Small USAF Acquisition
Program VSM
Congressional add
DCAA
33
DCMA
34
64
10
Engineering
71 72
15
67
Contracting
1 3
64
16
64
17
71 72
69
67
71 72
24
40
25
30 41
46
26
30 42
46
27
30 43
46
28
44
69
18
Logistics
39
69
67
Finance
23
72
Program
Management
2 5 7 9 32 3511 63 64
71
14
19
66 67 68 69
29 38 30 45
54
55
48 51
46
57
56
52
58 62 59
60
61
53
47
46
57
56
52
58 62 59
60
61
53
72
64 65
Wing Senior
Leadership
22
67
69
70
72
63
6
PACAF/DOY
66
4 8
LM
31 3612
64
13
68
20
69
72
21
37
30
54
55
84th RADES
46th TS
54
55
56
49
52
50
52
53
57
58
Nugget
59
60
61
Senator Stevens
11th AF
Elmendorf
OG/ALC-LHH
Alaskan DNR
Civil Eng Shop
Eilsen
353rd CSS
Sep 04
http://lean.mit.edu
Jan 05
May 05
Sep 05
Jan 06
May 06
Sep 06
Source: Scott MacKenzie, Utilizing Value Stream Mapping
© 2006 Massachusetts Institute of Technology
In Air Force Acquisition Program Offices, MIT Master’s Thesis, January 2006
April 18 - 6
Value Measurement
•
•
Earned Value Management System (EVMS) commonly used to
measure and manage PD, but can suffer from lack of tight
linkages to actual value-creating activities in PD
Initial research shows compatibility between value stream
thinking in PD and EVMS, but little current convergence
http://lean.mit.edu
Source: Ryan Whitaker, Using PDVSM to Better Characterize Waste and
Value in Product Development, MIT Master’s Thesis, August 2005 © 2006 Massachusetts Institute of Technology
April 18 - 7
Observations About the Current
State of the Research
•
We are pushing the limits of traditional VSM tools to
represent complex projects
•
•
•
Working premise is that uncertainty reduction activities are
a surrogate for value creation progress in PD
•
•
•
Forced by limitations of existing methods to create VSMs at the
level of local activities
VSMs of more complex activities resemble Gantt charts—
inexact measures of value creation processes and the state of
the processes that are producing the product
Existing measures (EVMS) used for PD management can
distract from true levels of uncertainty in development effort
Mismatch between level of measurement (EVMS elements) and
work processes suggest limited potential impact of
measurement system on actual behavior
Existing management tools at program level could be
improved to provide additional insight into state of the
process, and flow of value through the system
http://lean.mit.edu
© 2006 Massachusetts Institute of Technology April 18 - 8