Lean Coffee

Lean Coffee - Facilitator's Guide
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https://medium.com/agile-outside-the-box/lean-coffee-facilitator-s-guide-d79d9f13d0a9

Lean coffee format
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1. Set Up (To Do, In Progress, Done)
2. Collect Ideas
3. One sentence introduction of the topic
4. Dot vote
5. Prioritize
6. Discuss
- Time box ( 5 minutes)
- Vote (next item or 2 more minutes)

Excerpt from Lean Product Management - Mangalam Nandakumar

• "The engineering that went into the honeycomb contributes to a specific way of life that is suited to the bees. It is important to realize that the first bees didn't initially build wax hexagonal tubes. They iterated over many generations and responded to feedback from nature (which is often harsh and can result in extinction). Bees have pivoted to this model and it seems to have worked rather well for them."
•  "Engineering in isolation adds no business value".
• "Business functions acting in isolation without the context of business outcomes or creating value to the customer are not sustainable".
• What works for bees doesn't / may not work for ants.
• On why delivering value is important--
• "By carrying over software delivery frameworks of meeting timelines, budgets, and customer satisfaction, we are in a way restricting ourselves to looking at outputs instead of outcomes."
• "Product management shouldn't be about measuring effort or productivity; it isn't about measuring output"
• 
  

DIY Sprints (Design Sprint)

Courtesy: Jake Knapp

• Monday: Map out the problem and pick out an important place to focus.
• Tuesday: Sketch competing solutions on paper
• Wednesday: Make difficult decisions, turn ideas into testable hypotheses
• Thursday: Hammer out a realistic prototype
• Friday: Test with real human beings

Japanese Lean Terminology

Chaku Chaku

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Chaku chaku is an efficient style of production in which all the machines needed to make a part are situated in the correct sequence very close together.

The operator simply loads a part and moves on to the next operation. Each machine performs a different stage of production, such as turning, drilling, cleaning, testing or sandblasting.

Example...

Gemba

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Gemba walk is an essential part of lean management philosophy. Gemba is the factory floor where the actual value is produced. The philosophy behind Gemba is problems in business process or production become visible / best improvements come from by actually "visiting the place where value is created" -- Go and See the work as it is being produced. It encourages communication, transparency and trust. Shouldn't be employed to point of flaws of employees.

Hanedashi [Lean Manufacturing]

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Device or means of automatic unload of the work piece from one operation or process, providing the proper state for the next work piece to be loaded. Automatic unloading and orientation for the next process is essential for a “Chaku-Chaku” line.

Hansei 

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Reflection / self reflection. Similar to retrospective / post-mortem, review. Look at yourself in the mirror.

Design Sprint

Courtesy: Jake Knapp

• A Design Sprint is a time-constrained, 5 phase process using design thinking to reduce the risk of bringing a product, service or a feature into the market. 
• Savioke's 5 Day Process is summarized below: [Savioke considered dozens of ideas for their robot, and then used structured decision making to select the strongest solution to prototype and test the idea with customers]. Objective was to come up with a prototype that delivered one specific functionality (delivery a single toothbrush to a guest).
• 1st the team cleared a full week off their calendars with OOO replies.
• Manufactured a deadline
• Made arrangements with hotel for a live test on the Friday.
• Now there were only 4 days to design and test.
• Day 1: Savioke reviewed everything they knew about the problem. [they reasserted the importance of Guest satisfaction after every service, which the hotel religiously tracks]
• Savioke created a map to identify biggest risks. (A Customer Journey Map kind of -- Guest meets robot, robot gives customer toothbrush, guest acknowledges the receipt, etc.). There may also be other points where Guest-robot interaction could take place. Team had to prioritize where to spend the effort based on the risk it carried.
• Some challenges: Where to start (eventually team chose The Moment of Delivery, Should we make robots appear smarter - some people may try to interact with the robot and if they didn't respond people might be disappointed, etc.
• Day 2: Team switched to problem solving. Instead of brainstorming each member came up with own solutions -- CEO, Head of Bus Dev, Chief Robotics Engg, everyone participated and came up with own solution. 
• Day 3 (goal was which ideas to test and document potential soln in detail so that only the execution is left out): Sketches, notes on conf hall walls, old ideas discarded, 23 competing solutions. Voting and structured decision to narrow down ideas. 
• Day 4: Execution. programmed and tuned up robot's movements (laptop and playstation controller, sound effects, face mock up.
• Day 5: Live Test. Lined up interviews with guests, duct-tape webcams etc.