Contents

Foreword by Jeff Sutherland

Foreword by Kent Beck

Preface

Chapter 1: History

Interchangeable Parts

Interchangeable People

The Toyodas

The Toyota Production System

Taiichi Ohno

Just-in-Time Flow

Autonomation (Jidoka)

Shigeo Shingo

Nonstock Production

Zero Inspection

Just-in-Time

Lean

Lean Manufacturing/Lean Operations

Lean Supply Chain

Lean Product Development

Lean Software Development

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Chapter 2: Principles

Principles and Practices

Software Development

Software

Development

The Seven Principles of Lean Software Development

Principle 1: Eliminate Waste

Myth: Early Specification Reduces Waste

Principle 2: Build Quality In

Myth: The Job of Testing Is to Find Defects

Principle 3: Create Knowledge

Myth: Predictions Create Predictability

Principle 4: Defer Commitment

Myth: Planning Is Commitment

Principle 5: Deliver Fast

Myth: Haste Makes Waste

Principle 6: Respect People

Myth: There Is One Best Way

Principle 7: Optimize the Whole

Myth: Optimize By Decomposition

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Chapter 3: Value

Lean Solutions

Google

From Concept to Cash

Concept

Feasibility

Pilot

Cash

Delighted Customers

Deep Customer Understanding

Focus on the Job

The Customer-Focused Organization

Leadership

The Chief Engineer

Leadership Team

Shared Leadership

Who’s Responsible?

Complete Teams

Design for Operations

Custom Development

From Projects to Products

IT—Business Collaboration

Accountability

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Chapter 4: Waste

Write Less Code

Zara

Complexity

Justify Every Feature

Minimum Useful Feature Sets

Don’t Automate Complexity

The Seven Wastes

Partially Done Work

Extra Features

Relearning

Handoffs

Task Switching

Delays

Defects

Mapping the Value Stream

Preparation

Choose a Value Stream

Choose When to Start and Stop the Timeline

Identify the Value Stream Owner

Keep It Simple

Examples

Example 1

Example 2

Example 3

Example 4

Diagnosis

Future Value Stream Maps

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Chapter 5: Speed

Deliver Fast

PatientKeeper

Time: The Universal Currency

Queuing Theory

Little’s Law

Variation and Utilization

Reducing Cycle Time

Even Out the Arrival of Work

Minimize the Number of Things in Process

Minimize the Size of Things in Process

Establish a Regular Cadence

Limit Work to Capacity

Use Pull Scheduling

Summary

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Chapter 6: People

A System of Management

The Boeing 777

W. Edwards Deming

Why Good Programs Fail

Teams

What Makes a Team?

Expertise

Leadership

Responsibility-Based Planning and Control

The Visual Workspace

Self-Directing Work

Kanban

Andon

Dashboard

Incentives

Performance Evaluations

Ranking

Compensation

Guideline No. 1: Make Sure the Promotion System Is Unassailable

Guideline No. 2: De-emphasize Annual Raises

Guideline No. 3: Reward Based on Span of Influence, Not Span of Control

Guideline No. 4: Find Better Motivators Than Money

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Chapter 7: Knowledge

Creating Knowledge

Rally

What, Exactly, Is Your Problem?

A Scientific Way of Thinking

Keeping Track of What You Know

The A3 report

The Internet Age

Just-in-Time Commitment

Set-Based Design

Example 1: Medical Device Interface Design

Example 2: Red-Eye Reduction

Example 3: Pluggable Interfaces

Why Isn’t This Waste?

Refactoring

Legacy Systems

Problem Solving

A Disciplined Approach

1. Define the Problem

2. Analyze the Situation

3. Create a Hypothesis

4. Perform Experiments

5. Verify Results

6. Follow Up/Standardize

Kaizen Events

Large Group Improvement Events

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Chapter 8: Quality

Feedback

The Polaris Program

Release Planning

Architecture

Iterations

Preparation

Planning

Implementation

Assessment

Variation: User Interface

Discipline

The Five S’s

Standards

Code Reviews

Pairing

Mistake-Proofing

Automation

Test-Driven Development

Unit Tests (Also Called Programmer Tests)

Story Tests (Also Called Acceptance Tests)

Usability and Exploratory Testing

Property Testing

Configuration Management

Continuous Integration

Nested Synchronization

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Chapter 9: Partners

Synergy

Emergency!

Open Source

Global Networks

Outsourcing

Infrastructure

Transactions

Development

Contracts

The T5 Agreement

The PS 2000 Contract

Relational Contracts

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Chapter 10: Journey

Where Do You Want to Go?

A Computer on Wheels

A Long-Term Perspective

Centered on People

What Have We Learned?

Six Sigma

Process Leaders—Natural Work Team Leaders

Tools—Results

Theory of Constraints

Critical Chain

Accommodations

Hypothesis

Training

Thinking

Measurement

Cycle Time

Financial Return

Customer Satisfaction

Roadmap

Try This

Optimize the Whole

Respect People

Deliver Fast

Defer Commitment

Create Knowledge

Build Quality In

Eliminate Waste

Bibliography

Index

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