Lean Thinking in Software Design

By Pascal Dennis

One of my great work pleasures is helping to translate the System of Profound Knowledge, as Deming called it, for new and different industries.

Taiichi Ohno, Deming, Shingo, Juran et al have given us fundamental principles gained through hard experience.

But we have to translate these so they work for us in the here and now.

Thus, Lean is both

• Do – a set of principles that informs one’s life, and a


• Jutsu – a practical set of techniques that works

It’s fun translating visual management, standardized work, quality in the process and other fundamentals in industries like software design.

Agile, Scrum and related practices are very simpatico with Lean. In fact, if I may suggest, they are Lean’s child (or grandchild).

Our software partners recognize the need for an integrated management system that aligns things like:

• Purpose


• Core Mental Models – how we think


• Two work streams: Run the Business, and Improve the Business


• Connected Level 1, 2 and 3 checking


• Leader Standard Work & Daily Accountability


• People & Leadership Develop


• The Four Rules etc.

If we check well, reality gives us frank, binary feedback: OK or Not OK.

The answer is usually the latter! And, as ever, we learn by doing. Each organization’s journey is unique and their own. Coaches are guides, whisperers, and on occasion, taskmasters.

Step by step we walk the narrow path to enlightenment and good business results! We must have both, no?

We partially succeed – and that makes all the difference.

Best regards,

Pascal

Pascal Dennis Bio

Lean – Where Are We Now? - Part 1

By Pascal Dennis

The sigmoid curve is one of nature’s most common patterns, governing phenomena as diverse as population growth, and the spread of disease.

It also governs dissemination of ideas.

The Lean Business System was born during the 1946 – 1952 Allied occupation of Japan, a historically unique moment when the best & brightest of two great cultures met and learned from one another.

The Japanese were extraordinarily open and curious students, and they absorbed what Deming, Juran, Drucker and other great senseis had to offer.

Of course, since then Japanese management gurus have returned the favor and taught what Deming called the ‘profound system of knowledge’ around the world.

Lean (a.k.a. Toyota Production System) gained worldwide attention after the publication of The Machine That Changed the World in 1990, and as Toyota’s achievements began to be understood.

Since then, Lean thinking has migrated across manufacturing and developed roots in field as diverse as health care, financial services and education.

Where on the curve are we now?

Are we still in the state of accelerated growth – or has Lean leveled off?

If the latter, how to create a new sigmoid curve? What are the obstacles and possible countermeasures.

I’ll share my thoughts in the weeks to come.

In the interim, we’d love to hear yours.

Best regards,

Pascal

Pascal Dennis Bio