Lean & Clean for Leadership in Testing Plenary Session @ BCS SIGIST

Lean & Clean for
Leadership in Testing
Plenary Session @ BCS SIGIST
Sug Sahadevan, CEO, Testhouse Ltd.
London 17/ 03 / 09
Lean = Eliminating Waste
• Adapted From Toyota Production
System.
• Translation of Lean
Manufacturing Principles
• Eliminating all non-value adding
factors.
• Lean = Mean
Identifying Waste
The History Of Lean
Why Do We Need Lean?
% of Delivered Features
Actually Used
Alw ays
Often
Never
Som etim es
Rarely
Type of Waste
The Concept Of Lean
Identifying processes which add no value to end
product.
Eliminating non-value adding processes.
Developing a continuous improvement cycle.
End Product built to customers exact needs.
Advantages of Lean
Improved Framework for Project Development
Fast Delivery
High Quality
Low Cost
Key Principles
Eliminate waste
Satisfy stake holders
Empowerment
Deploying Comprehensive testing
Deliver as fast as possible
Refactoring
Learn by Experimentation
Measure Business impact
Optimise across organization
The 5-Stage Process
Specify Value
Map The Value Stream
Establish Flow
Implement Pull
Work To Perfection
Stage One: Specify Value
Specify value from the standpoint of the end customer
Determine customer’s value expectation by review of
current product range.
Typically, 1-10% of activities within cycle are valueadding
Stage Two: Map The Value Stream
Identify all of the steps currently required to move
products from order to delivery
Challenge every step: Why is this necessary? Would
the customer think the product is worth less if this
step could be left out?
Many steps are only necessary because of the way
firms are organised and previous decisions about
assets and technologies
Stage Three: Establish Flow
Apply the right tools at the right stage
Continuous movement of products, services and
information through the various transactions from end
to end in the process
Flow appears impractical and illogical
Require that every step in the process be:
• Capable
• Available
• Adequate
Stage Four: Implement Pull
A system of cascading production and delivery
instructions in which nothing is done by the upstream
supplier until the downstream customer signals the
need
Through lead time compression & correct value
specification, let customers get exactly what’s wanted
exactly when it’s wanted:
• At the pull of the customer/next process
• Using signals (kanbans)
Stage Five: Work to Perfection
A continual cycle of process improvements
• There is always some waste that can be removed
• People learn and exercise more creativity
• Involve employees in the process, training them as
you proceed
• Continuous improvement leads to innovation
• Use root cause analysis to solve problems
promptly and permanently.
• Make objectives visible
jidoka
jidoka (or autonomation), facilitation such that defects
are detected automatically and stops the process
flow. Humans do root cause analysis and apply
countermeasures before restarting the stopped
process.
This is in contrast to detecting problems at the end, ie
Quality Control.
This quality control in a Lean environment is as a
verification step that should not detect any issues.
Problems detected in verification is an indication of a
previous process failure that needs to be corrected.
Suggestions to reduce waste within SQM
Writing clear high level 'test ideas'
Cut down report contents to the important points
View 'test reports' as tools to gain value from.
Use Talk through 'diagrams' rather than writing a report
Bring forward Strategies for a process that is difficult to
change.
Automate report and metrics generation
Automate script generation from models
Automate maintenance of cross references
Eliminate test scripts
some wastes generated by fear:
Testing will get blamed for missing something so we
need to document everything and get it approved
We have to caveat our test plans and get them
'approved' so that people can't override us later
If I don't write a script I might not cover all the 'things'
I have to cover when I execute the 'test'
To question the status Quo and just follow the existing
process.
Unjustifiable 'beliefs' in testing drove other wastes:
All tests must have a test script
Test plans must follow the IEEE format
Users must sign off on test scripts
Testing need 'complete' requirements we start test
design
We do not test unstable systems
Repeat all tests when the system changes
Testing must remain 'independent' from development
Most of the beliefs seem like excuses for not thinking
and identifying the most relevant approach.
The 5-S Framework
The 5-S Framework
1. S: SORT (Organisation)
• Distinguish between what is and is not needed
2. S: SET IN ORDER (Orderliness)
• A place for everything and everything in its place
3. S: SHINE (Cleanliness )
• Cleaning and looking for ways to keep it clean
4. S: STANDARDISE (Adherence)
• Clearly define Tasks and Procedures
5. S: SUSTAIN/SYSTEMISE (Self-Discipline)
• Stick to the rules, scrupulously
Lean Software Testing: An Agile Toolkit
• Both AGILE and Lean share
many of the same philosophies.
• Both philosophies dictate that
through empowerment (SCRUM)
better results can be achieved.
• Both are people centric.
• Lean is a learning curve for
AGILE projects.
Key Principles Covered
Developed from manufacturing practices established
by Toyota.
The 5-stage process for the achievment of a lean
project.
The 5-S framework.
Lean is part of the Agile toolkit and both work hand in
hand to deliver efficient projects.
Thank You for
Listening
Plenary Session @ BCS SIGIST
Sug Sahadevan, CEO, Testhouse Ltd.
London 07 / 07 / 05
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