The Lean Mindset
Mary Poppendieck | Author, Lean Software Development: An Agile Toolkit
Tom Poppendieck | Author, Lean Software Development: An Agile Toolkit
Analysis is a good thing. Being slow and careful is wise. Rewarding people for performance makes perfect sense. Creating a plan and following it is the best way to get things done. And we should strive to be the best at whatever we do. When we have our analytical hats on, we know these statements are true.
But they aren't the whole truth. Intuition is also a good thing. Being fast produces essential feedback. Purpose works better than incentives for engaging. Probing a complex environment and adapting to its response is the right way to change a complex system. And being the best can get in the way of getting even better. When we are wearing our intuitive hats, we feel that these things are terribly important.
So which hat should we wear? In the last quarter of the 20th century, western companies drifted into the habit of wearing analytical hats most of the time, while the intuitive hats got dusty on the shelf. But since the turn of the century, companies that sport intuitive hats seem to be doing very well. In fact, if we're not careful, they might become a threat to our business.
A company with a lean mindset wears both hats at the same time and knows how to leverage the advantages of each. For those of us who have gotten into the habit of wearing our analytical hats most of the time, a lean mindset means moving our thinking:
This workshop will present research, case studies, and exercises to help you understand what a lean mindset is and how it can help your company become more productive, deliver faster, and experience significantly higher quality.
- from analytical toward intuitive
- from slow toward fast
- from individualistic toward cooperative
- from disciplined toward adaptive
- from being good toward getting better
About Mary Poppendieck
Mary Poppendieck has been in the Information Technology industry for thirty years. She has managed solutions for companies in several disciplines, including supply chain management, manufacturing systems, and digital media. As a seasoned leader in both operations and new product development, she brings a practical, customer-focused approach to software development problems.
As Information Systems Manager in a video tape manufacturing plant, Mary first encountered the Toyota Production System, which later became known as Lean Production. She implemented one of thee first Just-in-Time systems in 3M, resulting in dramatic improvements in the plant's performance.
Three times Mary has partnered with small companies, twice negotiating and funding a multi-million dollar equity investment. But understanding small companies from the investor point of view was not enough; so she joined one of the start-ups to lead its R&D effort.
A popular writer and speaker, Mary's classes on managing software development offer a fresh perspective on project management. Her book Lean Software Development: An Agile Toolkit, was published in 20003 and won the Software Development Productivity Award in 2004. A sequel, Implementing Lean Software Development: From Concept to Cash, was published in 2006, and Leading Lean Software Development: Results are Not the Point, was published in November, 2009. A new book, The Lean Mindset, will be published in September, 2013.
About Tom Poppendieck
Tom Poppendieck has 25 years of experience in computing including eight years of work with object technology. His modeling and mentoring skills are rooted in his experience as a physics professor. His early work was in IT infrastructure, product development, and manufacturing support, and evolved to consulting project assignments in healthcare, logistics, mortgage banking, and travel services.
Tom led the development of a world-class product data management practice for a major commercial avionics manufacturer that reduced design to production transition efforts from 6 months to 6 weeks. He also led the technical architecture team for very large national and international Baan and SAP implementations.
Tom Poppendieck is an enterprise analyst and architect, and an agile process mentor. He focuses on identifying real business value and enabling product teams to realize that value. Tom specializes in understanding customer processes and in effective collaboration of customer, development and support specialists to maximize development efficiency, system flexibility, and business value.
Tom is co-author of the book Lean Software Development: An Agile Toolkit, published in 2003, and its sequel, Implementing Lean Software Development: From Concept to Cash, published in 2006. Leading Lean Software Development: Results are Not the Point, was published in 2009. A new book, The Lean Mindset, will be published in September, 2013.
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