1. EUBIM2012 Aplicación de Lean en la creación del proyecto con BIM

    51:50

    from Alberto Cerdan / Added

    343 Plays / / 0 Comments

    Grabación de la conferencia impartida por D. Fernando Cerveró Romero, Miembro Fundador del Spanish Group for Lean Construction, durante el Ier Encuentro de Usuarios BIM de España, organizado por GURV (Grupo de Usuarios de Revit de Valencia) que tuvo lugar el 18 de mayo 2012.

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    • An Brief Interview with Roger Chen, a Lean Coach for Martin Memorial Health Systems

      01:45

      from Lean Enterprise Institute / Added

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      We recently had the opportunity to speak with Martin Memorial Health Systems' Lean Coach, Roger Chen.

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      • ASQ Vancouver May 17 2012 Program - LEAN in Health Care with Sumeet Kumar, Ice Breaking Session

        14:44

        from ASQ Vancouver / Added

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        May 17, 2012 Ice Breaking Session: "It is Easy to Standardize Processes in Healthcare" Continue Watching: https://vimeo.com/43330566 Improving Patient Flow Through The Regional Acute Care System for Mental Health & Addiction Sumeet Kumar, BE, MBA, LSS Black Belt asq.bc.ca/webfiles/May17-2012.html Slides: asq.bc.ca/webfiles/May17-2012Presentation.pdf Write up goo.gl/e3xOI Rate it: lnkd.in/pmgeHi

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        • LSSC12: Emergent Patterns for Kanban Systems in IT Operations - Dominica DeGrandis

          38:06

          from David J. Anderson & Associates / Added

          248 Plays / / 0 Comments

          Early adopters of Kanban in the IT services realm are designing systems which consider high levels of interrupt driven work and big differences in task size. This work doesn't typically drive revenue and thus creates unique challenges. Add to that, the conundrum of handling dependencies, distributed teams, and shared resources, a kanban design for IT Ops may look very different than a Kanban design for development. This talk covers real world examples from IT teams working to optimize the whole of their organization.

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          • Introducing flowscape

            01:59

            from Rob Gibson / Added

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            Introducing flowscape: we create and navigate disruptive change, using technological ingenuity and culture savvy to get you better business outcomes.

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            • LSSC12: Understanding the Actual Customer Need Through ConOps - Mack McKinney

              53:13

              from David J. Anderson & Associates / Added

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              This presentation was given at the Lean Software and Systems Conference 2012 (LSSC12). Working closely with end users can help ensure complex systems meet not just the contractual specification but also operators’ and other stakeholders’ evolving needs in realistic operational environments. Gaining users’ strong support is crucial to maintaining funding for projects and programs in austere budget environment. But working with users is often difficult to arrange and fraught with challenges: They often disagree among themselves and change their opinions frequently. And which users should we contact and whose inputs should we consider? Users don’t speak engineering and engineers seldom speak “ops” so how can we have a meaningful conversation with them anyway? DOD contracts seldom contain any provisions for contacting or visiting with end users, nor does the USG want to pay for such discussions, so how can we arrange discussions with end users? Since there is no substitute for detailed operational discussions with end users of complex systems, an effective, efficient, reliable method must be found by systems engineers and project managers for the regular, methodical engagement of hands-on users of the systems we design and build. This presentation describes the Technical Concept of Operations (TechCONOPS) as the primary document for tying together users, buyers and designers. Then the briefer discusses the four most common user groups, when to involve each and what kinds of information we can typically get from them. This is followed by a brief discussion of how a robust TechCONOPS can drive modeling and simulation. Lastly the other two key communities (technologists and threat/intel specialists) are discussed in the context of their crucial contributions during regular revisits/updates to the CONOPS. Finally, several real-world examples of failed developmental systems (division air defense artillery system, UAV, imagery analysis software, others) illustrate common pitfalls of not building CONOPS and not involving hands-on end users early enough or often enough in system design and test.

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              • LSSC12: Continuous Feedback: Process Control for Developing Software-Intensive Systems - Mary Poppendieck

                01:36:15

                from David J. Anderson & Associates / Added

                266 Plays / / 0 Comments

                When the Wright brothers flew their first plane, one of their key inventions was the ability to change the shape of the wings in flight, so as to steer the plane and keep it aloft. At first all of the control was done by the pilot, but feedback control systems were soon developed to automatically simulate a good pilot’s actions. When the first cars rolled off of Henry Ford’s automotive assembly line, they were made with thick, uneven sheet metal made with manually controlled processes. But feedback control systems were rapidly developed that allowed the manufacture of much thinner and more precise sheet metal, leading to lighter, sleeker cars. As systems increase in complexity, feedback control systems have always been developed to manage that complexity. In our world of developing complex software-intensive systems, we have recently arrived at the stage of Wright brothers were during their early flights – we can now design our systems so that we can modify them in flight, observe the results, then manually make corrections. This talk is about using feedback control to radically improve the process of developing of software-intensive systems. It covers: Continuous Delivery: A surge in organizations engaged in continuous delivery (weekly, daily, or more frequently) has changed the development game from iterations to flow, and from intermediary product “owners” to sending system-level feedback directly to the technical team. Continuous Design: Continuous delivery requires the ability to continuously take the feedback into account and adjust the software content accordingly. Instead of designing features based on speculation, system development decisions are based on real data – for example, A/B testing, Cohort analysis, etc. Continuous Demand Management: One of the biggest problems development managers face is demand management – and resolving this problem is fundamentally about the ability to match demand to capability. A rapid full-system feedback control loop is increasingly practical, and is a very effective way to manage demand. Continuous Progress: Recent research has shown that the most potent motivator, the one that gets people deeply engaged in their work is not incentives, not goals, not even teams. The most effective motivator of knowledge workers is: making progress in meaningful work. Continuous delivery and design put members of the technical team in direct contact with the end result of their work – making the work more meaningful and progress highly visible. Continuous Experimentation: Research also shows that the most successful organizations are those that take a disciplined, empirical approach to improving business processes – questioning conventional wisdom and experimenting to find out what works. This includes questioning the conventional wisdom behind approaches to developing software-intensive systems – including agile and lean approaches.

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                • LSSC12: The Dark Side: How Cognitive Bias, Behavioral Economics, and Tribal Forces Help and Hinder Lean Initiatives- Jim Benson

                  01:02:48

                  from David J. Anderson & Associates / Added

                  118 Plays / / 0 Comments

                  This presentation was given at the Lean Software and Systems Conference 2012 (LSSC12). Lean initiatives start out strong, with healthy principles and exciting rhetoric. But we still run into issues along the way - people become bottlenecks, teams wage war against other teams, deadline pressures make us break our WIP, blame still rears its ugly head. Why do these still happen to allegedly enlightened lean teams? What happens when our lean team fights with other non-lean teams? Why do we instinctively keep promising deliverables by certain dates - even when we know we can't reliably do so? Jim Benson discusses the fetid underpinnings of the human psyche and how knowledge workers are extremely susceptible to them.

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                  • Lean Six Sigma en la Dirección de Proyectos

                    01:56:13

                    from PMIEcuador / Added

                    333 Plays / / 0 Comments

                    En 90 minutos el Sr. Ruggles comparte sus experiencias en el uso de los procesos de “Lean Six Sigma” y sus herramientas y técnicas para dirigir y gestionar sus proyectos. La charla incluye los siguientes tópicos: Lean: Qué es esto? Six Sigma: Qué es esto? Comparando Lean y Six Sigma Porqué Lean necesita Six Sigma? Qué le falta a Lean? Porqué Six Sigma necesita Lean? Qué le falta a Six Sigma? Combinando “sin costuras remiendos” Lean y Six Sigma para crear Lean Six Sigma Cuales procesos, técnicas y herramientas de Lean Six Sigma pueden agregar valor a la dirección y gestión de proyectos Proyectos de mejoramiento usando Lean Six Sigma: Cinco (5) casos de estudio Consultas y respuestas

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                    • LSSC12: Lean Systems Society president's address - James Sutton

                      10:42

                      from David J. Anderson & Associates / Added

                      28 Plays / / 0 Comments

                      This presentation was given at the Lean Software and Systems Conference (LSSC12). James Sutton delivers the LSSC president's address announcing the re-branding of the Lean Software and Systems Consortium to become the Lean Systems Society.

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