1. Highlight five principles underlying Agile that lead to accelerated development. With each principle, identify one contrary situation that could compromise the same accelerated development principle (10 pts). • Customer involvement • Incremental delivery • People on process • Embrace change • Maintain simplicity Customer involvement is a first principle of agile methods. Retailers must involve closely by using development process.
Maskell and Baggaley (2005) explains that lean accounting can be summarized and segregated into five principles which are lean and simple business accounting, accounting process supporting lean transformation, communication of information which are clear and timely, lean perspective planning and strengthen internal accounting control. Lean and simple business accounting can be stated as "applying lean methods to the accounting processes" (Maskell & Baggaley, 2005). Accounting process can be segregated into two types; namely the type where there are wastes that cannot be eliminated at the moment and the type where wastes can be eliminated. Therefore, lean accounting is done by continuously eliminating wastes from reports, processes and accounting methods in an organization. According to Maskell and Baggaley (2005), this could be acquired by kaizen, value stream maps and Plan-Do-Check-Act (PDCA) problem solving approach.
The other two consulting firms stepped in for the lean con-cepts: “A3-thinking and coaching” and “making materials flow”. Due to the out-sourcing to consulting firms, this can be considered as a decrease in top manage-ment involvement. However, it also means top management provides enough re-sources for their lean conversion. When Daktronics started their lean implementation for the LED assembly, the lean team met three times a week. This shows the seriousness of the project and the involvement of the entire lean team.
3. LEAN PRODUCTION: Lean Production is a systematic approach which identifies and eliminates all forms of Figure 3:Lean Production/manufacturing waste from production processes and gradually reaches a synchronized production flow (Ruffa, Stephen A, 2008). This includes elements such as value stream mapping, lean workplace, process improvement (KAIZEN), visualization and standardization of processes, processes of quality assurance at source, manufacturing cells, total productive maintenance, fast casting equipment, teamwork and more (Kucerova, Mlkva, Ruksova, 2013). Lean manufacturing is so concentrated on the elimination of waste in any part of the production (Pettersen, J., 2009). Starting by contacting the customer and accepting his demands, continuing through the supply network, manufacturing process and ending with selling the finished product to the customer, flexibly and economically but at the same time respecting the customers’ needs.
Existing literature shows that when lean practices are already implemented concurrently, the final performance effect will exceed the sum of performance effect on individual lean best practices (Shah and Ward, 2003). While some recent studies (e.g., Furlan et al., 2011a) have empirically tested the synergy among lean practice bundles, these analyses were restricted to specific aspects of lean manufacturing and focused on plant-level performance. In the study, this research will address concerns of potential common method biases (Podsakoff et al., 2003) that may occur when lean manufacturing and performance data are provided by the same survey respondent by using financial performance metrics along with primary survey data on lean manufacturing implementation with more focus on Kaisen and continues improvement
It is only when the agile mind, even more so than the method, is adopted and spread in the enterprise, that success and benefits will emerge. We must therefore acquire the agile principles of the Manifesto before anything else, and then focus on a particular method, Scrum, Kanban or another. Try to to apply one or another method while the agile principles are not yet understood would be a waste of time and largely counterproductive. Staff involvement is an essential prerequisite for setting up agility within the
An emerging trend in software development is the agile methodology. It provides more flexibility in software development process such as quick delivery, simple phases, concerning on changes of requirements and provide strong communication between developers and customers. All these factors are strongly contributes to a successful software development process . However not only adopting the suitable agile method is the key success factor in software development but there are many success factors that contribute to the agile methods in order to higher the level of success of the software. In this paper we are going to survey the literature for the success factors of agile methods in software development, classify them into categories then into main success factor and sub success factors.
5. Putting a minimal system into production quickly and growing it in whatever directions prove most valuable. Advantages; • Rapid development. • Immediate responsiveness to the customer’s changing requirements. • Focus on low defect rates.
The key to lean manufacturing is to compress time and thus improving process by continuous improvement. These wastes increase cost while adding no value from the customer’s perspective. They also extend the period of Return On Investment (ROI) and help to demoralize energetic workers. A survey was carried to know about the lean techniques that have been used to verify the relevant theories as a knowledge base and help the reader to understand the relevant concepts and theories, in term of lean principles and techniques. These cover themes of lean manufacturing that are widely used in different sectors.