Let's solve a practical problem together using Lean Principles

This topic has popped up in my mind through an observation of a practical problem I found yesterday. I thought to apply some lean principles to resolve this problem. I am proposing the problem statement here in this forum and the idea is to have an interactive workshop to come up with possible solutions to address this problem using Lean thinking/principles. Here are the details.

Yesterday I visited Hyderabad Zoo (Nehru zoological Park) along with my cousins families. We are 12 members including adults and children. Earlier till November 2014, visitors cars were directly allowed inside with an additional fee of 200 rupees per car. I visited the Zoo before 2014 November and it was an awesome experience going by our own car and stop wherever you want for however long you want. Now, as they stopped allowing private cars inside, they arranged electric cars rides inside the Zoo. Below is the process and problem statement that I observed.

1. The fee for one adult is 50 Rs and child is 30 Rs for Electric car

2. Tickets will be given only at the entrance of the Zoo that is located outside the compound wall (You will not know how many members are waiting for electric cars inside)

3. Tickets once sold cannot be refunded or exchanged

4. There are limited electric cars available to cater the crowd (I got the info that around 25 cars)

5. Each ride takes 40 minutes. It will stop at various locations where you can get down the car and visit the animals and come back to go to next stop

6. Each car can take up to 12 members including the driver (

7. You have to get onto the car at only one starting location and get down at the same point after the ride is complete. If you want to give away the ride in between its fine up to you

 

The problems I observed and want to solve these problems by applying lean principles:

1. At the time of buying the tickets:

     a. I did not have any clue on how many cars are there inside

     b. How long each trip takes

     c. How many members are in waiting

     d. Whether I can take the car and leave it at some place and visit the animals and by the time I come back after my visit there can be some other car available to take me to next stop or not

2. I had to wait more than 1.5 hours to get my turn to have a car available

3. The driver told that if I can give him 300 Extra we can take our own time to visit and he will not mind (this is the primary cause of the long queues I observed)

4. Weekend visitors are more than 2 times of weekday visitors

5. The queue is not properly managed so at times I observed people are joining in the middle of the queue and making it even more worst

What I want to resolve:

1. Reduce the waiting time

2. Address the loophole of extending the ride by giving bribe to the car driver

3. Address the queue management inconsistencies

 
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Outline/structure of the Session

1. Teams formation activity to arrange the audience into equal size (as much as possible) and with uniform lean knowledge across all tables: 5 minutes

2. Explain the above problem statement (with more details) using a 3 to 4 slides: 10 minutes

3. I will address the queries from the participants: 5 minutes

4. At each table the audience will brainstorm and come up with their solutions to address the above problems: 15 minutes

5. From each table one representative will come and present their solution to all the participants: 5 minutes (assuming there will be 5 tables and each table gets 1 minute)

6. Voting and decide the best solution group: 2 minutes

7. Closure and Q&A: 3 minutes

Learning Outcome

Audience will understand the Lean way of solving practical problems and also can get knowledge on the tools like Value Stream mapping, Spaggatti diagram etc

Target Audience

Anyone who is interesting in resolving puzzles and with minimum Lean understanding

schedule Submitted 2 years ago

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comment Comment on this Proposal
  • Sachin goel
    By Sachin goel  ~  2 years ago
    reply Reply

    Hi Vijay - could you pls help me understand why do you thik the problem stated is a good use case for workshop on Lean methods? Given in involves dealing with mass public, it means changing their expectation with all of "trails".

    • Vijay Bandaru
      By Vijay Bandaru  ~  2 years ago
      reply Reply

      Hi Sachin 

      This is more to learn how to use tools like value stream mapping and the lean principles of eleminate waste and limit work in progress etc for the participants through working on a solution for this problem. I am not planning to take the solution to the Zoo management and ask them to implement. This is just for the participants to work on a practical problem outside of IT so that we can see a bunch of solutions identified through brainstorming. Hope it is clear

       

      Regards

      Vijay


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    To be precise, we are not fully agile if we do not nurture CFTs. Not far from now, you will see digital enterprises trying to compete with each other in developing and releasing their apps every 5 days.  CFTs will become one of the fundamental pillars for agile methodologies to adapt to such aggressive future needs

    Building CFTs is an art and nurturing collaboration among CFTs is even more challenging. In this talk, I will explain about

    (1) Building Cross Functional Teams by Example

    (2) Nurturing Cross-functional Team Collaboration

    (3) Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.

     

  • Liked Madhavi Ledalla
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    Madhavi Ledalla - Gamification –an essential element for vibrant retrospectives.

    Madhavi Ledalla
    Madhavi Ledalla
    Agile Coach
    ADP
    schedule 2 years ago
    Sold Out!
    90 Mins
    Workshop
    Intermediate

    High performance agile teams are always striving to achieve an effective retrospective that enables the team to discuss the success criteria, and define the areas of improvement further.  This is an important aspect for cross functional teams – the development, operations, database administrators, systems administrators, QA testers, product managers - to focus on excellent communication and collaboration. 

    Over the years, my experience has been that retrospectives can get monotonous with time, and hence tend to become ineffective. The more I engaged with the process, the more I felt the need to revolutionize the process, bring out something new, fun, and exciting to make the retrospectives vibrant.  The other interesting aspect I came across during my research into the subject was the theory of gamification and the universality of its application. 

    During this session the audience will understand how the concept of gamification brings in a completely different dimension of thinking while maintaining the element of fun as we try and apply it to a few everyday situations!

     I have leveraged Luke Hohmann’s Innovation Games, The Conteneo Collaboration Could platform for this concept of gamification so that distributed teams can benefit by this.  

     

  • Liked Vijay Bandaru
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    Vijay Bandaru - Enterprise Agility - Not a Cakewalk

    Vijay Bandaru
    Vijay Bandaru
    Agile Coach
    IVY Comptech
    schedule 2 years ago
    Sold Out!
    45 Mins
    Talk
    Intermediate

    I worked as a coach and have experience ranging from team level to large scale agile transformation that involves:

    - Multiple teams from different locations
    - Different cultures
    - Variety of structures
    - Component teams
    - Strong silo working culture
    - Legacy code base
    - Different release schedules and processes
    - Wide range of tools
    - And many other challenges

    As part of working on the assignments to help the organizations transforming into agile, I had come across various anti patterns and road blocks at various
    levels. These anti patterns are very critical to understand and help the organizations to tackle them effectively without compromising on the core agile
    values and principles.

    It is very easy for any organization to kick off the transformation but it is very hard to maintain the sustainability and become a matured agile organization. During this period there will be many traps that will force the organization to take a U turn and get back to where they started. Lot of effort, money and time gets wasted in this process. It is important to understand the key areas of enterprise agile pathway and decide the roadmap for the transformation with a clear vision and goal. Periodic inspection and adaption is also critical in this whole process to successfully achieve the vision and goal of transformation. top to bottom of the organization will play very vital role in this journey, without proper collaboration, communication and understanding among these teams, organization cannot transform. 

    Once the transformation kicked off, organization will go through a whole set of different challenges during their release planning, sprint ceremonies, collaboration issues, cross location team challenges, tools and processes and these are also critical humps to crossover successfully. 

    Another important area that usually will not get enough importance in transformation is the "communication" part. Agile emphasizes more on "face to face" communication. But is it just enough talking face to face? Conflict --> Communication --> collaboration --> Value delivery. This path has to be clearly understood at all levels of organization. 

    My topic is going to cover these anti patterns that I had come across in my coaching experience and share them with the audience. As part of this session, I am also planning to conduct a survey to see how many of these anti patterns are common to the organizations that are transforming into Agile. I will collect the survey information from the participants by providing them a quick hand copy of the survey form. This information will help me for my paper that is in progress on the "Enterprise Agile Transformation".

    I am also planning to have some activities within the session by giving the audience some challenges of transformation and try to find suggestions to arrive at solutions to tackle those challenges. This part will make the session interactive and two-way knowledge sharing.

    The anti patterns will be mostly around the following categories:

    - Management responsibility
    - Structural challenges
    - Product teams
    - Portfolio management
    - Scrum teams
    - Scrum Master
    - Support teams (Sales, Marketing, HR, Admin etc)
    - Communication
    - Continuous improvement
    - Tools
    - Processes

    I will also cover, what was done for some of the key anti-patterns to address them as part of the transformation engagements.