EuroSTAR 2010 > Day 2 > Testing & Lean Principles #esconfs


05 – Eurostar > Day 2 > Testing & Lean Principles

After some lengthy introductions, Ingvar Nordström and Beata Karpinska, started talking about the car industry.

Beata briefly introduced the Toyota history.

“lean is a journey” from Mary Poppendieck

Lean is a philosophy, a way of thinking. You can even use Waterfall and apply Lean.

Two cornerstone: Eliminate Waste and Add Value to Your Customer.

Waste is:
waiting, over production, bad quality, Transport, Inventory and many others.

Transportation is unnecessary movement: Lack of communication, Late Handovers, Slow start of execution are elements of waste. Timely information is key to avoiding this late waste in software testing.

Avoid re-working; we need to listen to learn
Set priorities, sit with devs to do exploratory testing, experience based testing are all good ways to avoid waste. I’d suggest starting earlier than that 🙂

Defects are problems between processes <– Not too sure, but interesting thought.

Unfinished preparation, unnecessary features, usability issues, duplication of work are all waste.

Too much documentation is a sign of waste. Only produce what is needed.
Who is the receiver of this documentation.

Brian Marick’s Testing Quadrants is shown and explained.

Conflicts at work, stress, overtime, task switching between projects are all elements of waste.

We need to redefine the process to eliminate waste.

To visualise waste we need to produce a value stream map.

To win the war, choose your battles – Don’t try it all at once. Start small and make it happen.

Ingvar then introduced the principles of Lean via a diagram

Learning is a cornerstone in Lean Thinking. Learn from your mistakes; this needs values and principles in your company to avoid a blame culture.

Move Exploratory Testing to the beginning before we have requirements. This leads to prototypes and better defined requirements. Test conditions can also be defined.

At this point Ingvar is discussing the module test, but he’s losing the audience, people are starting to leave.

Continuous Improvement – important that we do it now. Once a week all team members get together around a white board and focus on what is important.

Act versus React – take care immediately. “Andon” a term used by Toyota when stopping the production line to fix problems.

We all have three jobs:
1. Your ordinary job
2. Teach other
3. Learn from other

Checklist for lean implementation:

  1. Do we add value for our customer
  2. Do we create more output than needed
  3. Are we doing unnecessary tests
  4. Do we act according to principle “right for me”
  5. Do we have uncontrolled waste without eliminating it
  6. Are we aware of improvement  ideas
  7. Continuous improvement, learn from earlier projects
  8. Walk – don’t run
  9. Celebrate success