Kaizen in the manufacturing process is an event in physical space,
Kaizen in the product development process is an event in the information space.
The other day, Dr Tomabechi's Barairo Dandy explained software development.
Waterfall type ⇨ Agile type ⇨ DevSecOps
There are the above three stages of the development method.
From now on, DevSecOps will be the mainstream.
Also, "DevSecOps Days Tokyo" on October 5th and 6th last year (2020)
I will attend the lecture
I learned that the information space had reached a tremendous level.
I'm a complete layman when it comes to the IT industry.
However, did my RAS open after listening to Dr.'s commentary?
Information related to software development is getting into my brain.

In my immediate surroundings, "waterfall" is also "policy management".
So it is a word used.
The high-ranking policy is transmitted to the low-ranking like a waterfall.
I understand that it is a mechanism to solve problems.
To accurately connect the upper policy to the bottom, it is necessary to utilize documents etc., which is a factor that takes time. However, this policy management is the world of TQM (QC) that Toyota cherishes.
(Things that can change and those that should not change.)
Let's return to the story of the doctor's explanation.
Most of the current Japanese software is this waterfall type.
In addition, it has the same general contractor order form as the building and has an extended structure.
It was that the software was difficult to find the problem.
If you don't move to Agile or DevSecOps early, I think it will be a big deal.
"Agile" means "quick" and is the most prominent feature.
This explanation alone is not enough, so while searching the net, I was searching.
From "Kaizen Journey, starting with just one person and creating a team that" crosses the border "(written by Satoshi Ichitani and Go Arai), I learned that he had a book and started reading it immediately.
Originally the word "Kaizen" is attached to the title, so it has something to do with my field of expertise.
I read it while thinking that there might be one,
"Clarify the" ideal "and" current issues ". First, determine what the state should be. You should be able to draw from the mission and vision of ①. The difference between the "ideal" and the "current situation" is the gap that should capture. This gap will be an issue to be addressed. 』\
"... That? It's the same as a Toyota-style TQM. It's easy to understand."
However, I also found a sentence that I didn't understand.
"CCPM is a method of managing a project with a buffer as a whole, with a low estimate for each task without having a separate buffer. 』\
It seems to be the idea of managing buffers, similar to TOC.
I accidentally tweeted to Twitter.
"What do you do with managing buffers? It's the same as creating and managing unwanted inventory. Is it your job to manage what you don't need? I just read this book and can't stand it."
In addition, if you look more closely at Agile,
Surprisingly, I also saw it closely related to the Toyota Production System.
Do you know the word lean?
Even if you don't know the Toyota production system, you'll be interested in Lean! Know! I mean
There may be a lot of people.
There is an organization called Lean Enterprise Institute.
This organization is the one that spread Lean to the world.
I heard that one of the central figures is John Sook, a Toyota factory general affairs and personnel affairs person.
The content is very factory-oriented, and the explanation is somewhat rough.
As a result, agile and other derivatives have become violent.
The explanation of (for example) Scrum Master is called "servant leader", but this servant leader is inspired by the group leader/group leader of Toyota's mass production factory as a concrete image.
Its mission is to manage its processes and produce good products. In addition, the engineering department creates information on suitable products.
It is a little terrible.
The method of creating ideas is used as a process to make tea muddy.
The Lean people seem to have created the concept of the Lean Development System without knowing about product development (without benchmarking).
At the very least, they benchmarked small group activities in the field.
I do not deny small group activities in the field. However, there are many differences between the on-site management system and product development.

Overseas, Toyota is explained as "TPS + Gemba QC" in the first place, and the essential part is missing.
It is because they explain it as "lean".
It seems that this "lack of lean" is derived more and more like Agile Scrum while keeping the essential part of the head family, and it also affects design thinking.
The rest of the story is explained in detail in my forum.
For example, at GE, Six Sigma, lean six sigma, and Lean Startup and design thinking seem to have been promoted company-wide from the top down.
GE's performance is now sluggish.
Going back to the source of Lean,
"Toyota = TPS + Gemba QC =" Lean "was a mistake in the first place.
Toyota's factory is "Toyota = TPS + gemba QC =" Lean "",
Toyota as a whole is made up of "TPD + TPS + TQM".
Product development ... LPD ≠ TPD
Company-wide ... TPS + gemba QC ≠ TPD + TPS + TQM
People who don't know the essentials of TPD and TQM don't weave it into Lean,
It seems that he made LPD and made it more agile from it.
It's a little extra, but let me tell you my feelings.
In Japan, from the experience of not being able to make good use of QC circles.
It's hard to understand TQM.
Initially, it is M → Management, but I understand
I don't think many companies are doing it correctly.
However, if the management knows this, it will make a big difference.
Agile is a means of developing a product called software,
While ignoring TPD (Toyota Product Development) and TQM, forcibly based on the mechanism of the manufacturing site
It's a product development process.
If you have read this far,
Maybe you want to know what "TPD + TPS + TQM" is.
We recommend that you take off your scotomas and look at Japanese companies benchmarked by the world.
I have organized the mechanism approved by GAFA in the following books.
Agile may be an excellent way to use it, but to me, it's just a way to bring back to Japan the redo and buffer management that Toyota has continuously improved and lost.
We cannot keep silent that things like redo and buffers that we have been kaizen for a long time will be reimported from Japan via the United States.
Only Janese version avaiable.
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