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Information space process Kaizen ② Waterfall and Agile

Updated: May 29, 2022

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 about 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.

"waterfall" is also "policy management" in my immediate surroundings.

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 TQM (QC) world that Toyota cherishes.

(Things that can change and those that should not change)

Let's return to 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 the most significant feature is that it can shorten the time to service.

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" was 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 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 pad.

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 that it had a close relationship with the Toyota Production System.

This story continues next.

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