TPS first: A Blueprint for Smarter Delivery
summary
Claims that TPS and Agile can be combined and then shows concrete outcomes: an off‑the‑shelf sales platform gets 84% customization, triggers a TBP root‑cause analysis, seven countermeasures and a paused multi‑million euro delivery that later returns on track; product simplification collapses 756 variants into a manageable lineup; Jishuken projects cut task time by 50%, freeing seven FTEs; budgeting moves toward product/program funding with a 5% overspend buffer and strict PO requirement.
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chapters (11)
- 0:00TPS and automotive roots
- 4:06TPS house explained
- 11:58TPS principles and agile
- 17:15TPS in IT delivery
- 26:50Agile flexibility vs TPS deadlines
- 31:50TPS, Kaizen and reshuffling
- 34:18Budgeting transformation
- 38:28Mindset and continuous improvement
- 40:17Q&A: Customization metrics
- 42:22Q&A: Budget allocation
- 43:25Q&A: TPS vs agile conflicts
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