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No part of this presentation may be reproducedwithout the written permission of the author.
Beyond Robustness: Thriving on Uncertainty
GOTO Chicago 2013Chicago, ILApril 23, 2013
Donald G. ReinertsenReinertsen & Associates
600 Via Monte D’OroRedondo Beach, CA 90277 U.S.A.
(310)-373-5332Internet: [email protected]
Twitter: @dreinertsenwww.ReinertsenAssociates.com
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Variability is BAD
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We Should Minimize Variability
• The world is stochastic; outcomes will vary.• We can protect ourselves from the unfavorable tail
by:• Explicitly making low variability choices• Making high variability choices but committing
to conservative achievement by: • Under-commitment on performance• Padded schedules• Padded budgets
• Are such choices in our economic interest?
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Completion Time
Prob
abili
ty
Make the Tail SmallCommitted
Out of Bounds
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Prob
abili
ty
Hide the Variability with a Buffer
Committed
Out of Bounds
Completion Time
Expected
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Without a Buffer
CumulativeProbability of Completion
Time
Inherently Uncertain Schedule
100%
50%
Expected Delay at 50% Confidence Schedule
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Buffering Variability
CumulativeProbability of Completion
Time
Inherently Uncertain Schedule
100% 90%
Schedule Margin or Buffer
Expected Delay 90% Confidence Schedule
Time buffers trade cycle time for reductions in cycle time variability.
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Robustness is GOOD
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Passive Robustness
• Structure the system so that it intrinsically resists the forces that perturb it. • Reduce the consequences of
disruption.• Dissipate and absorb the perturbation.
• Increase margin.• Increase inertia.• Increase redundancy.
• Passive Robustness is not free.
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Active Robustness
• We use active feedback loops to maintain system conditions.
• This achieves homeostasis, but it can mask the deterioration of the system.
• Masking deterioration leads us to assume that perturbations are doing no harm.
• We learn it is okay to take no action.
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Homeostasis during Shock
• The human body compensates for loss of blood volume by increasing heart rate, stroke volume, and respiration rate.
• This maintains perfusion to critical organs like the brain.
• If shock progresses without resuscitation it can become decompensating.
• At this point, the outcome can be death.
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Time
Blood Pressure
Alertness (AVPU)
Vital Signs
Trauma
Hypovolemic Shock
Blood Volume
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Compensated Shock
• Body tries to maintain blood flow to vital organs.• Heart stroke volume increases. • Vascular resistance increases.
(Vasoconstriction)• Heart rate increases. (Tachycardia)• Respiration rate increases.
• This maintains blood pressure and mental function.
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Time
Blood Pressure
Alertness (AVPU)
Vital Signs
Trauma
Hypovolemic Shock
Blood Volume
Heart Rate
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Uncompensated Shock
• Body is no longer able to maintain flow to vital organs: brain, heart, lungs, liver, kidneys.
• Heart rate drops, breathing slows, alertness disappears.
• Deterioration is rapid and often irreversible.
• GAME OVER
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Time
Blood Pressure
Alertness (AVPU)
Vital Signs
Trauma
Hypovolemic Shock
Blood Volume
Heart Rate
Decompensating
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Overcoming Masking Effects
• There are always indicators of deteriorating margin.
• Under normal circumstances these indicators convey no useful information.
• They produce weak signals.• We need to monitor these indicators of
margin in addition to our indicators of performance.
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Another Viewpoint
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Payoff vs. Price
Price
Payo
ff
Expected Price
Price
Prob
abilt
yAsymmetric Payoffs and Option Pricing
Strike Price
Expected Payoff
Price
Expe
cted
Pa
yoff
Strike Price
x
=
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Higher Variability Raises This Payoff
Price
Expected Payoff
Payoff SD=15 Payoff SD=5
Option Price = 2, Strike Price = 50, Mean Price = 50, Standard Deviation = 5 and 15
Strike Price
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Making Good Economic Choices
Probability Function
Economic Payoff
FunctionEconomic Expectation
Where the opportunity lies.
Traditional Focus
What we want to maximize.
)(xp )(xg dxxpxgxgE )()())((
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Fragile Systems
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Size of Perturbation
Expected Consequences
Robust
Fragile
Fragility
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Nassim Taleb
• Coined term Anti-Fragile
• Several excellent books on uncertainty.• Fooled by
Randomness. • The Black Swan
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Size of Perturbation
Expected Consequences
Robust
Fragile
Anti-Fragile
Anti-Fragility
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Fast Feedback
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The Front-Loaded Lottery• A lottery ticket pays $3000 to the winning
three digit number. • You can pick the numbers in two ways:
• Pay $3 to select all three digits at once.• Pay $1 for the first digit, find out if it is
correct, then choose if you wish to pay $1 for the second digit, and then choose if you wish to pay $1 for the third digit.
• Which approach has better economics?• Why?
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100%Probability
of Occurrence
Value of Feedback
Cumulative Investment
100%
10%
Savings= $0.90
$1 $2
10%
0
In this case, accelerated feedback reduces required investment by 63 percent.
$3
Savings= $0.99
1%
Spend $1.00
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Performance
Payoff
Target
Fast Feedback Enables Exploitation of Good Outcomes
Fast FeedbackReduces Loss
from Bad Outcomes
We Can Change Payoff Functions
Gain
Loss
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Creating Asymmetries
• Anti-fragility comes from creating payoff asymmetries. • Truncate downside of bad outcomes. • Amplify upside of good outcomes.• …even outcomes you cannot predict.
• Quickly recognize changing facts and respond. • Payoff asymmetries are not accidental, they are a
consequence of management choices.
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Who Does This?
• This is what modern military doctrine is about. • Minimize downside by bypassing
obstacles.• Amplify upside by exploiting
opportunities.• COL John Boyd’s OODA Loop.• Uncertainty favors the side that functions
best in the presence of uncertainty.
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Real Options and Lean
• Batch size reduction creates free options for: sequencing, routing, termination. Options to invest more or less.
• This is like having a chance to bet on a horse race after it has started.
• Option theory shows the importance of creating payoff asymmetries which is ignored in Lean Manufacturing.
• This is not ignored in Lean Start-ups.
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A Few Take-Aways1. Don’t fear variability.2. Buffer with care. 3. Monitor your safety margins.4. Focus on payoff functions, not probabilities.5. Accelerate feedback loops.6. Buy information in small batches.7. Think like a smart gambler.8. Create options to bypass obstacles and exploit
opportunities.9. Shut down unproductive paths early.10. Value good economic choices over conformance.
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1991 / 1997 1997 2009
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