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Copy this game's URL and email or IM it to your friends. Serve up hot pizzas to keep the customers coming and the cash flowing!
With each progressive level, you'll have more challenges, like new recipes, new machines to master, or new ingredients.
Move fast or you could find your pizzas crashing to the floor and your customers heading out the door! Do well to add dough to your token bank or play as a Shockwave UNLIMITED member to win coveted trophies, like the Prince of Pepperoni or Captain Crusty.
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Sign In or Sign in with Facebook Not a member? Contact our support team. Write a Review. Rate The Game Rate me. There can be a maximum of three pizza slices in the oven at one time.
Cooking time is at least 30 seconds. No adding or removing of slices while baking! Then ask the teams to produce as many pizzas as they can while trying to avoid waste i.
Next, explain the scoring system and let each team calculate their score. Collect the scores and write them down in a matrix teams vs.
At this point, you can also ask the teams to pick names for their pizzerias. Ask the teams to visualize the workflow and make the process explicit by introducing storage for production materials pizza bottoms, slices of ham, etc.
The teams can use the materials at hand, e. Ask the teams to limit their work in progress. Did they have materials piling up and becoming waste at the end of the round?
What would be a sensible WIP limit for that step and for the other steps? How about pizza quality? Did the teams cut corners perhaps literally?
Pizza bottoms should be the same size and well covered with tomato sauce, and the toppings should be nicely cut and distributed evenly.
Ask each team to bring forward their best pizza s. Then ask the room to choose the most beautiful specimen. Now run a new one round with your newly established Kanban system.
At the end of the round run a debrief and count the points. When you have presented the extensions to the game and answered any questions the teams may have, allow the teams five minutes to discuss and extend their system to account for Pizza Rucola and the orders.
Allow the teams some minutes to discuss and improve their system. Tell them to play around with the workflow and try different WIP limits.
Ask the teams to look back on the game, draw the flow on a flipchart or whiteboard including WIP limits and make it look nice using paper materials and pizzas produced during the game.
With the physical production of the Pizza, the workflow is always present, and by drawing the workflow we create a model that we can use for reflecting on the current process.
Remember: all models are wrong, but some are useful. The workflow is a simplification and can never match reality perfectly, but it allows us to study and understand our work.
Note that the workflow can be represented in multiple ways. The fact that some pizzas go into the oven with toppings and some without can be described using tags, swimlanes, non-linear workflows, directed networks, cadences alternating between Hawaii and rucola in the oven or a number of other methods.
Over the course of the game, each team created a workflow that made sense in their own context of people, resources and bottlenecks. Throughout the game, the built-in bottlenecks caused queues to pile up.
This is intentional. During the game, the teams introduced limits on the work in progress WIP to make sure that they produce the right things and to avoid losing points for unused materials.
The participants experienced that WiP limits are more than simple limitations: they drive and change the behavior of people.
People tend to interact more on the overall production, communicate more and help each other when needed. Kanban works best when work is flowing nicely through the system.
Normally you would increase the flow by measuring and minimizing the lead time. Unfortunately, this takes too much time away from the facilitator, and so in the Pizza Game, we use a scoring system that is set up to penalize inventory and trigger similar flow-optimizing behavior.
In the first rounds of the game, there is a tendency to prepare small stockpiles of materials in advance. In later rounds, the team learns to keep inventory down and maintain flow by tightening the WIP limits.
Measuring the flow in the Pizza Game can be very instructive, but you will need a co-facilitator to do this.
After the first round, each team documented their workflow by marking it on the table. Any changes to the system were made immediately on the table. We also set a common quality standard by selecting a Reference Pizza.
How did this help the work? How about roles? Did people have clear roles? How did they appear? What did we collect feedback on?
Ask the teams to think for a moment about what kinds of feedback loops there were in the game, and write these on post-its. You can either collect all post-its on a board or ask people to give examples.
During the debrief, ask them what would have happened without each specific type of feedback. The game consisted of four rounds, with time for inspecting and adapting in between.
Who did the inspecting and adapting? What information was it based on? What did people in the tables talk about during pizza production? Yes, you are supposed to do exactly that.
The unused slices of ham, pineapple, rocket salad and pizza bottoms on the table will of course give you negative points at the end of each round.
If the team knows how much time is left, they will start ramping down the process ahead of time, in order to minimize waste.
While minimizing waste is good, we want the teams to do it while work is still going on. In practice, something between five and seven minutes seems to be fine.
Instead they learn that they can complain about the bottleneck and have it magically removed. It takes a bit of time before the system resettles and the new bottleneck emerges.
All teams are different and lack of visible pressure is not necessarily bad. Observe what is happening and gently strengthen good behavior and suppress unwanted behavior.
That said, if you feel that the teams are not doing their best, try to create a bit more competition between teams. You could also ask the teams to measure and improve the lead time.
Make it visible, make it explicit. Point out the quality difference to all teams and ask them to agree on the quality level.