2. Lean IT in a nutshell
October 13-14, 2011 - Paris
Régis Medina
regis.medina@operae.fr
http://www.operae.fr
3. What is lean?
Standardized work Andon Just in time
SMED 5S Work standards
Heijunka
Jidoka Small batches
Kanban
Autonomation
Continuous improvement TWI
Cycle time Poka yoke TPM Bottleneck
Push One-piece flow Muri
PDCA Gemba
Five whys
Hoshin kanri Muda A3 Kaizen
Pareto charts Teamwork
Pull Red bins 4m
Takt Toyota Way
Genchi Genbutsu Mura
Lead time Work cells Value stream mapping Kaikaku
Overall process effectiveness Muri Visual management
Catch-ball
Bottleneck
3
5. A business model
Completely satisfy the customer
by providing a perfect product or service
Reduce lead time and costs
by eliminating waste
by Developing people
through problem solving
5
11. Towards a lean IT organization
Develop a kaizen spirit
in every employee
11
12. Roadmap
“The IT organization answers quickly and
completely to my support requests”
Support
“The system works perfectly”
“The system is suited to my needs”
Maintenance
“The system supports my own improvement
efforts” Projects
12
13. “The IT organization answers quickly and
completely to my support requests”
Support
“The system works perfectly”
“The system is suited to my needs”
Maintenance
“The system supports my own improvement
efforts” Projects
13
14. Initial context
0 1 min
Lost calls Average max wait time
# per day # per day
90%
% response
on first call
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15. Separation of flows
Lost calls Analyse waiting times
# per day Listen to calls
Categories of calls
Stability
Check Standard
Flow separation
➔ Speed up the simple ones
15
16. Standardize and train
90%
% response
Tickets
on first call
Standards
Skills management
Check On-the-job (TWI)
training
16
17. Results
Lost calls % response Average wait time
# per day on first call # per day
17
18. Lessons learned
Flow / load management
Call analysis & structure
Knowledge about IT systems
Next steps
Improve customer experience
Eliminate need for calls
18
19. “The IT organization answers quickly and
completely to my support requests”
Support
“The system works perfectly”
“The system is suited to my needs”
Maintenance
“The system supports my own improvement
efforts” Projects
19
20. Initial context
Incidents
Volume Lead time Lead time Lead time Stock
#incidents / month severity 1 severity 2 severity 3
Support
Volume Lead time
#tickets / month
20
21. Speeding up the resolution of incidents
Lead time
See the history of a
few incidents
Agree on the
resolution steps
Check results “See the production”
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22. Recucing the number of incidents
Volume
#incidents / month
Analyze every Identify
incident categories of causes
Protect the customer
Check results
Verification
Planning of checks
standard
22
23. Results
Workshop Review
March April May June July August
Incidents
Volume Lead time Lead time Lead time Stock
#incidents / month severity 1 severity 2 severity 3
Support
Volume Lead time
#tickets / month
23
24. Lessons learned
Identification of system vulnerability points
How to improve usability (error messages, etc.)
How to write usable guides
24
25. “The IT organization answers quickly and
completely to my support requests”
Support
“The system works perfectly”
“The system is suited to my needs”
Maintenance
“The system supports my own improvement
efforts” Projects
25
28. Initial context
“Right First Time” operations
” Delays Costs Margin
Réel
Prévu Réel Prévu
Validation Production Projet 1 Projet 2 Projet 3 Projet 4
Quality Lead time Costs
28
35. Software kaizen
Measure the benefits of the Observe users
system from a user perspective on the gemba See waste in the use of the system
Check
results
&
Learn
Identify improvement areas
Lead improvement
experiments
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36. Roadmap
“The IT organization answers quickly and
completely to my support requests”
Support
“The system works perfectly”
“The system is suited to my needs”
Maintenance
“The system supports my own improvement
efforts” Projects
36
38. Summary
Customer first / create (or restore) value
Tools are used for a purpose
A rigorous problem solving process
Developing people before making parts
38
39. Not so easy
Risky tools
Reveals problems, some of them deep
Find time to solve them
39