SharePoint Saturday Belgium 2014 - Using SharePoint to get a LEAN enterprise
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SharePoint Saturday Belgium 2014 - Using SharePoint to get a LEAN enterprise
- 1. Using SharePoint to get a LEAN enterprise #SPSBE28 Marijn Somers April 26th, 2014
- 2. Thanks to our sponsors! Gold Silver
- 4. Agenda
- 5. Why go lean? Service levels Costs
- 6. Business looks to IT
- 7. Sources
- 8. IT looks to business
- 11. WW II
- 13. Womack, Jones and Roos
- 15. 15
- 16. LEAN is not a set of tools & technology
- 17. Principles
- 18. Value and Value stream
- 19. 3 types of work
- 21. Unevenness and variation: Mura
- 23. Waste (Muda)
- 24. Transportation
- 25. Inventory
- 26. Visual waste: logged in user has to give name, manager and team
- 27. Waiting
- 28. Example: dynamic PMO dashboard
- 29. Overproduction
- 30. Overprocessing
- 31. Example: Soup at noon
- 32. Visual waste: grayed out ribbon icons
- 33. Motion
- 35. Defects
- 36. Example: Defects / Quality at the source
- 40. Teamwork
- 41. A3
- 42. Gemba
- 45. Measurement
- 46. 5S
- 47. Visual workplace
- 51. Knowledge is social. Collaboration is the flip side of knowledge management. So, to manage knowledge you need to address collaboration and tools that help people collaborate. Peter Senge (The 5th discipline)
- 52. Composition of organizational knowledge
- 55. Dedicate a workspace to LEAN
- 56. What is the best time to start?
- 57. Thank you!
Notas do Editor
- Template may not be modified Twitter hashtag: #spsbe for all sessions
- Quality information and effective information systems are vital to the success of the modern enterprise. But the magnitude of IT spending on ill-conceived or poorly implemented IT projects is staggering. And the dire consequences of unstable and inflexible systems, failed projects, and chronic misalignment of IT activities with business strategy are unacceptable—and unsustainable.
- Complexity: apps are complex and not easy to use Speed: IT is slow Misdirection: too focused on technical issues and not solving business problems Foreign language Project failure: costly projects fail to deliver expected benefits Fragmentation: too many disconnected apps to do a business process
- first conveyordriven assembly line
- U.S. Department of War instituted Training within Industry (TWI) to accelerate war production. Feigenbaum stressed quality as defined by the customer, and as a fundamental management philosophy. He also introduced the idea of cost of quality, † suggesting that the cost of maintaining high quality is offset by reducing the costs of poor quality
- You can get it in all kinds of colors, as long as it is black
- Constancy of purpose: what are the goals? What is my daily task and how does it relate to goals? Respect: every individual has unique collection of experience and insight Pursuit of perfection: we are creatures of habit, but change is needed Proactive: firefighters versus police men Voice of customer: what does the customer need? Quality: doing it right the first time, every time Systems thinking: view the all interconnected processes in the value stream Flow: uninterupted progression of material, services and information Culture: shared beliefs and values, manifested as attitude and behavior
- if they knew about it, would customers be willing to pay for it? Compliance, filing taxes
- Aggregates information from the project sites into a dashboard
- Producing more or sooner then needed
- = losing weight by giving blood (it works but is not effective)
- Can be status report or proposal Single sheet of paper Definition Scope Discovery Process Findings Proposed countermeasures Results
- the people and the place where the work is done, not the data that represent this work.
- Process mapping: does not attempt to capture information about flow, elapsed time, cost, or quality at the value stream level
- Also Safety and Security
- =>By working with the business to manage priorities and create level demand, matching it to available capacity to create a steady pace of work (flow), an IT organization can become more responsive, giving customers exactly what they want, when they want it.
- When a kanban signal is received by a work center, it causes work to begin Kanban signals contain a description of the work to be done next, which clarifies the sequence of work priorities for supervisors and associates. Controls the amount of work in process: By regulating the quantity of kanbans within a process, inventory is limited. 4. Buffers interruptions: By keeping a small, carefully calculated bufferof safety stock between operational steps (also called a supermarket), the downstream operation is not starved by a temporary interruption from an upstream operation. 5. Orchestrates the pace of work: Since each operation is only working according to pull signals, the work flows at a natural cadence. A sudden interruption is easily spotted, and workers quickly converge and troubleshoot the problem in order to restart the process flow.
- How to address this: 5s thinking Baby boom generation is going on pension – need to track that knowledge in their heads!!
- Capture and standardize