The document discusses evolving Lean approaches in large, matrixed organizations like IBM. It notes that while a Toyota-like culture may be a good goal, IBM's reality requires tying benefits back to financial metrics. The document then summarizes IBM's Application Management Services and notes its large, matrixed structure and focus on commercial success. It discusses initial resistance from managers to more formal Lean projects but adopting a lighter "Kaizen" approach of continuous small improvements. An example uses Kanban to visualize a process and address problems in a major project. The document promotes the A3 problem-solving method for sustainability and argues it can drive improvement at all levels.

1. Martin Burns
September 2012
Evolving Lean in Matrixed Enterprise Delivery
© 2012 IBM Corporation

2. Introducing…
 You may have heard of us
 You may have heard of us
 Globally, we employ nearly half a million smart
 Globally, we employ nearly half a million smart
people, working across software, high end systems
people, working across software, high end systems
and services.
and services.
 Culturally, we’re driven by the true American NYSE
 Culturally, we’re driven by the true American NYSE
mentality: satisfy shareholder & market expectations
mentality: satisfy shareholder & market expectations
– growth, revenues, shareprice etc etc. We can argue
– growth, revenues, shareprice etc etc. We can argue
about whether that’s A Good Thing or not, but as a
about whether that’s A Good Thing or not, but as a
shareholder, I’m pretty grateful about that.
shareholder, I’m pretty grateful about that.
 It’s said that if one of the pillars of Lean is working
 It’s said that if one of the pillars of Lean is working
towards a perfect flow of value, the other is to build a
towards a perfect flow of value, the other is to build a
more Toyota-like culture. And II agree, that’s a great
more Toyota-like culture. And agree, that’s a great
destination to have. But IBM != Toyota. And won’t be
destination to have. But IBM != Toyota. And won’t be
probably in my lifetime. So whenever we talk about
probably in my lifetime. So whenever we talk about
benefits, ultimately they have to be tied back to $,
benefits, ultimately they have to be tied back to $,
which is also the conversation our customers drive us
which is also the conversation our customers drive us
2 to.
to. © 2012 IBM Corporation

3. Application Management Services (AMS)
 Large organisation – several thousand people
 Large organisation – several thousand people
supporting UK customers, in UK, India and beyond
supporting UK customers, in UK, India and beyond
 Many top tier customers; not allowed to name them,
 Many top tier customers; not allowed to name them,
 http://www.ibm.com/services/uk/gbs/applicationmanagement/ but think of a major brand->fair chance we’re working
but think of a major brand->fair chance we’re working
there. Infrastructure for many critical industries & govt
there. Infrastructure for many critical industries & govt
 Culture: Hugely matrixed; a lot of dedicated account
 Culture: Hugely matrixed; a lot of dedicated account
teams (cos that’s how customers want it), with a lot of
teams (cos that’s how customers want it), with a lot of
control resting in account
control resting in account
 Top down drive for commercial success, and
 Top down drive for commercial success, and
culturally, in not screwing up. Big compliance
culturally, in not screwing up. Big compliance
mindset. And overall, very successful.
mindset. And overall, very successful.
IBM Application Management Services transforms application development
and maintenance through consulting and industry expertise paired with
applied innovation from IBM Software and IBM Research to not only lower
costs, but also increase time-to-value and service quality.
http://www.ibm.com/services/uk/gbs/applicationmanagement/
3 © 2012 IBM Corporation

4. IBM Global Lean CoE
Just in Time (‘80s) Lean Manufacturing (‘90s)
(Kanbans, Pull systems, (“Machine that changed the world”,
Visual management) “Lean Thinking”, Value Stream Mapping)
Total Quality Management (’80s) BPR (‘90s)
Lean Six Sigma (00’s)
(SPC,Quality (culture change/benchmarking, (down-sizing, “to be“
Deming/ Ohno Circles, Kaizen) Baldridge/EFQM, ISO9000) processes, process owners)
Juran (’60/‘70s)
(‘50s)
Motorola – (Allied
Signal)
(14 points, (Toyota Six Sigma (‘80s)
statistical Production
quality) System)
GE (‘80s – ‘90s)
Six Sigma (applied method for growth and productivity)
Intensity of Change
Customer Partnering (GE Toolkit, QMI, Customer CAP
Change Acceleration Process – CAP (Change method and tools)
Kotter etc.
 Very long running – half a decade or so already, Transformation Process Improvement (NPI, Supply Chain, Suppliers)
 Very running – half a decade or so already, and
and
plans a long way going forward.
plans a long way going forward.
& Leadership
Best Practices (benchmarking, across and outside of GE, ending NIH)
 Grew out of consulting practise, and views itself as
 Grew out of consulting practise, and views itself as
very much part of a long history of
Work-out (Kaizen type, cross functional teams, boundarylessness, values)
very much part of a long history of
quality/improvement thinking particularly 6S;
quality/improvement thinking particularly 6S; Strategy No 1 or No 2 in each business. Fix, close or sell
 Works across IBM, with both internal operations and
 Works across IBM, with both internal operations and
customer facing teams
customer facing teams
 Track record of strong benefits – all $ linked of course
 Track record of strong benefits – all $ linked of course
–4with some really low hanging fruit.
– with some really low hanging fruit. © 2012 IBM Corporation

5. Lean Project Roadmap
Initialisation & ASSESS IMPLEMENT SUSTAIN
Mobilisation W0 W1 W2 W3 W4 F D E D I C
W4
plan
Control Introduction to the
Manage Phase
Works hops
Implement
VS W3 Future
Selection state design Develop Solution
W0,1,2 Current state VS Explore Solution
assessment & mapping Define Solution
• Stakeholder & Team • W0: - Run Courier Simulation • Business Case completion • Dashboard
De live rable s
mobilised • W1: - SIPOC - VOC - Mississippi • Project Management • Continuous Improvement
• Charter - Environ. Factors – Data Collection -
• Coaching VSM
Value Tree
• Set up RAG
• W2: - Current State - Report Out
• W3: - Future State - Report Out
• W4: - Develop FSCs - Report Out
O n the jo b training o f VS M VS M s upporte d by VS M s upporte d by
1 by L e an Coach
2 L e an Coach L e an Coach
Training
Lean Awarenes s training: FO RUM
- For future VSM Learning Bes t Practices
- 2 days 1 day
DEDIC training:
•
• This is the norm -for our Lean Deployments Leanbig
Delivered by Lean Coach/ – a leaders
This is the norm for our Lean Deployments – a big For VSMs who did an Assess phase
change
change 1 day
•
• Really powerful for complex problems; II have a
Really powerful for complex problems; have a Delivered by Lean Coach/ Lean leaders
team I’m working with1who have a really tough
team I’m working with who have a really tough
week 3-4 weeks 4-6 weeks 12 months
problem with account resourcing, which has a
problem with account resourcing, which has a
5 $1m+ upside, which definitely passes the value for
$1m+ upside, which definitely passes the value for © 2012 IBM Corporation
money test with this complex approach.
money test with this complex approach.

6.  But when you propose this kind of approach to AMS
 But when you propose this kind of approach to AMS
Account Execs (key management tier for addressing
Account Execs (key management tier for addressing
each customer)…
each customer)…
Account Exec Response
Our processes are evolved
already
Separate (and distracting) from
‘real work’ of client delivery
Needs outside help from experts
Too much work
Too much cost
We don’t have time
6 © 2012 IBM Corporation

7. So…
Go And See
Show Respect
Ask Why…
7 © 2012 IBM Corporation

8. Where The Problems Live
 In AMS, processes have evolved a lot already; the
 In AMS, processes have evolved lot already; the
low hanging fruit really aren’t
low hanging fruit really aren’t
 We are ignoring (and teaching accounts to ignore)
 We are ignoring (and teaching accounts to ignore)
the many and small problems, which neglects much
the many and small problems, which neglects much
of the total potential benefit
of the total potential benefit
0.14% of all problems
Less in evolved environments such as AMS
8.95% of all problems
90.91% of all problems
Adapted from: Jeff Liker: The Toyota Way Fieldbook &
© 2012 IBM Corporation
IBM Australia Research

9. Result and Reflection
Doesn’t address needs of En
ga No
evolved delivery team Ad ge
op m e
tio nt
n /
Cult
Sus Chang
t
men
ure
No
tain
No
rove
ing e
Imp
No
Experience
9 © 2012 IBM Corporation

10. Reflection Epiphany
Behaving as
a short termistEteam,
Doesn’t address needs of
seeking large 1-offAngag No
evolved delivery team Projects
that we controlp eme
do
tio nt
n /
not
Cult
a long term strategic team
Sus Chang
t
men
seeking to
ure
No
tain
sustainably transform AMS
No
rove
ing e
to be able to deliver in a Lean way
Imp
for customer benefit & growth
No
Experience
10 © 2012 IBM Corporation

11. New Approach – Light Touch Lean
i
 So rather than going for the big change
 So rather than going for the big change
nr
(which satisfies some stakeholders, but
(which satisfies some stakeholders, but
faces rejection from the leadership of those
faces rejection from the leadership of those
Ka
on the ground), let’s have a new approach
on the ground), let’s have a new approach
n
tio
Pr
 Designed and always described as being
 Designed and always described as being
A3
Pe ems
light touch, low impact, easy to start, small
ob
light touch, low impact, easy to start, small
rec
commitment etc.
commitment etc.
rva olv
in
l
Di
 Starts from where each team find
 Starts from where each team find
siv ing
themselves
themselves
sh
ic
 Different teams will start with different
 Different teams will start with different
e
teg
elements of this
elements of this
Ho
tra
 Aim however is constant:
 Aim however is constant:
Every day, a little better
Every day, a little better
S
Kanban
Relieves Painpoint
Feeds Problem
Visibility
11 © 2012 IBM Corporation

12. Kanban: Visualise the Process; See the Problems
S p o t th e
P r o b le m s
 Knowledge Work has a fundamental problem: It's Invisible.
 Knowledge Work has a fundamental problem: It's Invisible.
Progress is reported after the fact
Progress is reported after the fact
Problems are Hidden
Problems are Hidden
Interventions are too late
Interventions are too late
 This team were facing one of the biggest delivery excellence
 This team were facing one of the biggest delivery
challenges UKI GBS has hit in the last 10 years.
challenges UKI GBS has hit in the last 10 years.
 You can’t tell this by looking!
 You can’t tell this by looking!
12 © 2012 IBM Corporation

13. Kanban… and Introduce a lot of Lean For Free
Customer
6 Core Kanban Practises Value
n
ct io
1. Visualise
Valu
Stre
2. Limit Work in Progress
e
Perf
3. Manage Flow
am
e
4. Explicit Process Policies
5. Implement Feedback
Pr Pul e
6. Improve Collaboratively; in l ec
Evolve Experimentally c ip Pi w
1 lo
le F
5 Lean Principles
13 © 2012 IBM Corporation

14. …And Gain Empirically Provable Results
MMF Lead Time (Off Backlog to Ready for UAT) & Trend
120
100
Delivery turnaround and
predictability improving
Lead time (working days)
80
60
40
20
0
1-Dec 1-Jan 1-Feb 1-Mar 1-Apr 1-May 1-Jun
MMF Start Date
Time stabilising &
outliers reducing
14 © 2012 IBM Corporation

15. Countermeasure: A3 – Problemsolving for All
Sustainability Melts
Resistance
Co he P
r
th e
lve
mm ro
t
So
lem s
ob o p
un blem
A3
Pr vel
ica
De
te s
Drives
Solves The Improvement
Strategic Problem at All Scales
Alignment as ‘Normal’
15 © 2012 IBM Corporation

16. PDCA Thinking – the Heart of Lean Problemsolving
Plan Do
Empirical Experimental Method
■ What's the Problem? ■ What are we doing to remove
the obstacles?
– What's the Current Condition?
– What's the Target Condition? Check
– What's stopping us getting there? ■ Did it work?
(obstacles)
Adjust/Act
■ If so, how do we work like that
all the time?
■ If not, what are we trying next?
 Action Orientated
 Action Orientated
 Template error-proofs Thinking Process
 Template error-proofs Thinking Process © 2012 IBM Corporation

17. Owner
Coach
Date
What are we trying to do?
What are we trying to do?
Theme:
What will address the root
What will address the root
Why is this important? Why
Why is this important? Why causes & achieve the goals?
causes & achieve the goals?
Strategic Background did you pick this problem?
did you pick this problem? Countermeasures
What’s happening now?
What’s happening now? How will the countermeasures
How will the countermeasures
Current Situation Quantify
Quantify Action Plan be implemented?
be implemented?
# Action Owner Due Date
1
2
3
Goal & Forecast Benefits What will success look like?
What will success look like? Confirmation & Actual Benefits How will we know the
How will we know the
Quantify
Quantify countermeasures work?
countermeasures work?
Analysis eg 5 Whys/Pareto What’s the real
What’s the real
problem?
problem?
Standardise How will we make the benefits
How will we make the benefits
widespread?
widespread?
© 2012 IBM Corporation

18. A3 & Hoshin Kanri: Strategic Alignment & Solving the Right Problem
Useful A3 Reading
Flinchbaugh Sobek & Rother
Smalley
Ebook only:
http://leanpub.com/a3problemsolving
an
D
o
Pl
an
D
D
o
A3 Pl
o
an
A3
Pl
A3
A
k
ck
ct
ck
A
c
A
he
he
ct
C
he
ct
C
 Complex A3s (eg increase customer satisfaction) can usually be
 Complex A3s (eg increase customer satisfaction) can usually be
C
broken down into smaller ones
broken down into smaller ones
 These will align to a hierarchy of problems/goals for the team
 These will align to a hierarchy of problems/goals for the team
 Understanding this hierarchy of goals is the heart of Hoshin Kanri
 Understanding this hierarchy of goals is the heart of Hoshin Kanri
18 © 2012 IBM Corporation

19. Hoshin Kanri: Cascading high level vision to the Front Line
Goals Quarterly
Senior Management Regular, structured
Vision
Hoshin feedback loops
Kanri Plan
P D
A Monthly
C
Objectives
Middle Management
Goals
Hoshin D
Kanri Plan
P
A Initiatives
C
Objectives Hoshin D
Teams
P
Kanri Plan
A
C
Measures
Hoshin Kanri aims to:
Hoshin Kanri aims to:
Individuals
Initiatives
 Deploy strategic goals down organizational layers, building
 Deploy strategic goals down organizational layers, building
traceability in throughout the cascade
traceability in throughout the cascade Hoshin D
Kanri Plan
P
 Establish enterprise-wide alignment on objectives and measures
 Establish enterprise-wide alignment on objectives and measures
 Break down silos between functions and business units, by
 Break down silos between functions and business units, by
aligning action plans to strategic objectives and measures
aligning action plans to strategic objectives and measures A
C
 Clear line of sight from CEO to coalface
 Clear line of sight from CEO to coalface
 Linked to Metrics that Execs care about
 Linked to Metrics that Execs care about
19 © 2012 IBM Corporation

20. Outcomes
Pull  Push Push
 Teams starting to identify own improvements  Real Sponsorship
 Adoption of methods on own initiative  Viral Hoshin Kanri
Benefits
 Faster Deliveries
 Happier Customers
 Lower Costs
 $$$
20 © 2012 IBM Corporation

21. Takeaways
Transformations Need Pull
Situational Awareness really, really matters
Go and See… Reflection
Match Methods to Needs
Combination of
1. Kanban
2. A3
3. Hoshin Kanri
work together very powerfully in wide range of situations…
but how you implement them…
21 © 2012 IBM Corporation

22. Questions..?
Martin Burns
@martinburnsuk
http://writing.easyweb.co.uk/
22 © 2012 IBM Corporation