Kanban, 5S, visual management, pull, flow... How can one make sens out of all this. Régis Medina's presentation at the 1st European Lean IT Summit

1. Copyright © Institut Lean France 2011
Lean IT in a nutshell
Régis Medina

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
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4. What is lean ?
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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
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6. Satisfying the customer
Value
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7. Reduce lead time and cost
Toyota Production System
An ideal of operational efficiency
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8. Developing people
Toyota Way 2001
An ideal of management
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9. A daily practice
Visualize the production to reveal problems
React immediately
Solve problems one by one
To improve management practices
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10. Continuous improvement
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11. Towards a lean IT organization
Develop a kaizen spirit
in every employee
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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
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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
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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
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16. Standardize and train
90%
% response
Tickets
on first call
Standards
Skills management
Check On-the-job (TWI)
training
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17. Results
Lost calls % response Average wait time
# per day on first call # per day
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18. Lessons learned
Flow / load management
Call analysis & structure
Knowledge about IT systems
Next steps
Improve customer experience
Eliminate need for calls
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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
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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
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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
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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
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24. Lessons learned
Identification of system vulnerability points
How to improve usability (error messages, etc.)
How to write usable guides
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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
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26. Project improvements
Control lead time
Work on the right topics
Reduce lead time
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27. Project improvements
Control lead time
Work on the right topics
Reduce lead time
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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
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29. Analysis of causes
After
Before
Overload Waste
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30. “Pull”
Global planning
Content
Date
Project milestones
Daily monitoring 30

31. Obeya
Voice of the Macro Weekly Performance
Problems
customer planning planning indicators
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32. Standards
Obeya
Team-based problem resolution
“Production release” checklist
“System install” checklist
“Production release” template
with customer prerequisites
Test website
Automated tests
etc.
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33. Results
“Non Right First Time” operations
” Delays Margin
Quality Lead time Costs
Customer
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34. Project improvements
Control lead time
Work on the right topics
Reduce lead time
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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
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37. Conclusion
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38. Summary
Customer first / create (or restore) value
Tools are used for a purpose
A rigorous problem solving process
Developing people before making parts
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39. Not so easy
Risky tools
Reveals problems, some of them deep
Find time to solve them
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40. Very first step?
What muda am I inflicting on
my own users?
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41. Merci !
Régis Medina
http://www.operae.fr regis.medina@operae.fr
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