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Leveraging Lean for IT and research transformation by Jeromy Markwort
 

Leveraging Lean for IT and research transformation by Jeromy Markwort

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In 2012, the IT division of a U.S. national research and development laboratory with over 4,500 staff began their Lean IT journey. After working with Mike Orzen, a pioneer in Lean IT, the organization ...

In 2012, the IT division of a U.S. national research and development laboratory with over 4,500 staff began their Lean IT journey. After working with Mike Orzen, a pioneer in Lean IT, the organization is learning to embrace small incremental change, trial and discovery, and value the answer to the question "what did we learn?" There is an metaphor that says, "the best way to eat an elephant is one bite at a time," but our tendency is to bite off more than we can chew often leading to failed deployments, partially or improperly built solutions or unfunded grandiose multi-year projects. Jeromy Markwort, Lean IT coach at Pacific Northwest National Laboratory presents what the IT organization has learned so far on their Lean journey.

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  • I work in the Laboratory’s IT organization Information Management Services. ~200 peopleResearch budgets, boss (the director of IMServices) saying we must change. We always have valued improvement so this was not a ‘new idea,’ but this year we made a significant investment and effort into making building the foundation.I am thankful for the opportunity to lead this effort.Team effort: recognize Brian our CIO, John and his leadership team for their support, my manager Jeff, my great team, Tanya, Wendy, Lee Ann
  • 5 Kaizen events in our org (Vuln, UserAccounts, CyberExempt, CyberEvent,RDM), 1 in research ARMBuilds team identity around value delivered to customer. Unifies silos in mission “deliver value to the customer.”Shifts conversation from “I” to “we”If we focus on what the customer wants, we will be driven to measure our performance differently. Customer centric focuses the team on value instead of feeding servers (ITSM migration from “pinging servers” to “customer impact”)Defining and documenting ‘hand-offs’ helps the team focus on first pass yield and quality at the source. “My process is perfect!”Vuln – 5000hrs/year
  • Instead of thinking about the one time and or all time win, we are beginning to ask “can we move the dial”Problems that we would not have touched before, we are asking “what’s in my control” and there is almost always something we can improveMention a process that we pulled out “what was in our control” User Accounts were responsible for a complicated process with several different requirement owners. Though they didn’t have control of the entire process they did have control in how the process was documented and the interface with the customer. They created an FAQ that walked requestors through the process as an interim step to improve the process and have been working to integrate the process and remove duplicate systems. One team discovered that they were spending several hours a week trying to track down systems on a visitor network. They didn’t have control of the requirement, but at their week 2 report out they asked leadership to remove the requirement and what had caused wasted work for years was done away with right there – the Kaizen report outs are an opportunity for staff to inform leadership of waste and see immediate results.
  • Improvement must be planned or it will not happen. We have started using defensive scheduling, being mindful, and breaking things into smaller pieces to ensure forward progress.“I can’t commit 2 hrs a week to improvement, I’m already busy” but in reality we get invited to >2 1hr meetings a week that we didn’t plan for.What are people doing with this time -
  • Consider Kata hereShared problem solving methodology, and vocabularyIronicPDCA helps
  • Maybe stress report out feedback, etc.
  • Define what CM’s are? Maybe pull out an example or two. List. No animation for all of these. Just all together.
  • Discover is an outcome, learning should be encouraged and shared. Move from “who” to “what about the process..” This value was not being realized as often as it should have been.Ex.?
  • Teams/leadership changing their mindset from “metrics are automated things that use advanced statistics” to Tally sheets are a perfectly OK way to start. Metrics are part of the Grasping the Situation
  • Story of Mike F, “Hey, let me show you something” had improvement time scheduled with someone outside of his group so make improvementsStory of Eric F – using the momentum gained through Kaizen event to do improvement in his area. Standup, metrics, talking about improving a process that runs $500m through it every year.Lean on Lean Kaizen event to design our Kaizen process.
  • Results: What do you know? How do you know it? What else would you like to know?Alignment: Make sure efforts are in line with the customerProcess improvement: Always looking for ways to improve every process everywherePeople: Values: honor people, honor the process Behaviors: listen, as questions, coach – just had a workshop on leading with questions

Leveraging Lean for IT and research transformation by Jeromy Markwort Leveraging Lean for IT and research transformation by Jeromy Markwort Presentation Transcript

  • Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France #LeanIT2013 Leveraging Lean for IT and research transformation: The art and science of “eating an elephant” Jeromy Markwort, Lean Coach Pacific Northwest National Laboratory jeromy@pnnl.gov @jmarkwort PNNL-SA-96864
  • Copyright © Institut Lean France 2012 Outline • Culture • Embrace small, incremental change • PDCA  Trial and “Discovery”  Value “what did we learn?” • Estimates -> Measures -> Metrics • Lean Leadership: Mike‟s Keynote 4:45pm today • Recognitions / Goals Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 3
  • Copyright © Institut Lean France 2012 PNNL at a glance ► $1.0B operating budget ► About 4,500 scientists, engineers and non-technical staff ► 1,041 peer-reviewed papers ► 44 U.S. and foreign patents ► 3 R&D 100 and FLC Awards Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 4
  • Copyright © Institut Lean France 2012 Culture • “We are big on doing, but not so good at the PDCA cycle” • “There appears to be no shared problem solving methodology  Definition, Measure, Analyze  Countermeasures, Test  Check, Feedback” Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 5
  • Copyright © Institut Lean France 2012 Culture: Our year 1 Lean goals • Three goals  Improve the process on the workbench (Kaizen event)  Train internal capability  Infuse Lean principles into our culture by exposing staff  Value Stream Thinking: Customer centric  Quality at the source: Ownership  Discovery: scientific method - PDCA, etc Lean journey • ~5 years until part of culture, 10 years before maturity. Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
  • Copyright © Institut Lean France 2012 Culture: Kaizen event structure M T W T F M T W T 60 min report out 45 min report out 30 min report out F M T W T F M T W T F M T W T F M T W 30/60/90 day report outs T F • 8 days over 5 weeks • Each week we report out status to our sponsor • Followed by 30/60/90 day report outs Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 7
  • Copyright © Institut Lean France 2012 Culture: Siloes of Excellence Information Management Services Information ManagementServices Value Streams Website Setup Value Stream Firewall Service Desk Service Desk Network Cyber Security User Account Management Database Administration Virtual Infrastructure Server Administration Remote Access Wireless Email and Calendaring Desktop Services Policy Exemption Value Stream Lab Instrument Setup Value Stream Project Server Setup Value Stream “Siloes of Excellence” (execution) “Silo Stream” Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 8
  • Copyright © Institut Lean France 2012 Culture: Kaizen Events Cyber Policy Developer Network Web Server Cyber Risk Sensei Research Lab-level requirements Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 9
  • Copyright © Institut Lean France 2012 Culture: Value Stream Focus Sponsor C y b e r C y b e r H H D D e e e e l l s s p p k k Value Stream d Steward d t t e e Vulnerability Remediation o o s s p p k k N e t w o (flow) r k H e l p d e s k Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort “Your process is sending me inactionable information!” Customer 10
  • Copyright © Institut Lean France 2012 Embrace small, incremental change • Much less threatening decision making paradigm  Don‟t have to “boil the ocean”  Rolling or phased approach  Focused experiment area – proof of concept  Extended proof of viability, validation of requirements, “Just do it” and scalability and sponsor supported Control Sponsor and IT leadership sponsored http://seangallo.com IT leadership and lab leadership sponsored Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort Influence Concern 11
  • Copyright © Institut Lean France 2012 Embrace small, incremental change • Much less threatening decision making paradigm  Don‟t have to “boil the ocean”  Rolling or phased approach  Focused experiment area – proof of concept  Extended proof of viability, validation of 2hrs/week requirements, and scalability  Smallest improvement you can make today?  30 min/week  15 min/day = 1hr 55min = ~5%  2 min/day Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 12
  • Copyright © Institut Lean France 2012 PDCA: Trial and “Discovery” • Focusing on the scientific method causes staff to:  Be problem solvers (Methodical/Systematic)  Think through the process (Think systemically)  Take ownership (Not just Ops, but improvement)  Be more engaged (Not just present) A3 thinking Title Do Plan Check Adjust Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 13
  • Copyright © Institut Lean France 2012 PDCA: Lean IT on Lean IT 2 day “Lean IT (Kaizen) process” mini-Kaizen • Problem Statement • Value Stream Map • +100 Insights / CM‟s • Standard Work • Visual Management Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 14
  • Copyright © Institut Lean France 2012 PDCA: Kaizen Event Schedule M T W T F M T W T 60 min report out 45 min report out 30 min report out F M T W No “off week” Back to work, but gathering data T F M T W T F M T W Back to work, but implementing CM‟s – Open House? Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort T F M T W 30/60/90 day report outs T F Back to work, but implementing CM‟s
  • Copyright © Institut Lean France 2012 Kaizen Event Schedule Define metrics and start gathering 30 min report out Anoint Value Stream Steward M Survey to team about current process Schedule & coach kickoff speaker T W Model standup / Kanban / ideal behavior 2.5% Take pictures at report outs T F Team picture M Always allow for dry run T W T F M T No “off week” Back to work, but gathering data W 45 min report Schedule out celebration early T F Drive CM‟s to value (hrs saved) M T W T F Back to work, but implementing CM‟s – Open House? 60 min report out M T W T F M T Continually use PS and Sponsor kickoff as Northstar Set expectation: VSS is contact for event (“their process”) Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 30/60/90 day report outs Template for managing work. Visual Emphasize “what did Mgmt W T F you learn” Review Lean Standard Work Invite customers for feedback? Customer open house Use standard Inform team of event format with schedule including breakout teams report outs and their purpose - ID „special guests‟ Work on CM‟s / ideal behavior 2.5% Lean team send out the “Asks” VSS/Sponsor standup meetings Scheduled improvement sessions Back to work, but implementing CM‟s Roll up Lean results and report status Standard report out template
  • Copyright © Institut Lean France 2012 PDCA: Value the answer to the question "what did we learn?” • It takes “awareness” to even ask the question • Focus on the process rather than “Who?” • Find value in “failure” • 30/60/90 day report outs Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 17
  • Copyright © Institut Lean France 2012 PDCA: What about the process enables/supports this outcome? Improvement Kata • What’s the opportunity/problem you are trying to address? -Strategy  Report outs are important and a great opportunity • Where are we now? -Metrics  30/60/90 day report outs are not going well (3 out of 5 on a “fist-to-five”) • Where do we want to be? –Next Target State  We want these report outs to be like Kaizen report outs (dialog, energy) • What’s your next step? –Countermeasures / Expected Outcomes  Experiment: Kata based report out  Expected Outcome: 30/60/90 Report outs more like Kaizen event report outs • When can we come see? –When?  Our last report out used the kata and was an improvement (4/5) Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 18
  • Copyright © Institut Lean France 2012 Estimates -> Measurements -> Metrics Not every process that needs to be improved is: • Easy to measure, or • Already being measured  Get comfortable with estimates (~.5hr *~40times/day)  Manual to start (e.g. tally sheets)  Automate where possible  Use the information to manage Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 19
  • Copyright © Institut Lean France 2012 Recognitions / Goals • Recognition drives behavior • If improvement is not part of staff goals:  Not a focus/priority  Someone else‟s job Improve 5%*  Not authorized to do improvement  Gains must be re-invested!  In more improvement! Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort Work 95% 20
  • Copyright © Institut Lean France 2012 Culture: Recognitions / Goals Planned and unplanned work Improve 5%* Improve? Work Work 95% When “the tyranny of the urgent” is the defacto prioritization model improvement never happens; firefighting prevails and is rewarded. When “management by fact” prevails, improvement is prioritized and seen as an organization‟s burning platform; improvement must be done! *Represents small, incremental change towards an improvement culture Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 21
  • Copyright © Institut Lean France 2012 Three goals of our program: Results • Improve the process on the workbench (6 Kaizen events)   • Train internal capability  • Vulnerability Remediation, User Account Management, Cyber Exemption, Cyber Event Management, Release and Deployment Management Atmospheric Radiation Measurement (ARM) - Research 2 lean coaches trained Infuse lean principles into our culture by exposing staff      35 staff (out of 195, 18%) have gone through a Kaizen event Several lean training events  Leadership team (5)  Service Managers (1) Brownbags (4) Kaizen Blitz‟s (4hr events)  Leadership: Lean Leadership  Java deployment  Training Vision workshops  Using facilitation techniques we learned in Lean Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 22
  • Copyright © Institut Lean France 2012 • Kaizen Key Discoveries  6 events = too many! Do fewer, spend more time with teams delivering  2-3-3 Kaizen format  + Allows for better coverage when staff are in Kaizen event  + Teams work on measuring and implementing Countermeasures during “gemba weeks”  - 3 extra days compared to traditional Kaizen  - Spend first have of first days bringing team back up to speed • Goals  • Improvement must be in everyone‟s goals Embrace small, incremental steps Control vs. Influence vs. Concern – break the problem down  5% (2hrs/week) = 30min/week + 15min/day + 2min/day + defensive scheduling  • PDCA  Use Kaizen to develop Kaizen process  30/60/90 day report outs were not “working” -> Kata based report outs • Measurements   Need to spend more time upfront with teams Work with one area to help them make progress Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort http://seangallo.com 23
  • Copyright © Institut Lean France 2012 ”When I am not adding value I am adding value to the value of value” - Hugh Macleod Questions? http://seangallo.com Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 24
  • Copyright © Institut Lean France 2012 Backup slides Presentation title- Speaker Name 25
  • Copyright © Institut Lean France 2012 Culture: From this… P C D A Leadership Management Staff Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 27
  • Copyright © Institut Lean France 2012 Culture: To this! Customer Leadership Management Staff Services Requirements Strategy Development Operations Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 28