Leveraging Lean for IT and research transformation

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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 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.

More Lean IT presentations and videos on www.lean-it-summit.com

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  • Leveraging Lean for IT and research transformation

    1. 1. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France Leveraging Lean for IT and re- search transformation: The art and science of eating an elephant Jeromy Markwort Pacific Northern National Laboratory Lean coach, Lean IT and Service Desk Service Manager @jmarkwort #LeanIT2013
    2. 2. Copyright © Institut Lean France 2012 The art and science of eating and elephant Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 2 http://seangallo.com
    3. 3. Copyright © Institut Lean France 2012 Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 3 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
    4. 4. Copyright © Institut Lean France 2012 • Culture • PDCA  Incremental change  Trial and “Discovery”  Value “what did we learn?”  Estimates -> Measures -> Metrics • Lean Leadership • Recognitions/Goals Outline 4 Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
    5. 5. Copyright © Institut Lean France 2012 Culture Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 5 • “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”
    6. 6. Copyright © Institut Lean France 2012 Culture: Siloes of Excellence 6 “Siloes of Excellence” (execution) Project Server Setup Value Stream DesktopServices EmailandCalendaring Wireless RemoteAccess ServerAdministration VirtualInfrastructure DatabaseAdministration UserAccountManagement ServiceDesk CyberSecurity Firewall Network Project Server Setup Value StreamProject Server Setup Value Stream Lab Instrument Setup Value Stream Policy Exemption Value Stream Website Setup Value Stream ServiceDesk Information Management ServicesInformation Management Services Value Streams Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
    7. 7. Copyright © Institut Lean France 2012 • 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. Culture: Our year 1 Lean goals Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
    8. 8. Copyright © Institut Lean France 2012 • 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, and scalability PDCA: Embrace small incremental change Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 8 Control Influence Concern “Just do it” and sponsor supported IT leadership and lab leadership sponsored Sponsor and IT leadership sponsored
    9. 9. Copyright © Institut Lean France 2012 • 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, and scalability  Smallest improvement you can make today?  30 min/week  15 min/day  2 min/day PDCA: Embrace small incremental change Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 9 = 1hr 55min = ~5%
    10. 10. Copyright © Institut Lean France 2012 • Focusing on the scientific method causes staff to:  Be problem solvers  Think through the process  Take ownership  Be more engaged PDCA: Trial and “Discovery” 10 Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort Title Plan Do Check Adjust A3 thinking
    11. 11. Copyright © Institut Lean France 2012 • It takes “awareness” to even ask the question • Rather than focus on “Who?” • Finds value in “failure” PDCA: Value the answer to the question "what did we learn?” 11 Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
    12. 12. Copyright © Institut Lean France 2012 • Not every process that needs to improve is able to measure how bad it is. They just know it hurts.  Get comfortable with estimates (~.5hr *~40 times/day)  Start with manual measurements (e.g. tally sheets)  Find ways to automate where possible  Use the information to manage Estimates -> Measurements -> Metrics 12 Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
    13. 13. Copyright © Institut Lean France 2012 • Reward firefighting, grow firefighters • If improvement is not part of staff goals:  Not a focus/priority  Someone else’s job Not authorized to do improvement Recognitions/goals 13 Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort Work 95% Improve 5%*
    14. 14. Copyright © Institut Lean France 2012 Planned and unplanned work Culture: Recognitions/Goals 14 Work 95% Improve 5%* *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 Work 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! Improve?
    15. 15. Copyright © Institut Lean France 2012 • Results • Alignment • Process improvement • People (culture change)  Values  Behaviors Lean leadership 15 Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
    16. 16. Copyright © Institut Lean France 2012 Leadership Management Staff From this… Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 16 P D C A
    17. 17. Copyright © Institut Lean France 2012 To this! Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 17 Leadership Management Staff Customer
    18. 18. Copyright © Institut Lean France 2012 ”When I am not adding value I am adding value to the value of value” - Hugh Macleod Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 18 Questions?

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