"Lean IT in a nutshell" by Régis Medina, lean coach

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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

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"Lean IT in a nutshell" by Régis Medina, lean coach

  1. 1. Copyright © Institut Lean France 2011Lean IT in a nutshell Régis Medina
  2. 2. Lean IT in a nutshell October 13-14, 2011 - ParisRégis Medinaregis.medina@operae.frhttp://www.operae.fr
  3. 3. What is lean? Standardized work Andon Just in time SMED 5S Work standards Heijunka Jidoka Small batches Kanban AutonomationContinuous 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-ballBottleneck 3
  4. 4. What is lean ? 4
  5. 5. A business modelCompletely satisfy the customer by providing a perfect product or serviceReduce lead time and costs by eliminating wasteby Developing people through problem solving 5
  6. 6. Satisfying the customer Value 6
  7. 7. Reduce lead time and cost Toyota Production System An ideal of operational efficiency 7
  8. 8. Developing people Toyota Way 2001An ideal of management 8
  9. 9. A daily practiceVisualize the production to reveal problemsReact immediatelySolve problems one by oneTo improve management practices 9
  10. 10. Continuous improvement 10
  11. 11. Towards a lean IT organization Develop a kaizen spirit in every employee 11
  12. 12. Roadmap“The IT organization answers quickly andcompletely to my support requests” Support“The system works perfectly”“The system is suited to my needs” Maintenance“The system supports my own improvementefforts” Projects 12
  13. 13. “The IT organization answers quickly andcompletely to my support requests” Support“The system works perfectly”“The system is suited to my needs” Maintenance“The system supports my own improvementefforts” Projects 13
  14. 14. Initial context 0 1 min Lost calls Average max wait time # per day # per day 90% % response on first call 14
  15. 15. Separation of flowsLost calls Analyse waiting times # per day Listen to calls Categories of calls Stability Check Standard Flow separation ➔ Speed up the simple ones 15
  16. 16. Standardize and train 90%% response Ticketson first call Standards Skills management Check On-the-job (TWI) training 16
  17. 17. ResultsLost calls % response Average wait time # per day on first call # per day 17
  18. 18. Lessons learned Flow / load management Call analysis & structure Knowledge about IT systemsNext steps Improve customer experience Eliminate need for calls 18
  19. 19. “The IT organization answers quickly andcompletely to my support requests” Support“The system works perfectly”“The system is suited to my needs” Maintenance“The system supports my own improvementefforts” Projects 19
  20. 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 20
  21. 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” 21
  22. 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 22
  23. 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 23
  24. 24. Lessons learnedIdentification of system vulnerability pointsHow to improve usability (error messages, etc.)How to write usable guides 24
  25. 25. “The IT organization answers quickly andcompletely to my support requests” Support“The system works perfectly”“The system is suited to my needs” Maintenance“The system supports my own improvementefforts” Projects 25
  26. 26. Project improvementsControl lead time Work on the right topicsReduce lead time 26
  27. 27. Project improvementsControl lead time Work on the right topicsReduce lead time 27
  28. 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 28
  29. 29. Analysis of causesAfterBefore Overload Waste 29
  30. 30. “Pull” Global planning Content DateProject milestones Daily monitoring 30
  31. 31. ObeyaVoice of the Macro Weekly Performance Problems customer planning planning indicators 31
  32. 32. Standards Obeya Team-based problem resolution “Production release” checklist “System install” checklist “Production release” template with customer prerequisites Test website Automated tests etc. 32
  33. 33. Results“Non Right First Time” operations ” Delays Margin Quality Lead time Costs Customer 33
  34. 34. Project improvementsControl lead time Work on the right topicsReduce lead time 34
  35. 35. Software kaizen Measure the benefits of the Observe userssystem from a user perspective on the gemba See waste in the use of the system Check results & Learn Identify improvement areas Lead improvement experiments 35
  36. 36. Roadmap“The IT organization answers quickly andcompletely to my support requests” Support“The system works perfectly”“The system is suited to my needs” Maintenance“The system supports my own improvementefforts” Projects 36
  37. 37. Conclusion 37
  38. 38. SummaryCustomer first / create (or restore) valueTools are used for a purposeA rigorous problem solving processDeveloping people before making parts 38
  39. 39. Not so easyRisky toolsReveals problems, some of them deepFind time to solve them 39
  40. 40. Very first step?What muda am I inflicting on my own users? 40
  41. 41. Merci ! Régis Medinahttp://www.operae.fr regis.medina@operae.fr 41

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