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Lean IT - Why IT Service Management needs it

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IT Service Management is sometimes (usually?) implemented badly even if best practices such as ITIL is used. The implementation usually carry out the letter but not the spirit of such best practices. Lean IT helps to apply Lean principles to IT so as to ensure that IT processes are streamlined and provide value to the user/customer. Lean also has techniques that help IT to innovate and transform.

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Lean IT - Why IT Service Management needs it

  1. 1. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. itSMF Singapore 2016 Annual Conference - ITSM Leadership Congress Why ITSM Needs Lean IT Goh Boon Nam Chief, IT Service Management Instiute of Systems Science, NUS 1
  2. 2. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. My Organisation • Institute of Systems Science www.iss.nus.edu.sg • Part of National University of Singapore • Support national IT competency development needs • Staffed by practitioners from industry with average of more that 15 years experience each • Caters to working IT professionals • Post-Graduate Programmes • Executive Programmes • Industry Research • Consulting (Lean-Agile, CMMI, Enterprise Architecture etc) 2
  3. 3. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. About Myself Chief, New Initiatives AIIM Business Process Management Master ITIL Expert, TOGAF 9 Enterprise Architect, ISACA Certified in Enterprise IT Governance CITPM (Senior), COMIT, CBAP  20 years of IT management experience  Process Improvement  Enterprise Architecture and Planning  Application Development  IT Operations  Consultancy for private and public sector  Enterprise Architecture  Process Improvement e.g. CMMI Goh Boon Nam Chief, IT Service Management Institute of Systems Science 3
  4. 4. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda  Why Need for Lean IT • Lean IT Background • Lean Concepts • Value • (Smooth) Flow (of Work) • Kaikaku (Radical Improvement) • Kaizen (Evolutionary Improvement) & Waste (reduction) • Summary 4
  5. 5. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Why Need for Lean IT? Users frustrated with IT Service Management implementations that are • Bureaucratic • Slow • Not giving the value that users want Image courtesy of Phaitoon at FreeDigitalPhotos.net 5
  6. 6. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Why Need for Lean IT? The need for ITSM to innovate and transform to keep up with the dynamic business environment 6
  7. 7. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • Why Need for Lean IT  Lean IT Background • Lean Concepts • Value • (Smooth) Flow (of Work) • Kaikaku (Radical Improvement) • Kaizen (Evolutionary Improvement) & Waste (reduction) • Summary 7
  8. 8. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Lean IT Background 8 Toyota – originator of Lean which helps it to be... Toyota again No. 1 in global car sales http://www.marketwatch.com/story/toyota-again-no-1-in-global-car-sales-2016-01-26 Toyota Motor Corp. has retained its post as the world's best-selling auto maker, saying Wednesday it sold 10.15 million vehicles world-wide in 2015... Lean IT is Lean contextualised for IT Note: Tesla may be steadily out-”leaning” Toyota (even though it does not officially says it uses Lean, many of the things Tesla does are Lean in nature – judge for yourself after hearing what Lean is about)
  9. 9. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • Why Need for Lean IT • Lean IT Background • Lean Concepts  Value • (Smooth) Flow (of Work) • Kaikaku (Radical Improvement) • Kaizen (Evolutionary Improvement) & Waste (reduction) • Summary 9
  10. 10. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Lean Concept of Value – What is it? 10 People don't want to buy a quarter-inch drill, they want a quarter-inch hole. Theodore Levitt https://c1.staticflickr.com/3/2070/2097329367_4c9d212e2f_z.jpg?zz=1 Lean value: Who are the “people”? What do they really want?
  11. 11. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. What is the drill? What is the hole? 11 Service desk of Educational Institute (covering IT including AV) Typical day in the institute Is the drill the right tool for the hole? Technique to understand customer’s required value (the “hole”): “Voice of Customer” Interviews/Focus Groups Image courtesy of David Castillo Dominici at FreeDigitalPhotos.net • A simple semi-fictional edu(cational institute) case study to explain lean concepts
  12. 12. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study - Pre-Improvement • Only 2 service desk staff • Around 9am (when lessons start) • If lecturers find things wrong with the classroom AV systems • They will call the service desk • Service desk will go classroom to fix problem • If more than 2 concurrent problems, service desk not able to handle well • happens about 15 times a year • How to improve? • Capacity problem? • Increase service desk staffing so that >2 ? 12 (We will re-visit this again in later slide)
  13. 13. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • Why Need for Lean IT • Lean IT Background • Lean Concepts • Value  (Smooth) Flow (of Work) • Kaikaku (Radical Improvement) • Kaizen (Evolutionary Improvement) & Waste (reduction) • Summary 13
  14. 14. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Smooth Flow of Work 14 Lean – one of the best practices that is explicitly staff-friendly? (waste) Waiting or Non-used Talent (forms of waste) (unevenness – over time or between resources) (smooth Work Rhythm) (over- burden) Adapted from: https://pbs.twimg.com/media/B0SuBhrIgAAy9mZ.jpg Lean strives to achieve this in its improvements
  15. 15. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Smooth Flow of Work - Edu Case Study 15 With original 2 staff, they are busy around 9am but quite free after that. Is this a lean Flow? (i.e. smooth flow of work) NO – there is muri, muda and mura Consider increase the staff to 3? (To cope with the 9am rush on 15 days of the year) Is this a lean Flow? NO – worse muri, muda and mura Even more idle staff after the 9am rush. For the 9am period, for most parts of the year other than the 15 days, also more idle staff.
  16. 16. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • Why Need for Lean IT • Lean IT Background • Lean Concepts • Value • (Smooth) Flow (of Work)  Kaikaku (Radical Improvement) • Kaizen (Evolutionary Improvement) & Waste (reduction) • Summary 16
  17. 17. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Lean Radical Improvement KaiKaku 17 One variation of the KaiKaku “commandments”: (adapted from http://www.1000ventures.com/business_guide/mgmt_kaizen_vs_kaikaku_10c.html ) • Be creatively dissatisfied • Strive to amaze customers • See problems as opportunities • Challenge assumptions and status quo • Ask “Why? What If?” questions • Brainstorm solutions & look for synergies • Strive to do much more with less • Engage stakeholders to create / accept improvement • Act promptly and learn as you go • Follow Kaikaku with Kaizen KaiKaku 改 革
  18. 18. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study - KaiKaku (1) KaiKaku “Commandments”: • Be creatively dissatisfied • Strive to amaze customers • See problems as opportunities • What is the value (“hole”) that customer is seeking? • Incident-free teaching • (i.e. no AV problems when I start class in morning) • Can the customer get even better value than above? • What if not only no AV problems and • AV is already on and ready for use when lecturer comes to class
  19. 19. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study - KaiKaku (2) 19 KaiKaku “Commandments”: • Challenge assumptions and status quo • Ask “Why? What If?” questions • Why must Service Desk wait for calls? • Why must Service Desk be static? • What if they are pro-active and mobile? • Why is “incident management” our “drill” when the “hole” sought is “incident-free teaching”? • What if the lecturer can avoid the incident? • What if Service Desk can catch the incident before it happens to the lecturer?
  20. 20. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study - KaiKaku (3) 20 KaiKaku “Commandments”: • Brainstorm solutions & look for synergies • Strive to do much more with less • Service Desk normal starting hour is 8am • Solution is 8am - 9am • Walk to each classroom • Switch on AV • Fix any issues • Leave AV on for lecturer to use • Still contactable via service desk no. forwarded to mobile • Improved Value to customer • Delight customer • Smoother Flow • Less Muri, Muda, Mura Image courtesy of Master isolated images at FreeDigitalPhotos.net
  21. 21. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study - KaiKaku (4) 21 KaiKaku “Commandments”: • Engage stakeholders to create / accept improvement • Act promptly and learn as you go • Follow Kaikaku with Kaizen • Service desk roped in to brainstorm the solution • they are more willing to implement their own solution • For new radical solution • easier to trial and see if / how it works • rather than try to guess • It may not be perfect but it is still better than the past • Can improve further via Kaizen Adapted from: https://miblogjorgeroig.files.wordpress.com/2014/03/kaizen-kaikaku.jpg
  22. 22. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • Why Need for Lean IT • Lean IT Background • Lean Concepts • Value • (Smooth) Flow (of Work) • Kaikaku (Radical Improvement)  Kaizen (Evolutionary Improvement) & Waste (reduction) • Summary 22
  23. 23. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Lean Evolutionary Improvement KaiZen 23 KaiZen 改 善 Cycles for non-radical • Reduction in Waste • Increase in Value By Karn-b - Karn G. Bulsuk (http://www.bulsuk.com). Originally published at http://www.bulsuk.com/2009/02/taking-first-step-with-pdca.html - Own work. Originally developed for Taking the First Step with PDCA, CC BY 4.0, https://commons.wikimedia.org/w/index.php?curid=5236801
  24. 24. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. 8 Wastes 24 http://image.slidesharecdn.com/wastecartoonsen1-130419013854-phpapp02/95/waste-cartoons-en1-1-638.jpg?cb=1366353817 WASTE = MUDA
  25. 25. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Defects 25 https://www.flickr.com/photos/aussiegall/276131991/
  26. 26. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Motion & Transport 26 Which is the Motion? Charlie Chaplin’s arm/hand movements Which is the Transport? The transport of the work-in-progress on the conveyor belt http://cdn.makeagif.com/media/6-03-2015/hzx70U.gif
  27. 27. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Overproduction & Inventory 27 http://commons.wikimedia.org/wiki/File:XinHui_%E6%96%B0%E6%9C%83%E7%A2%A7%E6%A1%82%E5%9C%92_Country_Garden_%E5%A4%A7%E6%BD%A4%E7%99%BC_RT- Mart_1st_floor_supermarket_13.JPG http://commons.wikimedia.org/wiki/File:Tetley_Bitter_1985_Expiry_date_%28bottom%29.jpg Wasted inventory / production
  28. 28. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Excess Processing 28 Using a sledgehammer to crack a nut The right amount of processing for the job
  29. 29. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Waiting & Non-Used Talent 29 http://en.wikipedia.org/wiki/Break_%28work%29#mediaviewer/File:Two_Men_Taking_a_Break.JPG
  30. 30. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Lean Wastes (Recap) 30 http://www.ibm.com/developerworks/bpm/bpmjournal/1308_col_schume/images/leanwastes.png + Non-Used Talent
  31. 31. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study – KaiZen (1) 31 http://ecx.images-amazon.com/images/I/414Pcw0sSbL.jpg http://www.centrumsound.com/images/Index_Liberty.jpg Backup Amplifier System (put in use if classroom system fails) Reduce waste in Excess Processing / Transport / Waiting Before Improvement After http://www.horme.com.sg/Images/product/20131128101131F6MGSX6EGACPH_full.jpg
  32. 32. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study – KaiZen (2) 32 Microphone Battery Replacement (e.g. batteries run out when teaching half-way) Reduce waste in Motion / Waiting Before Improvement After Spare batteries in packaging available in each class Spare batteries pre-removed from packaging and taped 2x2 for quick replacement https://avalanche.tessco.com/productimages/250x250/60860.jpg
  33. 33. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. 5-Whys Kaizen Root Cause Analysis 33 http://motorist.org/articles/battery-information
  34. 34. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Edu Case Study Kaizen->KaiKaku 34 • What other significant waste in Edu Case process to consider? • Service desk staff walking to the different classrooms to check and switch on the equipment • Next Kaikaku improvement? • No need to walk to classrooms to switch on and check • Central AV control system • switch on AV remotely • Class video camera/ microphone • confirm projector and sound output are ok remotely http://bbsimg.ngfiles.com/2/1065000/ngbbs3ed8fa6a3c078.gif
  35. 35. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Innovate and Transform with Lean - Tesla Examples • Lean concept of value (the hole and not the drill) & Kaikaku - example • “hole” is driving convenience for the driver • Not just provide the cars • US-wide car charging infrastructure • Quick Supercharge function • Muri, Muda, Mura - example • Accurate forecast of end-customer demand to plan for smooth Flow • Others base on estimates and may have under-capacity or over-capacity • Kaizen - example • Firmware releases during life of the car 35 https://www.teslamotors.com/sites/default/files/tesla_model_s_software_6_2.pdf http://www.ubergizmo.com/2016/04/tesla-model-3-reservations-cross-400000-units/ Use LEAN to innovate & transform our ITSM and perform like a Tesla.
  36. 36. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. Q & A 36
  37. 37. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. For Further Information Please refer to: http://www.iss.nus.edu.sg/ Or email Goh Boon Nam at: issgbn@nus.edu.sg ISS courses: https://www.iss.nus.edu.sg/ProfessionalCourses/SearchCour se/CourseDetail/tabid/267/cid/359/cname/nicf-lean-it- foundation-certification/Default.aspx http://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatal ogue.aspx 37
  38. 38. www.itsmf.org.sg © 2016 National University of Singapore unless otherwise stated. All Rights Reserved. itSMF Singapore 2016 Annual Conference - ITSM Leadership Congress THANK YOU 38

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