SharePoint Saturday Belgium 2014 - Using SharePoint to get a LEAN enterprise


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  • Template may not be modified Twitter hashtag: #spsbe for all sessions
  • Quality information and effective information systems are vital to the success of the modern enterprise. But the magnitude of IT spending on ill-conceived or poorly implemented IT projects is staggering. And the dire consequences of unstable and inflexible systems, failed projects, and chronic misalignment of IT activities with business strategy are unacceptable—and unsustainable.
  • Complexity: apps are complex and not easy to useSpeed: IT is slowMisdirection: too focused on technical issues and not solving business problemsForeign languageProject failure: costly projects fail to deliver expected benefitsFragmentation: too many disconnected apps to do a business process
  • first conveyordriven assembly line
  • U.S. Department of War instituted Training within Industry (TWI) to accelerate war production. Feigenbaum stressed quality as defined by the customer, and as a fundamental management philosophy. He also introduced the idea of cost of quality,†suggesting that the cost of maintaining high quality is offset by reducing the costs of poor quality
  • You can get it in all kinds of colors, as long as it is black
  • Constancy of purpose: what are the goals? What is my daily task and how does it relate to goals?Respect: every individual has unique collection of experience and insightPursuit of perfection: we are creatures of habit, but change is neededProactive: firefighters versus police menVoice of customer: what does the customer need?Quality: doing it right the first time, every timeSystems thinking: view the all interconnected processes in the value streamFlow: uninterupted progression of material, services and informationCulture: shared beliefs and values, manifested as attitude and behavior
  • if they knew about it, would customers be willing to pay for it?Compliance, filing taxes
  • Aggregates information from the project sites into a dashboard
  • Producing more or sooner then needed
  • = losing weight by giving blood (it works but is not effective)
  • Can be status report or proposalSingle sheet of paperDefinitionScopeDiscovery ProcessFindingsProposed countermeasuresResults
  • the people and the place where the work is done, not the data that represent this work.
  • Process mapping: does not attempt to capture information about flow, elapsed time, cost, or quality at the value stream level
  • Also Safety and Security
  • =>By working with the business to manage priorities and create level demand, matching it to available capacity to create a steady pace of work (flow), an IT organization can become more responsive, giving customers exactly what they want, when they want it.
  • When a kanban signal is received by a work center, it causes work to begin Kanban signals contain a description of the work to be done next, which clarifies the sequence of work priorities for supervisors and associates.Controls the amount of work in process: By regulating the quantity of kanbans within a process, inventory is limited.4. Buffers interruptions: By keeping a small, carefully calculated bufferof safety stock between operational steps (also called a supermarket), the downstream operation is not starved by a temporary interruption from an upstream operation.5. Orchestrates the pace of work: Since each operation is only working according to pull signals, the work flows at a natural cadence. A sudden interruption is easily spotted, and workers quickly converge and troubleshoot the problem in order to restart the process flow.
  • How to address this: 5s thinkingBaby boom generation is going on pension – need to track that knowledge in their heads!!
  • Capture and standardize
  • SharePoint Saturday Belgium 2014 - Using SharePoint to get a LEAN enterprise

    1. 1. Using SharePoint to get a LEAN enterprise #SPSBE28 Marijn Somers April 26th, 2014
    2. 2. Thanks to our sponsors! Gold Silver
    3. 3. Hello World
    4. 4. Agenda
    5. 5. Why go lean? Service levels Costs
    6. 6. Business looks to IT
    7. 7. Sources
    8. 8. IT looks to business
    9. 9. Industrial revolution
    10. 10. WW II
    11. 11. Variation: Model T
    12. 12. Womack, Jones and Roos
    13. 13. Perspective: Prius
    14. 14. 15
    15. 15. LEAN is not a set of tools & technology
    16. 16. Principles
    17. 17. Value and Value stream
    18. 18. 3 types of work
    19. 19. Unevenness and variation: Mura
    20. 20. Overburden (Muri)
    21. 21. Waste (Muda)
    22. 22. Transportation
    23. 23. Inventory
    24. 24. Visual waste: logged in user has to give name, manager and team
    25. 25. Waiting
    26. 26. Example: dynamic PMO dashboard
    27. 27. Overproduction
    28. 28. Overprocessing
    29. 29. Example: Soup at noon
    30. 30. Visual waste: grayed out ribbon icons
    31. 31. Motion
    32. 32. Defects (Correction)
    33. 33. Defects
    34. 34. Example: Defects / Quality at the source
    35. 35. Waste elimination
    36. 36. Kaizen (Continious improvement)
    37. 37. Teamwork
    38. 38. A3
    39. 39. Gemba
    40. 40. Value stream mapping
    41. 41. Standardized work
    42. 42. Measurement
    43. 43. 5S
    44. 44. Visual workplace
    45. 45. Demand Management
    46. 46. Kanban (
    47. 47. Knowledge is social. Collaboration is the flip side of knowledge management. So, to manage knowledge you need to address collaboration and tools that help people collaborate. Peter Senge (The 5th discipline)
    48. 48. Composition of organizational knowledge
    49. 49. Knowledge management
    50. 50. Collaborative workspaces
    51. 51. Dedicate a workspace to LEAN
    52. 52. What is the best time to start?
    53. 53. Thank you!