LEAN INFORMATION increasing the value  of your information
what is this about? if you apply  Lean Principles  to INFORMATION you will significantly improve the benefits and value of...
key questions is your business making full use of the information at its disposal? is the information that you need availa...
what is information? Click or use Youtube link: http://www.youtube.com/watch?v=tooPnNhPjbs
<ul><li>Information only becomes knowledge in the hands of someone who knows what to do with it.  </li></ul>Peter Drucker,...
business information is needs driven for example:  a Sales Manager may need to understand his sales performance … and wher...
information needs may include: <ul><li>business  </li></ul><ul><li>statistics  </li></ul><ul><li>and  </li></ul><ul><li>an...
competitive advantage through improving the value of information Companies will become merely a shadow of their ‘glory day...
being better than your competitors at achieving optimum value from information  will gain competitive advantage <ul><li>in...
but: <ul><li>many companies fail to get the optimum outcome from information </li></ul><ul><li>many information systems ar...
insight is the ability to grasp the key elements of a complex subject, person or situation maximise insight Data Informati...
<ul><li>It is only with true insight that we find the creative, disruptive solution that changes the game! </li></ul>True ...
quantifying the benefit value of information   (VOI)  is the amount a decision maker would be willing to pay for informati...
<ul><li>cost to produce information </li></ul><ul><li>wasted  </li></ul><ul><li>efforts and </li></ul><ul><li>resources </...
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Lean Information thinking increase the value  of  information  for  every  user <ul><li>specify the value </li></ul><ul><l...
<ul><li>the user (customer) needs this information </li></ul><ul><li>the best information for the need </li></ul><ul><li>t...
Lean Principle 1  customer (user) focus <ul><ul><li>information forms the mind of the user  </li></ul></ul><ul><ul><li>sup...
key questions: <ul><li>can customers define the information they want or need in your business? </li></ul><ul><li>can they...
Lean Principle 2  best information for the action <ul><li>key characteristics: </li></ul><ul><li>linked </li></ul><ul><li>...
did the information have the desired outcome? <ul><li>did it result in knowledge and insight? </li></ul><ul><li>ask the us...
Lean Principle 3  make information flow <ul><li>information lifecycle </li></ul><ul><li>capture </li></ul><ul><li>process ...
<ul><li>are all relevant sources used? </li></ul><ul><li>is information flowing through – cost effectively? </li></ul><ul>...
Lean Principle 4  pull from the customer/user only produce what is needed <ul><li>not used = waste </li></ul><ul><li>under...
is information pushed by IT  or pulled by the user? <ul><li>is the production of information and its use synchronised? </l...
Lean Principle 5  strive for perfection  <ul><li>customer needs changes all the time </li></ul><ul><li>sources and flow ch...
<ul><li>is information flow constantly improving and refreshed? </li></ul><ul><li>are users continuously challenging the s...
the key P1  drive optimum use  of information  P2  maximise the  outcome through  application of  knowledge systems produc...
<ul><li>P3  focus on getting the right information in the right place </li></ul><ul><li>P4  respond to changing  </li></ul...
but Lean Information is also about  reducing waste <ul><li>over-production </li></ul><ul><li>motion  </li></ul><ul><li>wai...
<ul><li>duplication </li></ul><ul><li>re-entry </li></ul><ul><li>wait </li></ul><ul><li>search </li></ul><ul><li>loss </li...
the information cycle can consume huge resources
hardware software IT support Implementation & infrastructure storage
staff external sources communication training people
what constitutes waste <ul><li>wasted effort   </li></ul><ul><li>(doing something unnecessary)  </li></ul><ul><li>infrastr...
information flow must produce optimum knowledge value <ul><li>information flows -  but not necessarily in line with classi...
the converse <ul><li>poor information flow  destroys the potential value of knowledge …  </li></ul><ul><li>…  or at least ...
re-work duplication wait re-entry not used irrelevant not available search wrong data loss common information waste traps ...
untested  assumptions no insights knowledge not captured And knowledge-related traps to limit bias and misperceptions
Lean Information reduces waste Re-capture wait rework errors useless lost Information cycle reduce waste Re-capture wait s...
RapidLeanInfo™ maximise the benefit of information and reduce to cost with  a systematic approach
Executive sponsorship Team commit-ment Commit to lean vision Set objective for team Team training to deploy Enable team to...
Value increase over time
it can be done <ul><li>this is not a single event intervention </li></ul><ul><li>focus on low hanging fruit </li></ul><ul>...
LAMININ SOLUTIONS <ul><li>your partner to: </li></ul>[email_address] 0845 077 7774 www.lamininsolutions.com
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Lean information

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improve productivity of information
reduce cost of having it
turn data into knowledge
use the principles of lean manufacturing

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Lean information

  1. 1. LEAN INFORMATION increasing the value of your information
  2. 2. what is this about? if you apply Lean Principles to INFORMATION you will significantly improve the benefits and value of information and reduce the cost of producing it
  3. 3. key questions is your business making full use of the information at its disposal? is the information that you need available? when you need it? Does the information have the desired impact?
  4. 4. what is information? Click or use Youtube link: http://www.youtube.com/watch?v=tooPnNhPjbs
  5. 5. <ul><li>Information only becomes knowledge in the hands of someone who knows what to do with it. </li></ul>Peter Drucker, genius, management guru
  6. 6. business information is needs driven for example: a Sales Manager may need to understand his sales performance … and where to go with new products
  7. 7. information needs may include: <ul><li>business </li></ul><ul><li>statistics </li></ul><ul><li>and </li></ul><ul><li>analysis </li></ul><ul><li>sales values </li></ul><ul><li>production </li></ul><ul><li>product analysis </li></ul><ul><li>external </li></ul><ul><li>analysis </li></ul><ul><li>market conditions </li></ul><ul><li>competitor analysis </li></ul><ul><li>product review </li></ul><ul><li>political & economic review </li></ul><ul><li>contents </li></ul><ul><li>of </li></ul><ul><li>documents </li></ul><ul><li>customer feedback </li></ul><ul><li>agreements </li></ul><ul><li>T & C </li></ul><ul><li>product detai l </li></ul><ul><li>social networking </li></ul><ul><li>product feedback </li></ul><ul><li>customer satisfaction </li></ul><ul><li>competitive products </li></ul>
  8. 8. competitive advantage through improving the value of information Companies will become merely a shadow of their ‘glory days’ or will vanish if they do not find a way to recreate their market success through a steady stream of innovative products and customer – oriented solutions Miyamoto Misashi – The book of five rings
  9. 9. being better than your competitors at achieving optimum value from information will gain competitive advantage <ul><li>information has more value if it improves the overall outcome or result </li></ul><ul><li>information has its optimum value if it produces the desired result </li></ul><ul><li>quicker better higher reliability greater impact </li></ul>
  10. 10. but: <ul><li>many companies fail to get the optimum outcome from information </li></ul><ul><li>many information systems are deficient </li></ul><ul><li>(too much, too little, poor quality, not right) </li></ul>and so skilled people may fill the gap to optimise the benefit of your information
  11. 11. insight is the ability to grasp the key elements of a complex subject, person or situation maximise insight Data Information what? who? where? when? Knowledge how? Insight and wisdom why? Understanding Context independent
  12. 12. <ul><li>It is only with true insight that we find the creative, disruptive solution that changes the game! </li></ul>True insight is more than just an aggregation of the underlying knowledge and information.
  13. 13. quantifying the benefit value of information (VOI) is the amount a decision maker would be willing to pay for information prior to making that decision wikipedia
  14. 14. <ul><li>cost to produce information </li></ul><ul><li>wasted </li></ul><ul><li>efforts and </li></ul><ul><li>resources </li></ul><ul><li>expense to fix </li></ul>cost versus benefit <ul><li>competitive advantage </li></ul><ul><li>service quality </li></ul><ul><li>effective decisions </li></ul><ul><li>product superiority </li></ul><ul><li>Satisfied customers </li></ul>
  15. 15. Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
  16. 16. Lean Information thinking increase the value of information for every user <ul><li>specify the value </li></ul><ul><li>identify the value stream </li></ul><ul><li>make flow value </li></ul><ul><li>pull from the customer </li></ul><ul><li>strive for perfection </li></ul>5 lean principles
  17. 17. <ul><li>the user (customer) needs this information </li></ul><ul><li>the best information for the need </li></ul><ul><li>the information is sourced and flows seamlessly </li></ul><ul><li>only produce what is </li></ul><ul><li>needed </li></ul><ul><li>renew insight and knowledge </li></ul><ul><li>specify the value </li></ul><ul><li>identify the value stream </li></ul><ul><li>make flow value </li></ul><ul><li>pull from the customer </li></ul><ul><li>strive for perfection </li></ul>5 lean principles
  18. 18. Lean Principle 1 customer (user) focus <ul><ul><li>information forms the mind of the user </li></ul></ul><ul><ul><li>superior benefit of knowing </li></ul></ul><ul><ul><li>action follows insight </li></ul></ul>
  19. 19. key questions: <ul><li>can customers define the information they want or need in your business? </li></ul><ul><li>can they find this information? </li></ul><ul><li>does every level in the organisation recognise the information they need and how to apply it? </li></ul><ul><li>how often is the quality and benefit of the information’s usage re-evaluated by the customer? </li></ul>not knowing is expensive
  20. 20. Lean Principle 2 best information for the action <ul><li>key characteristics: </li></ul><ul><li>linked </li></ul><ul><li>visualised </li></ul><ul><li>relevant </li></ul><ul><li>timely </li></ul><ul><li>consistent </li></ul><ul><li>accurate </li></ul>
  21. 21. did the information have the desired outcome? <ul><li>did it result in knowledge and insight? </li></ul><ul><li>ask the user to evaluate the characteristics of the quality! </li></ul>
  22. 22. Lean Principle 3 make information flow <ul><li>information lifecycle </li></ul><ul><li>capture </li></ul><ul><li>process </li></ul><ul><li>use </li></ul><ul><li>store </li></ul><ul><li>dispose </li></ul>
  23. 23. <ul><li>are all relevant sources used? </li></ul><ul><li>is information flowing through – cost effectively? </li></ul><ul><li>do you have it when you need it? </li></ul>information: right time? right place? right format?
  24. 24. Lean Principle 4 pull from the customer/user only produce what is needed <ul><li>not used = waste </li></ul><ul><li>under utilised = lost opportunity </li></ul>
  25. 25. is information pushed by IT or pulled by the user? <ul><li>is the production of information and its use synchronised? </li></ul><ul><li>is its destination clear? </li></ul><ul><li>what is its purpose? </li></ul>
  26. 26. Lean Principle 5 strive for perfection <ul><li>customer needs changes all the time </li></ul><ul><li>sources and flow changes rapidly </li></ul><ul><li>tools to improve information is rapidly </li></ul><ul><li>available information is increasing exponentially </li></ul>
  27. 27. <ul><li>is information flow constantly improving and refreshed? </li></ul><ul><li>are users continuously challenging the status quo </li></ul>are systems and tools keeping pace with user demand for deeper and more insight and knowledge?
  28. 28. the key P1 drive optimum use of information P2 maximise the outcome through application of knowledge systems producing data “just in case” unrelated data components in many pockets the status quo Follow the principles for superior business results versus
  29. 29. <ul><li>P3 focus on getting the right information in the right place </li></ul><ul><li>P4 respond to changing </li></ul><ul><li>needs </li></ul><ul><li>P5 constantly refresh </li></ul>not right & to late the principles versus the status quo static & tired systems unresponsive to change
  30. 30. but Lean Information is also about reducing waste <ul><li>over-production </li></ul><ul><li>motion </li></ul><ul><li>waiting </li></ul><ul><li>over/inappropriate processing </li></ul><ul><li>inventory </li></ul><ul><li>transportation </li></ul><ul><li>defects </li></ul><ul><li>skills </li></ul>waste in manufacturing
  31. 31. <ul><li>duplication </li></ul><ul><li>re-entry </li></ul><ul><li>wait </li></ul><ul><li>search </li></ul><ul><li>loss </li></ul><ul><li>not available </li></ul><ul><li>re-create </li></ul><ul><li>not used </li></ul><ul><li>irrelevant </li></ul><ul><li>wrong </li></ul>Information wastes
  32. 32. the information cycle can consume huge resources
  33. 33. hardware software IT support Implementation & infrastructure storage
  34. 34. staff external sources communication training people
  35. 35. what constitutes waste <ul><li>wasted effort </li></ul><ul><li>(doing something unnecessary) </li></ul><ul><li>infrastructure & supply (hardware/software/communication/IT support/implementation) </li></ul><ul><ul><li>not utilized </li></ul></ul><ul><ul><li>under performing </li></ul></ul><ul><li>knock on effect ( one element of waste results in ripple effect throughout organization) </li></ul>
  36. 36. information flow must produce optimum knowledge value <ul><li>information flows - but not necessarily in line with classic processes </li></ul><ul><li>each lifecycle activity affects the cumulative benefit of information </li></ul><ul><li>understanding the end goal improves the beginning of the flow </li></ul>
  37. 37. the converse <ul><li>poor information flow destroys the potential value of knowledge … </li></ul><ul><li>… or at least add significant waste and unnecessary cost </li></ul>
  38. 38. re-work duplication wait re-entry not used irrelevant not available search wrong data loss common information waste traps to reduce
  39. 39. untested assumptions no insights knowledge not captured And knowledge-related traps to limit bias and misperceptions
  40. 40. Lean Information reduces waste Re-capture wait rework errors useless lost Information cycle reduce waste Re-capture wait search rework errors useless
  41. 41. RapidLeanInfo™ maximise the benefit of information and reduce to cost with a systematic approach
  42. 42. Executive sponsorship Team commit-ment Commit to lean vision Set objective for team Team training to deploy Enable team to maximise information value Maximise value Identify blockages, implement best available solutions Reduce Waste Identify waste traps, Reduce waste Review & repeat Evaluate result, Do the same in other areas Lean Information can add 10 – 20% productivity for the average information worker
  43. 43. Value increase over time
  44. 44. it can be done <ul><li>this is not a single event intervention </li></ul><ul><li>focus on low hanging fruit </li></ul><ul><ul><li>immediate information benefits </li></ul></ul><ul><ul><li>reduce waste traps </li></ul></ul><ul><li>target key hotspots for further investment </li></ul><ul><li>continuous improvement (do it again and again) </li></ul><ul><li>imbed the culture </li></ul>
  45. 45. LAMININ SOLUTIONS <ul><li>your partner to: </li></ul>[email_address] 0845 077 7774 www.lamininsolutions.com

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