The Lean IT training provides the stimulus which is required for companies to stand out in the competitive world economy. Adoption of Lean in an organization will enable the smart usage of Information technology to enhance the business performance and improve the service levels. Lean IT training provides critical knowledge of the principles of Lean philosophy, application of this philosophy in an IT-environment, validate their leadership of Lean methodology, and making continuous improvement using small incremental change using Kaizen. To know more about Lean IT training worldwide, please contact us at - Email: support@invensislearning.com Phone - US +1-910-726-3695, Website: https://www.invensislearning.com

1. EXIN Lean IT Foundation
Course Name : EXIN Lean IT Foundation
Version : INVL_ELITF_CW_01_004_1.0
Course ID : QMGT - 165

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About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one
of the trusted certification training partners for many Fortune 500 organizations and Government
institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a
wide-range of categories such as IT Service Management, Project Management, Quality Management,
IT Security and Governance, Cloud Computing, DevOps, Agile Project Management, and Digital
Courses. Invensis Learning’s certification training programs adhere to global standards such as PMI,
TUV SUD, AXELOS, ISACA, DevOps Institute, EXIN, and PEOPLECERT.

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What We Offer
We offer globally-recognized training and certifications in categories such as Project Management,
ITSM, Agile, Quality Management, Technology Training, Program Management and IT Security &
Governance.
ITSM Project Management Quality Management
Technology
Training
Agile & Scrum IT Security & Governance
ITIL Foundation PMP Project Rescue Six Sigma Yellow Belt Training Cloud Computing PMI-ACP COBIT5 Foundation
ITIL SD CAPM Project Scope Management Six Sigma Green Belt Training Big Data Scrum Training COBIT5 Implementation
ITIL SS PRINCE2 Project Time Management Six Sigma Black Belt Training Hadoop
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Foundation
COBIT5 Assessor
ITIL ST PgMP
Project Communications and
Management
Lean Six Sigma Green Belt Training .Net Technologies ISO/IEC 27001 Foundation
ITIL SO PMI-RMP Project Cost Management Lean Six Sigma Black Belt Training Data Warehousing
ITIL CSI P3O Project Procurement Management Introduction to Lean Training CISSP
ITIL RCV MSP Project Leadership Lean Fundamentals Program VC++, MCF
ITIL OSA Microsoft Project Change Management Lean Management Training Advanced WCF,
ITIL SOA Microsoft Project Server Implementing a Project Management Lean Manufacturing Training Advanced JAVA
ITIL PPO IT Project Management Managing Conflict in the Workplace Lean Processes and Tools Advanced J2EE
ITIL MALC
Project Management
Overview
Negotiating in a Project Environment Lean Six Sigma in Information
ISO 20000 Project Initiation Presentation Skills for Project Personnel Lean Six Sigma in Healthcare
Earned Value Management Project Estimating Techniques DFSS Yellow Belt Training
Project Risk Management Managing Multiple Projects DFSS Green Belt Training
Project Sponsorship DFSS Black Belt Training
Team Development MINITAB Training

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Welcome to the Basic Training Material (1)
 These slides contain basic presentation material to prepare students for the EXIN Lean IT
Foundation examination. They may be used as a basis for an accredited training. All the topics in
the exam requirements are covered. Trainer notes are included.
 A good training will always require extra examples, practice, elaborating subjects of special interest
to the audience and a good time schedule, including break-out sessions. See next slide.
 The order in which the subjects are presented here, follow the order of the exam requirements,
which is not necessarily the order in a good training course. You can change the order while turning
this material into your own training.
 When using this basic material your organization will still need to go through the normal
accreditation procedure at EXIN.

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Welcome to the Basic Training Material (2)
To complete your training the following must be added:
For course participants:
 Assignments to balance theory and practice
 Material to prepare for the exam (sample exam, syllabus/preparation guide)
 Practical assignments (if part of the exam pre-requisites)
 Description of course objectives and target audience
 A basic course schedule
 All topics addressed in the relevant exam syllabus to the correct level and breadth
 All appropriate trademark and copyright statements
 A clear structure to offer a quality learning experience
 Clear instructions on how the course is used (for e-learning)
 A good mixture of text, graphics, and/or audio facilities (for e-learning)
 Mechanisms to consolidate learning points and test understanding (for e-learning)

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Welcome to the Basic Training Material (2)
For Trainers:
 A description of how the event is intended to be run
 An hour to hour schedule
 Teaching guidelines
 Additional notes to the presentation
 Solutions/marking guidelines for exercises, assignments, and sample exams
 How a trainer can be reached in case of questions (for e-learning)
 The expected response time in case of questions (for e-learning)

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Agenda
Introduction
1. Origins of the Toyota Production System and insight into the five core Lean principles
2. Definition and application of the Lean principle of Value
3. Definition and application of the Lean principle of Value streams
4. Definition and application of the Lean principle of Flow
5. Definition and application of the Lean principle of Pull
6. Definition and application of the Lean principle of Perfection
7. The importance of Lean Management and its role in the implementation of Lean IT
8. The psychology of change and the role of the Lean change agent
9. A generic project plan for a Lean IT project

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Introduction
 Lean is about making your organization more efficient and to be able to react at the current external
demands.
 This exam is about the five principles of Lean, the importance of Lean Management, the psychology
of Lean change and the content of Lean IT projects.

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Course objectives
 General knowledge of the origins of the Toyota Production System and insight into the five core
Lean principles
 Understanding the definition and application of the Lean principle of Value
 Understanding the definition and application of the Lean principle of Value streams
 Understanding of the definition and application of the Lean principle of Flow
 Understanding the definition and application of the Lean principle of Pull
 Understanding the definition and application of the Lean principle of Perfection
 Understanding of the importance of Lean Management and its role in the implementation of Lean IT
 Understanding of the psychology of change and the role of the Lean change agent
 Knowledge of the content of a generic project plan for a Lean IT project

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Lean
Source: Agile Arts
Source: leanproduction.com
Author: Laurens van Lieshout

11. 1. Origins of the Toyota Production System and
insight into the five core Lean principles

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1.1 Deciding factors for the development of the Toyota Production System (a)
 Roots: Toyota company founder Sakichi Toyoda (1867-1930)
• Concept of ‘increasing production efficiency by consistently and thoroughly eliminating waste’
• Concept of ‘respect for humanity’
 Toyota Production System (TPS)
• developed by Taiichi Ohno, Shigeo Shingo and Eiji Toyoda between 1948 and 1975.
 The TPS house (John Miller)
(Source: John Miller; Gemba Research 2007)

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1.1 Deciding factors for the development of the Toyota Production System (b)
 Problems
• The fear for slow growth
• Catch up with America
 Solutions
• Just-In-Time
• Jidoka (autonomation= automation with a human touch)
• Production flow

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Five Lean Principles
(Source and copyright of this diagram: LEI.org)

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1.2 Different approaches of Lean in IT and IT in Lean (a)
“… Lean is not just for manufacturing … Lean is not just for manufacturing…” (Eric Harris, 2012)
 Problems
• Defects; i.e. caused by unauthorized changes to the infrastructure;
• Waiting; i.e. by slow responding applications (caused by lack of capacity);
• Excess inventory;
• Repetition of problems (caused by lack of root cause analyses).
 Solutions
• Visualization of business services based on the technique from Lean manufacturing called Value Stream
Mapping. Applications in IT are the Configuration Management Database (CMDB), Workload Automation, IT
Process Automation, and more recently virtualization.
• Establishment of a Demand Management process.
• Capturing the complete cost picture for the production of IT services (infrastructure, service desk, external
providers, environment control, labor, etc.)
• Establishment of a Resource Management function.

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1.2 Different approaches of Lean in IT and IT in Lean (a)
The increasing role of IT in Lean
 When IT stops, the business stops
 When IT is less than optimal, the business pays the price
 IT integration; supporting process automation to avoid manual entries, overlapping requirements.
Also known as a more “paperless” environment.
 Centralization of master data management; thus reducing redundant and/or inconsistent data.
 IT enabled business process (re-engineering) projects.
 IT enabled replication of process improvement(s) to multiple locations in the enterprise.

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1.3 Fundamental reasons for embarking on a Lean transformation (a)
 Elimination of waste;
 Optimization of the flow of customer value, and eventually improvement of the product value and/or
the experience for the customer;
 Empowered teams creating increased employee motivation. Employees will get a feeling of
ownership;
 Improved role of management by creating the “bigger picture”. A lot of management time is normally
spent on minor issues that can be solved by employees in a Lean model;

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1.3 Fundamental reasons for embarking on a Lean transformation (b)
 High(er) quality products and/or services.
 An improved culture of transparency where “problems” are seen as opportunities to improve and
grow
 Alignment of goals throughout the organization from associates, to management, to senior
leadership, to stockholders, to the community.
 Sustained results in terms of improved quality, faster delivery time, reduced costs and improved
morale.
 Less firefighting and more proactive focus on improving those processes that will impact the
customer in terms of quality and service.

19. 2. Definition and application of the Lean principle
of value

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2.1 How to define the added value to a product or service of an activity
 Challenging traditional definitions of Value
 Rethink Value
 Determining a target Cost
Value
A capability provided to a customer at the right time at an appropriate
in each case by the customer

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2.2 The pivotal role of the customer/user in assigning value
In Lean thinking the customer plays a central role. Without looking at a product or service ‘through the
eyes of the customer’ there can never be a Lean transformation.

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