IT, Lean practitioners, and CEOs each have different but complementary roles to support Lean transformation: IT can model and automate systems to optimize activities, Lean focuses on understanding customer needs to improve value flows, and CEOs direct improvements to compress times and costs. Together they can engage all employees to continuously solve problems and improve work through mentored learning. The goal is developing capabilities for ongoing improvement rather than quick fixes, guided by solving business problems and enabling value creation.

1. How can IT support a
Lean Transformation?
Daniel T Jones

2. The Problem
The challenges in managing and transforming
organisations are common
Explore the contributions of three perspectives
the IT folks > the Lean folks > the CEO
using the 5 Lean Principles
What does this tell us about Lean
Transformation and the Lean Enterprise?

3. Value
IT – think forward from the capabilities
of the technology
Lean – think back from the circumstances
of the customer/user
CEO – grow sales through better
products/service – today and tomorrow

4. Value Streams
IT – model, simulate and automate
the system
Lean – understand the context for actions
to unblock the flow of value creation
CEO – see why it is broken and takes too long
where to focus improvements
and how to design the future

5. Flow
IT – optimise activities and standardise
through compliance
Lean – develop the capabilities to stabilise
the work and improve the flow
CEO – free up cash by compressing
order to cash and time to market

6. Pull
IT – vertical communications to control
the use of resources
Lean – horizontal communications to align
the work with the rate of demand
CEO – reduce cost by needing less capacity
to meet demand

7. Perfection
IT – changes are designed and implemented
by experts
Lean – everyone is engaged in creating value
and improving their work
CEO – reduce the capital required for
future investments

8. A Lean Management System
Direction
Top Focus Vital Few
Aligning Hoshin
Function
End-to-End VS Analysis
Value Stream
Enabling Oobeya
Stability Stability Stability Stability Stability
Gemba Plan/Actual Plan/Actual Plan/Actual Plan/Actual Plan/Actual Kaizen
Problems Problems Problems Problems Problems
The Value Stream

9. Lean Transformation
Solve specific business problems
By developing the capabilities
To improve the flow of work
Enabled by leaders showing clear direction
and asking questions
Systematic use of PDCA by everyone

10. The Lean Transformation Path
Solve Business Problems
in their specific Context
“Follow Me”
By Leadership By
enabling developing
Front Line their
Staff to Capabilities
unblock the through
Flow of Mentored
Value Learning by
Creation Go See Doing
Ask Why &
Show Respect
So everyone learns to use the Scientific Approach
After John Shook, LEI

11. So What?
While the specific results are fine
The lasting value is the capability to solve
the next set of problems
Success is judged by the ability of the team
to sustain and improve after you leave
It is the responsibility of management
to focus these actions on the needs of
the business and its customers

12. Beyond Mass ….
Many experiments – quick feedback – with
experienced users/customers
No one best way – multiple, parallel solutions
with total connectivity
Simplify the experience, work, tools, IT etc.
Everyone has knowledge – experts as advisors
Save capital, minimise resources and
support local communities

13. How can IT support a
Lean Transformation?
Daniel T Jones