The document discusses applying Lean principles to information management to improve value and reduce costs. It describes how focusing on customer needs, optimizing information flow, reducing waste, and continuously improving can maximize the benefits of information and knowledge. Lean Information aims to specify value, identify value streams, pull information from customers, and strive for perfection in information management.

1. LEAN INFORMATION increasing the value of your information

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. 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. what is information? Click or use Youtube link: http://www.youtube.com/watch?v=tooPnNhPjbs

5. Information only becomes knowledge in the hands of someone who knows what to do with it. Peter Drucker, genius, management guru

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. information needs may include: business statistics and analysis sales values production product analysis external analysis market conditions competitor analysis product review political & economic review contents of documents customer feedback agreements T & C product detai l social networking product feedback customer satisfaction competitive products

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. being better than your competitors at achieving optimum value from information will gain competitive advantage information has more value if it improves the overall outcome or result information has its optimum value if it produces the desired result quicker better higher reliability greater impact

10. but: many companies fail to get the optimum outcome from information many information systems are deficient (too much, too little, poor quality, not right) and so skilled people may fill the gap to optimise the benefit of your information

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. It is only with true insight that we find the creative, disruptive solution that changes the game! True insight is more than just an aggregation of the underlying knowledge and information.

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. cost to produce information wasted efforts and resources expense to fix cost versus benefit competitive advantage service quality effective decisions product superiority Satisfied customers

15. Knowledge has to be improved, challenged, and increased constantly, or it vanishes.

16. Lean Information thinking increase the value of information for every user specify the value identify the value stream make flow value pull from the customer strive for perfection 5 lean principles

17. the user (customer) needs this information the best information for the need the information is sourced and flows seamlessly only produce what is needed renew insight and knowledge specify the value identify the value stream make flow value pull from the customer strive for perfection 5 lean principles

18. Lean Principle 1 customer (user) focus information forms the mind of the user superior benefit of knowing action follows insight

19. key questions: can customers define the information they want or need in your business? can they find this information? does every level in the organisation recognise the information they need and how to apply it? how often is the quality and benefit of the information’s usage re-evaluated by the customer? not knowing is expensive

20. Lean Principle 2 best information for the action key characteristics: linked visualised relevant timely consistent accurate

21. did the information have the desired outcome? did it result in knowledge and insight? ask the user to evaluate the characteristics of the quality!

22. Lean Principle 3 make information flow information lifecycle capture process use store dispose

23. are all relevant sources used? is information flowing through – cost effectively? do you have it when you need it? information: right time? right place? right format?

24. Lean Principle 4 pull from the customer/user only produce what is needed not used = waste under utilised = lost opportunity

25. is information pushed by IT or pulled by the user? is the production of information and its use synchronised? is its destination clear? what is its purpose?

26. Lean Principle 5 strive for perfection customer needs changes all the time sources and flow changes rapidly tools to improve information is rapidly available information is increasing exponentially

27. is information flow constantly improving and refreshed? are users continuously challenging the status quo are systems and tools keeping pace with user demand for deeper and more insight and knowledge?

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. P3 focus on getting the right information in the right place P4 respond to changing needs P5 constantly refresh not right & to late the principles versus the status quo static & tired systems unresponsive to change

30. but Lean Information is also about reducing waste over-production motion waiting over/inappropriate processing inventory transportation defects skills waste in manufacturing

31. duplication re-entry wait search loss not available re-create not used irrelevant wrong Information wastes

32. the information cycle can consume huge resources

33. hardware software IT support Implementation & infrastructure storage

34. staff external sources communication training people

35. what constitutes waste wasted effort (doing something unnecessary) infrastructure & supply (hardware/software/communication/IT support/implementation) not utilized under performing knock on effect ( one element of waste results in ripple effect throughout organization)

36. information flow must produce optimum knowledge value information flows - but not necessarily in line with classic processes each lifecycle activity affects the cumulative benefit of information understanding the end goal improves the beginning of the flow

37. the converse poor information flow destroys the potential value of knowledge … … or at least add significant waste and unnecessary cost

38. re-work duplication wait re-entry not used irrelevant not available search wrong data loss common information waste traps to reduce

39. untested assumptions no insights knowledge not captured And knowledge-related traps to limit bias and misperceptions

40. Lean Information reduces waste Re-capture wait rework errors useless lost Information cycle reduce waste Re-capture wait search rework errors useless

41. RapidLeanInfo™ maximise the benefit of information and reduce to cost with a systematic approach

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. Value increase over time

44. it can be done this is not a single event intervention focus on low hanging fruit immediate information benefits reduce waste traps target key hotspots for further investment continuous improvement (do it again and again) imbed the culture

45. LAMININ SOLUTIONS your partner to: [email_address] 0845 077 7774 www.lamininsolutions.com