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Lean IT: Continuous Improvement Journey
- 1. Lean IT Jeromy Markwort Lean IT and Service Desk Service Manager NLIT 2013 1
- 2. Our lean journey: Lean Goals (phase 1) Three goals Improve the process on the workbench Train internal capability Infuse lean principles into our culture by exposing staff Value Stream Thinking: Customer centric Quality at the source: Ownership by associates Discovery: scientific method - PDCA, etc Lean journey ~5 years until part of culture, 10 years before maturity. 2
- 3. Our lean journey: Lean IT Assessment Report “We are big on doing, but not so good at the PDCA cycle” There appears to be no shared problem solving methodology Definition, Measure, Analyze Countermeasures, Test Check, Feedback https://pnlweb.pnl.gov/projects/irms/initiatives/LeanIT/Shared%20Docu ments/Assessment%20Lean%20IT%20Pres-MAOrzen.pdf 3
- 4. Our lean journey: Different kind of thinking “We can't solve problems by using the same kind of thinking we used when we created them.” -Albert Einstein “There is a general consensus that we need to do things differently if we want to achieve better results with less resources” 4
- 5. Using the “same kind of thinking” “The way to get started is to quit talking and begin doing. ” - Walt Disney Have you heard something similar to this? Have you been ‘encouraged’ to jump right in and fix? How would you know if you actually fixed it? Change = Improvement? 5
- 6. Lean is… A way of thinking for creating a highly effective organization Applying methodical problem solving to eliminate waste and variation to drive quality Value Stream focus to flow value to the customer Learning through seeing, doing, asking why, being present and showing respect Mike Orzen & Associates, Inc
- 7. Lean history 7 Kiichiro Toyoda 1937: Just-In-Time American meat packers 1890’s: Moving Disassembly line French Army 1700’s: Interchangeable parts Fredrick Taylor 1890’s: Standard Work Henry Ford 1926: Mass production http://www.lean.org/WhatsLean/timeline.cfm Venetians 1500’s: Standard designs Standard work stations
- 8. Lean history 8 http://www.lean.org/WhatsLean/timeline.cfm Eiji Toyoda 1960’s: Lean Management Taichi Ohno 1950’s: Kanban Toyota 1977: Toyota Production Systems (TPS) John Krafcik 1987: “Lean” German aircraft operations 1930’s: Takt Time
- 9. What is lean? About increasing efficiency Reducing waste Improving alignment with the business Freeing up mindshare to work on what’s important Improving quality Increasing value to the business Empowering those closest to the problem! Staff reductions About scarcity Just to make a department look good Replacing all judgments/excellence with checklists Top down thinking Lean is:Lean is not:
- 10. Can you relate? Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. (Alexander Alan Milne, Winnie-the- Pooh, emphasis, mine) 10
- 11. How it feels 11 Work 95% Improve 5% Fulfilling Service Requests Fulfilling Informatio n Requests Project work Meeting with customers Firefighting Generating reports Providing Status Deploying Services Meetings
- 12. Challenges Firefighting Unplanned work (gotta minute?) Reactive Thrashing Est 20% cost – 1 day/week – Policing Shared problem solving Learning organization Remove work from the system Continuous improvement 12
- 13. Challenges Having to do more with less Effectively communicating value to the business Alignment with the business (customer) Ever changing requirements Technical debt Tribal knowledge Single points of failure Outsourcing 13 Do you feel like you work in a Rube Goldberg machine?
- 14. Options? 14 Do nothing Increase efficiency Documented and agreed upon processes Feedback loops Partner with the business Continuous improvement Other?
- 15. Lean: A Process of Continual Improvement 15 Lean Thinking, Womack and Jones
- 16. Types of waste Muda is any activity or process that does not add value, a physical waste of time, resources and ultimately money Mura is the waste of unevenness or inconsistency. By failing to smooth our demand we put unfair demands on our processes and people and cause the creation of inventory and other wastes Muri is to cause overburden. inadequate skills, poor planning, under estimation and poor task schedules 16
- 17. Types of waste Transportation Inventory Motion Waiting Overproduction Over-processing Defects Talent Resources By-Products 17 Thrashing Partially done work Motion Waiting Data captured, never used Extra steps, unnecessary complexity Defects Talent Resources (unused servers) By-Products (Reusable code) Manufacturing IT
- 18. What is a Value Stream? All the actions, both value-creating and non-value- creating, required to bring a product from concept to launch and from order to delivery. These include actions to process information from the customer and actions to transform the products on its way to the customer. 18 LEI Lean Lexicon
- 19. Siloes of Excellence (execution) Project Server Setup Value Stream DesktopServices EmailandCalendaring Wireless RemoteAccess ServerAdministration VirtualInfrastructure DatabaseAdministration UserAccountManagement ServiceDesk CyberSecurity Firewall Network Project Server Setup Value Stream Value stream thinking example: IT Project Server Setup Value Stream Lab Instrument Setup Value Stream Policy Exemption Value Stream Website Setup Value Stream ServiceDesk Information Management ServicesInformation Management Services Value Streams 19
- 20. Kaizen Event: ‘Kaizen Event?’ So what is it you say you do here? Kaizen (改善?), Japanese for "improvement", or "change for the better” Lean is a … philosophy that focus on the customer “value added” during each step in a process -Lean Transformation Report Gov. Gregoire (Executive Order 11-04) http://www.accountability.wa.gov/leadership/lean/documents/2012_Lean_Report.pdf 20
- 21. Kaizen Event: tools Problem Statement Value Stream Map Kaizen Burst (insights) 5 whys Pareto analysis Fishbone Standard Work Countermeasures Tasks Report outs (during event and 30/60/90) Asks 21
- 22. Kaizen Event: Kaizen event 22 UCS Policy Web Developer Research Network Server UCS Risk HDISensei
- 23. Survey Results
- 24. Kaizen event schedule 30 min report out 45 min report out 60 min report out Back to work, but gathering data Back to work, but implementing CM’s – Open House? Back to work, but implementing CM’s 30/60/90 day report outs M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F
- 25. Roles and responsibilities during this event and after Sponsor: ________ Vision, scope, depth for our event Value Stream Steward: ________ Direction, adjustments, keep us honest Ideas have no rank. We are a team and work as a team. Questions or concerns? Lean Facilitator/Coach: Jeromy Markwort Lean IT service manager
- 26. Ground rules Ensure confidentiality Provide candid / honest input Be present and engaged Honor the process Honor the person – all are team members Ensure one conversation Beware the rat Make space for others (Balanced participation) Use your right to pass Turn cell phones / laptops / tablets off Others? 26
- 27. Kaizen Event: Problem Statement Problem statement builds shared vision and experience, True North. The current _____________ process is, ______________ Which causes, ___________ Which impacts, __________ 27
- 28. Siloes of Excellence (execution) Kaizen Event: Grasp the situation 28 H e l p d e s k H e l p d e s k N e t w o r k C y b e r C y b e r D e s k t o p D e s k t o p H e l p d e s k Vulnerability Remediation (flow) Customer Sponsor Value Stream Steward “I don’t care if you have the best damn helpdesk in the NL. Your process is sending me inactionable information!” Collaboration and teamwork between service areas is viewed as a challenge
- 29. Kaizen Event: “Circle of Control” 29 Control Influence Concern “Just do it” and sponsor supported Sponsor and Leadership team sponsored Leadership and lab leadership sponsored
- 30. Kaizen Event: PDCA (Shewhart) Cycle 30 Title Plan Do Check Adjust A3 thinking
- 31. Basic understanding What is happening Define what should be happening, develop countermeasures and experiment Grasping our “Metrics situation” From none at this level of granularity, to Manual, ad hoc, small samples, to Automated, Scheduled, and larger samples Add rigor Measure results and adjust Kaizen Event: Increase in understanding 31
- 32. Kaizen Event: increase understanding 32 Customers what stuff so we do stuff It’s bad when “X” happens If we do “Y” we expect to reduce the occurrence of “X” Each “X” costs 2-4hrs. ~25/month We eliminated 18 “X’s” last month We saved 36- 72hrs Basic Understanding Grasp The Situation Experiment (Countermeasure) Insight: It’s bad when “X” happens Plan Do Check Adjust Approximate time during Kaizen Event Estimate -> Measurement -> Metric “So What”
- 33. Kaizen Event: Report out to leadership 33
- 34. Event cycle 34 34 Sponsor True North Problem Statement Value Stream Map Insights Root cause[s] Counter- measures Tasks Metrics Outcomes Value add? Quality Pareto Analysis
- 36. 36 Work 90% Improve 5% Gains 5% If we don’t have a plan to reinvest every gain made through improvement, what do you think will happen?
- 38. 38 Each “X” costs 2-4hrs. ~25/month We eliminated 18 “X’s” last month We saved 36- 72hrs Estimate -> Measurement -> Metric “So What” We plan to do “Z” with the 36- 72hrs of improvement. -> Plan?
- 40. Backup Slides 40
- 41. 5 Whys: Washington Monument Why is the Washington monument deteriorating? Harsh cleaning chemicals Why is a harsh chemical being used to clean the Washington monument? Harsh chemicals must be used to remove heavy droppings from birds Why are there a lot of droppings from birds? There are a lot of birds. Why are there a lot of birds? There are a lot of spiders. Birds eat spiders. Why are there a lot of spiders? There are a lot of gnats. Spiders eat gnats Why are there a lot of gnats? They are attracted to light during dusk time 41
- 42. 5 Whys: Washington Monument validation (which causes) Gnats are attracted to light at dusk which causes More gnats than at the other monuments There are more gnats which causes More spiders than at the other monuments There are more spiders which causes More birds than at the other monuments There are more birds which causes More droppings than at the other monuments There are more droppings which causes Harsh chemicals to be used than at the other monuments Harsh chemicals are being used which causes Washington Monument to deteriorate. 42
- 43. 5 Why’s: Countermeasure Didn’t shoot/poison the birds Didn’t poison the spiders Didn’t poison the gnats Did turn the lights on ½ hour later. 43
Editor's Notes
- Items throughout PPT in red and italics mentioned in assessment.
- Anyone think in their minds “company line” “nice sentiment” etc? Moving from problem statement to “hope and empowerment” I was stuck in my process, then empowered and leadership team removed roadblocks and now I am empowered. “empower the staff to know what they know needs to be done”
- Which of these most apply, or hit home?
- Multi-discipline teams including VOC.
- We don’t have a CSI culture, we may be improving our individual silos, but not the whole process which is what delivers value to the customer. 5years until CSI is part of the culture and 10years to maturity – Orzen. Act our way into new thinking rather than thinking our way into new action. This is how we are in IMServices and you might relate Modeled after IMS ‘keeping in mind how the lab is managing to the Integrated Management System” Notice the similarity to the IMS Similar way of thinking and roles. Not flavor of the month, ITIL, IMS and lean play nice together.