How can IT enable horizontal value streams to flow? How best to deploy IT resources to support value stream leaders? What can IT learn from lean visual project management? How can IT systems respond quickly to problems and changes? How to repair the broken business model with IT vendors? How to help consumers manage their data effectively?
One of the foundations of lean is work standards, a concept not so easy to grasp outside the manufacturing world. The session shows very practical examples of how to define work standards in IT, make problems visible and users happy so as to spot any deviation versus those, and why they are the foundation on which to build continuous improvement.
Google’s company philosophy is summarized in the Ten things we know to be true. We apply these core principles to all aspects of business, organization and of course software development itself. This talk gives an overview of how we established a testing culture at Google by using these core principles. From the early beginnings where a group of agile and lean-experience engineers spend their 20%-time on initiatives to raise the experience and awareness of Google engineers to testing. To serious engineering efforts to scale Google’s testing infrastructure to our needs. And finally to apply these techniques and technologies to speed up development and release of our products.[/testimonial]
Kanban, 5S, visual management, pull, flow… How can one make sense out of all this? What is the underlying model? How does it apply to IT activities such as support or projects? In this session, Régis Medina will present the fundamentals of Lean IT, and the key elements for a successful implementation.
Over seven years, fragmented departments were forged into an enterprise utility using the Lean principles, processes and tools. Chris will share experiences bringing Lean into the non-manufacturing financial services industry, the challenges of where to start and how to grow Lean while aligning within a larger corporation, how project management and IT aligned with operations, and the role of Leadership.
250 people are working every day, doing either development, operation or support in a classical organization structured around tasks. In one year we achieved several goals towards product responsibility, collective ownership, continuous improvement of processes & products, lead time optimization. This session will discuss concrete techniques, difficulties, and final limitations.
Current challenges in IT industry are related to flexibility of deliveries and creativity of the teams. Kaizen workshop enable to stop this negative spiral, set up long term goals and boost improvement. By Lean thinking (more specifically Kaizen) we also tackle the three issues: adding business value, proactive behavior of production teams and aligning vendors’ goals with customers’ goals.
This new workshop presents the next level of understanding in Lean information and technology. It will show you how to leverage the skills and knowledge of your IT staff to create sustained improvement. Attend this session to discover: How organizations create millions in productivity gains and monetary savings leveraging Lean IT, how to build quality information into your process improvements, how to effectively engage IT staff to become key players in Lean, how to apply Lean Thinking to technology and people to speed the flow of value to the customer.
The lessons learnt from the various stages starting from deployment planning to connecting Global IT value streams to sustaining Lean after the first rounds of improvements. Roald Droog and Aslam Jilani from the Lean Centre of Excellence leadership team will illustrate this further with specific examples: Lean IT Project 1, end-to-end value stream mapping helped connecting the client and IBM by optimizing a complex application services process ; Lean IT Project 2: Quick resolution of a point problem in a defect management process by following the kaizen/PDCA cycle. The presentation is not available
The traditional cost statements and metrics will derail a lean transformation. Standard Cost systems drive production to capacity rather than customer demand. Providing simple, easy to understand information helps unlock the creative genius and aligns the targets throughout the organization.
The 21st century world is becoming increasingly complex and enterprises tend to follow the same path. They need to exhibit new levels of flexibility, collaboration, innovation and collective learning. In this talk I propose a unified vision of “Enterprise 2.0” and “lean management” as two – distinct and separate – approaches to meet these challenges that share a number of values and “active ingredients”. I explain the benefits of “Enterprise 2.0” from a “lean” and systemic perspective, with a focus on communication flows which are vital for knowledge workers. I then look at how a “2.0” culture may enrich the deployment of lean management. The focus is on knowledge workers, and their processes for software, product or project development.The goal is to introduce lean, not as an improvement project, but to make it part of a human-centered culture of continuous learning.
We’ve learned from the sensei twenty years ago that lean is not about applying lean tools to every process, but about developing the kaizen mindset in every person. How does this apply to design work? Every technical design decision has long-term impacts on the overall product’s performance and cost, but designers are usually more focused on their own work and little aware of the muda they might be creating along the delivery chain. Applying lean thinking to design starts by educating designers to better see the waste technical decisions can generate to customers, in terms of cost of ownership; to production, in terms of manufacturing and supply chain costs; and to the project in terms late discovery of issues and modifications. By participating to key lean thinking exercises at different phases of the project, designers can develop a better understanding of their impact on the full value chain and learn how to use lean principles such as customer value concepts, set-based concurrent engineering, design standards, lean testing and tooling to radically improve design performance.
Avionic product development suffers from many dependencies, late «big-bang» integration, grievous bug-correction phases and ever shorter milestones. Emmanuel will explain how Lean-oriented problem-solving and other Lean practices efficiently help to install continuous product integration, bug-prevention and quick deliveries. The presentation is not available
Come hear the story of how the IT teams that support the Interactive Entertainment Business division at Microsoft (thinkXbox, Kinect and Zune) made a transition from an agile scrum model to a much more visible business centric flow model using Lean thinking and kanban practices. Transition to Lean Flow at Xbox IT : this talk will present a case study based on a few project teams within a portfolio of IT technology projects and cover the transition to a model based on Lean thinking, flow of business value, managing WIP and project buffer. The presentation not available.
Through this case study, you will see how Lean, applied on a permanent basis, enabled a Telecom service provider to gain valuable benefits for its IT department. Project teams in charge of testing and developing new projects managed to release more than 100 projects on 6 different platforms every year, bearing in mind that they work in 4 different distinct locations. Despite a complex environment, where there is no unique interlocutor, project teams keep customer satisfaction a priority and manage to maintain a good and close at hand relationship with them.
When Taiichi Ohno identified the biggest waste in manufacturing as overproduction, he set out on a long journey to drive down set-up times and batch sizes so as to minimize this waste. So what is the moral equivalent of set-up time in software development? Think about it: we batch our code into long release cycles simply because there is so much overhead associated with each release. Typically a third of every release cycle is spent on integration testing and bug fixing. Is this a necessary waste? Certainly not ! In this workshop we will hunt down the biggest wastes in software development and search for their root causes. Prepare to be surprised.
In the context of a company-wide lean approach, the implementation of the MM, PP and SD modules in Faurecia’s plant required an open, customer oriented design, where lean manufacturing and logistics work standards are embedded in SAP, and possibly refined and enhanced with the support of the tool. A hand in hand collaboration between the IT world and the manufacturing teams made this possible.The presentation is not available.
This session will reveal how two IT departments from the public and private sectors (the Bristol City Council, and German Technology company SAP) planned their IT Lean strategy and aligned their IT Lean operating model to the organization’s objectives. Lean IT strategy, Lean Measurement & Organizational Design : They had to re-think their whole approach to service design, roles & responsibilities and measurement. In addition they had to re-think their whole approach to change and those responsible for change.[/testimonial][/two_third]
This case study examines how the lean ideas behind the Toyota Production System can be applied to software project management. It is a detailed investigation of the performance of a 9 person software development team employed by BBC Worldwide based in London. The evidence shows that over the 12 month period, lead time to deliver software improved by 37%, consistency of delivery rose by 47% and defects reported by customers fell 24%.
This workshop will show how kaizen and the rigorous problem solving approach used by lean practitioners can be used to drive the continuous improvement of a software product. Value, waste, performance management, PDCA, «genchi genbutsu», lead time reduction… you’ll discover how to use all these principles to build applications that delight your users! No presentation for this workshop
The Banca Nazionale del Lavoro (BNL), 900 agencies and 15 000 employees in Italy, started deploying a lean program in its back offices in 2006. Three years later, the program was considered a success, and its management decided to expand it to other areas of the company – in particular its IT departments. In this session, Paul Thysens, CIO of BNL, will share the story of his 18 months journey into lean – his ambitions, his experience, the feedback from his teams, the successes and the challenges.
What if there were a fundamental, underlying cause for the chronic project failures, sluggish change, and mis-alignment that many IT professionals experience on a regular basis? Would you recognize it if you saw it ?