European Lean IT Summit 2011: Presentations and videos

Daniel T Jones, The Lean Enterprise Academy

Daniel T Jones, The Lean Enterprise Academy
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?
Daniel T Jones, The Lean Enterprise Academy Scoping the Lean IT Agenda: solving the right questions



Catherine Chabiron, Faurecia

Catherine Chabiron, Faurecia
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.
Catherine Chabiron, Faurecia Make problems visible and users happy


Mark Striebeck, Google

Mark Striebeck, Google
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.
Mark Striebeck, Google Creating a testing culture


Régis Medina, Operae Partners

Régis Medina, Operae Partners
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.
Régis Medina, Operae Partners Lean IT in a nutshell


Chris Vogel, Compass Affiliates

Chris Vogel, Compass Affiliates
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.
Chris Vogel, Compass Affiliates 7 Year Lean Journey at Wells Fargo


Pierre Pezziardi

Pierre Pezziardi
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.
Pierre Pezziardi One year of lean as a bank CIO


Jaroslav Prochazka and Martin Chmelar, Tieto

Jaroslav Prochazka and Martin Chmelar
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.
Jaroslav Prochazka and Martin Chmelar An approach to Kaizen workshop


Mike Orzen, Mike Orzen & Associates

Mike Orzen, Mike Orzen & Associates
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.
Mike Orzen, Mike Orzen & Associates Lean IT practices – From theory to application


Aslam Jilani and Roald Droog, IBM

Aslam Jilani and Roald Droog, IBM
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.
Aslam Jilani and Roald Droog, IBM IBM Global Business Services case study
Presentation not available

Jean Cunningham, J Cunningham Consulting

Jean Cunningham, J Cunningham Consulting
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.
Jean Cunningham, J Cunningham Consulting Information needs for the Lean Organization


Yves Caseau, Bouygues Telecom

Yves Caseau, Bouygues Telecom
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..
Yves Caseau, Bouygues Telecom Lean Entreprise 2.0 – A paradigm shift in management and an anwser to the complexities of the XXIst century


Michael Ballé, Gemba Coach - Institut Lean France

Michael Ballé, Gemba Coach - Author and Lean Executive Coach
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.
Michael Ballé, Gemba Coach - Author and Lean Executive Coach Kaizen spirit in design work


Emmanuel Chenu, Thalès

Emmanuel Chenu, Thalès
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.
Emmanuel Chenu, Thalès Lean in avionic development
Presentation not available

Philip Cave & Kristin Poole, Microsoft

Philip Cave & Kristin Poole, Microsoft
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.
Philip Cave & Kristin Poole, Microsoft Transition to Lean Flow at Xbox IT
Presentation not available

Caroline Leclerc, Nokia Siemens Network

Caroline Leclerc, Nokia Siemens Network
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.
Caroline Leclerc, Nokia Siemens Network Lean project management with distributed teams


Mary Poppendieck, author

Mary Poppendieck, author
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.
Mary Poppendieck, author Discovering waste in software development


Damien Regnier, Faurecia

Damien Regnier, Faurecia
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.
Damien Regnier, Faurecia Implementing SAP in Faurecia’s lean manufacturing environment
GDE Erreur: Impossible de charger les réglages du profil
Presentation not available

Stephen Parry, author of 'Sense and Respond'

Stephen Parry, author of
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.
Stephen Parry, author of 'Sense and Respond' Lean IT strategy, Lean Measurement and Organizational Design



David Joyce, ThoughtWorks & Peter Middleton, Queen’s University Belfast

David Joyce, ThoughtWorks & Peter Middleton, Queen’s University Belfast
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%.
David Joyce, ThoughtWorks & Peter Middleton, Queen’s University Belfast Lean Software Management: BBC worldwide case study



Régis Medina & Pierre Jannez, Operae Partners

Régis Medina & Pierre Jannez, Operae Partners
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!
Régis Medina & Pierre Jannez, Operae Partners Software Kaizen
No presentation for this workshop

Paul Thysens, Banca Nazionale del Lavoro – BNL

Paul Thysens, Banca Nazionale del Lavoro – BNL
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.
Paul Thysens, Banca Nazionale del Lavoro – BNL Deploying lean in a bank IT department



Steve Bell, Lean IT Leadership

Steve Bell, Lean IT Leadership
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 ?
Steve Bell, Lean IT Leadership Is 'implementation' a naughty word?