The business case for lean, Managing end-to-end with IT, Visual management, learning by doing and IT, Investment in IT and lean innovation
How the Toyota Production System is applied to the IS function of Toyota Motor Europe, showing with a number of concrete examples how the principles of Just In Time and Jidoka are applied in an IS context, then more generally, how they are progressing on their journey to move from ‘lean IS’ to ‘IS enabled lean enterprise’
Learning how to learn what customers really want, and how to get it to them.
How can we free up resources to invest in growth? How can we streamline business models? Collaborate more closely with customers? Tap into the collective wisdom of the global marketplace and create real value? In this closing keynote, Steve Bell shares examples of IT-enabled innovation and illuminates the role Lean principles play in helping enterprises utilize IT capabilities to run better, grow, innovate, and ultimately, transform.
This session explored the effective use of information and information systems to enable learning and the Lean behavior by exploring how IT systems and staff can be engaged to support and even lead Lean Transformation. More and more businesses are expecting IT to lead innovation, yet often IT lacks the tools and communication skills to work effectively with the business.
Results and lessons learned from a two-year journey agreeing on the company’s “True North”, refining the strategy through PDCA cycles, getting consensus through “catchball”, and the deployment of lean leadership and A3 thinking.
Mr. Tanaka is an expert of the “Oobeya” method used to visually manage complex, transversal projects. The “digital oobeya” or how to combine technology and this state-of-the-art project management method in a distributed team context. Mr. Tanaka presents the concepts of the Oobeya method as he applied it with Toyota, Boeing and other various industries such as mobile phone, fashion, design studio, chemical and medicine.
This is a success story of a service provider which partnered with its client, a global bank, to measurably improve customer satisfaction, quality of service and transparency in operations. 6 months after running a focused Lean project, a value chain of improved, transparent service delivery and 27% productivity savings were recorded.
How, from the ashes of our agile team, we dug out our first postmortem A3. That A3 was the decisive factor that empowered our customer to make better choices. Embolded, we used again the A3 tool in other mature agile teams. After a few setbacks, we progressively deepened our understanding of agile software development. With this lean discipline, we obtained devops-related breakthroughs and we had new insights about what goes on in a technical expert’s mind. Thus we fixed performance issues that were plaguing our customer’s online service. From deadly ambushes to trench warfare, from PDCA to A3, we invalidated strongly-hold beliefs.
Hear how standardized daily flash meetings enable Thales Avionics, to visualize software development, reduce work-in-progress, dramatically raise product quality and build high-performance teams who strive for continuous improvement. Following a Plan-Do-Check-Act case study, this session provides the insights and tools to perform such meetings.
The Solar group has been on the lean journey for 5 years where great results have been accomplished. Now the company is taking on the challenge of bringing Lean thinking and Lean elements into the SAP implementation. Solar shared what has been accomplished and what they have learned with this approach.
This is the story of a lean transformation that occurred within the IT organization in a large, global company. Learn how this department launched their lean efforts, piqued internal interest, created capability and transformed their approach to IT operations with lean thinking.
IT organizations often struggle to be systems of value for their enterprises. Charles discussed the evolution of his Lean perspective across years via cases from some of the world’s largest IT organizations, and how enterprise architecture, ITIL, and similar approaches are necessary but not sufficient for truly Lean IT.
ING’s Lean IT journey started in 2009. Now we find ourselves in an incredible transition covering more than 300 employees in IT operations and 50 Agile Teams in development. Find out what we’ve learned along the way.
Tieto Integrated Paper Solution (TIPS) is a leading manufacturing execution system for paper mills used by many customers in the industry. TIPS team consists of 250 people located mainly in Germany, Czech Republic and Finland. In this story we share lessons learnt from more than one year of Lean transformation, e.g how we broke the organizational silos, created capacity for change, enabled managers to become coaches, engaged the teams and managed to change behavior of 250 people in three different countries. But this is not only a story about one case. The same patterns appear in many other software development areas and we will share practical recommendations how to deal with them.
The discussion explored the major drivers of improvement and provided strategic insight into the background of Con-way’s Lean initiatives including use of value streams for IT delivery processes. This session shared the experiences of an IT organization applying the principles of Lean IT to their development and client operations teams. The story covers how they successfully applied dedicated value streams to address customer maintenance as well as enhancement requests – from specification, to deployment, to maintenance.
Four years ago, the Variant department at MEI – responsible for the creation of bank note recognition software for all MEI banknote acceptors in well over 100 countries- – was facing a new challenge: handling twice the amount of work without twice the resources and keeping the same expected lead time for the releases! Today, the department handles seven types of acceptors. It continues to decrease the lead time to further satisfy customers and is more than ever involved in other research activities. This case study illustrates the Lean transformation of the department. Lean has not only removed waste throughout the whole workflow, but really has changed the behaviour and people motivation.
This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
At the beginning of the 90’s, GE’s CEO at the time Jack Welch, identified the need for a methodology to manage the uncertainty and obstacles that come with organizational change. This methodology was named Changed Acceleration Process (CAP™). Fifteen years later when the company embarked in the Lean journey, the synergy between Lean and CAP was as natural and evident as it is nowadays. Through four different examples ranging from market segmentation, processes simplification, compliance enforcement and large CRM deployment the speakers will illustrate the change management practice at GE Health Care Europe.