Lean IT Summit 2011 – 13 October Presentations and videos
Daniel T Jones, The Lean Enterprise Academy « Scoping the Lean IT Agenda: solving the right questions » |
||||
 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?Watch the video, part 1
|
||||
Catherine Chabiron, Faurecia « Make problems visible and users happy » |
||||
 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.Watch the video
|
||||
Mark Striebeck, Google « Creating a testing culture » |
||||
 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. |
||||
Régis Medina, Operae Partners « Lean IT in a nutshell » |
||||
 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. Watch the video
|
||||
Chris Vogel, Compass Affiliates « 7 Year Lean Journey at Wells Fargo » |
||||
 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 LeadershipWatch the video
|
||||
Pierre Pezziardi « One year of lean as a bank CIO » |
||||
 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…Watch the video
|
||||
Jaroslav Prochazka and Martin Chmelar, Tieto « An approach to Kaizen workshop » |
||||
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.
|
||||
Mike Orzen, Mike Orzen & Associates « Lean IT practices – From theory to application » |
||||
 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.Watch the vidéo
|
||||
Aslam Jilani and Roald Droog, IBM « IBM Global Business Services case study » |
||||
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. |
Presentation not available | |||
Jean Cunningham, J Cunningham Consulting « Information needs for the Lean Organization » |
||||
 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.
|
||||
Yves Caseau, Bouygues Telecom « Lean Entreprise 2.0 – A paradigm shift in management and an anwser to the complexities of the XXIst century » |
||||
 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. |
||||
