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Lean IT

Jeromy MarkwortLean IT and Service Desk Service Manager

NLIT 2013

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Our lean journey: Lean Goals (phase 1)

Three goalsImprove the process on the workbenchTrain internal capabilityInfuse lean principles into our culture by exposing staffValue Stream Thinking: Customer centricQuality at the source: Ownership by associatesDiscovery: scientific method - PDCA, etc

Lean journey~5 years until part of culture, 10 years before maturity.

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Our lean journey: Lean IT Assessment Report

We are big on doing, but not so good at the PDCA cycleThere appears to be no shared problem solving methodologyDefinition, Measure, Analyze Countermeasures, Test Check, Feedback

https://pnlweb.pnl.gov/projects/irms/initiatives/LeanIT/Shared%20Documents/Assessment%20Lean%20IT%20Pres-MAOrzen.pdf

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Items throughout PPT in red and italics mentioned in assessment.

6/19/14

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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

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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?

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Lean is

A way of thinking for creating a highly effective organizationApplying methodical problem solving to eliminate waste and variation to drive qualityValue Stream focus to flow value to the customerLearning through seeing, doing, asking why, being present and showing respect

Mike Orzen & Associates, Inc

Lean history

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Kiichiro Toyoda 1937: Just-In-Time

American meat packers 1890s: Moving Disassembly line

French Army 1700s: Interchangeable parts

Fredrick Taylor 1890s: Standard Work

Henry Ford 1926: Mass production

http://www.lean.org/WhatsLean/timeline.cfm

Venetians 1500s: Standard designsStandard work stations

Lean history

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http://www.lean.org/WhatsLean/timeline.cfm

Eiji Toyoda 1960s: Lean Management

Taichi Ohno 1950s: Kanban

Toyota 1977: Toyota Production Systems (TPS)

John Krafcik 1987: Lean

German aircraft operations 1930s: Takt Time

What is lean?

About increasing efficiencyReducing wasteImproving alignment with the businessFreeing up mindshare to work on whats importantImproving qualityIncreasing value to the businessEmpowering those closest to the problem!

Staff reductionsAbout scarcityJust to make a department look goodReplacing all judgments/excellence with checklists

Top down thinking

Lean is:

Lean is not:

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

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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)

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How it feels

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Fulfilling Service Requests

Fulfilling InformationRequests

Project work

Meeting with customers

Firefighting

Generating reports

Providing Status

DeployingServices

Meetings

Challenges

FirefightingUnplanned work (gotta minute?)ReactiveThrashingEst 20% cost 1 day/week

PolicingShared problem solvingLearning organizationRemove work from the systemContinuous improvement

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Challenges

Having to do more with lessEffectively communicating value to the businessAlignment with the business (customer)Ever changing requirementsTechnical debtTribal knowledgeSingle points of failureOutsourcing

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Do you feel like you work in a Rube Goldberg machine?

Which of these most apply, or hit home?

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Options?

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Do nothingIncrease efficiencyDocumented and agreed upon processesFeedback loopsPartner with the businessContinuous improvementOther?

Lean: A Process of Continual Improvement

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Lean Thinking, Womack and Jones

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

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Types of waste

TransportationInventoryMotionWaitingOverproductionOver-processingDefects

TalentResourcesBy-Products

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ThrashingPartially done workMotionWaitingData captured, never usedExtra steps, unnecessary complexityDefects

TalentResources (unused servers)By-Products (Reusable code)

Manufacturing

IT

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.

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LEI Lean Lexicon

Siloes of Excellence (execution)

Project Server Setup Value Stream

Desktop Services

Email and Calendaring

Wireless

Remote Access

Server Administration

Virtual Infrastructure

Database Administration

User Account Management

Service Desk

Cyber Security

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

Service Desk

Information Management Services

Information Management Services Value Streams

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Kaizen Event: Kaizen Event?

So what is it you say you do here?

Kaizen (?), Japanese for "improvement", or "change for the betterLean 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

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Kaizen Event: tools

Problem StatementValue Stream MapKaizen Burst (insights)5 whysPareto analysisFishboneStandard WorkCountermeasuresTasksReport outs (during event and 30/60/90)Asks

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Kaizen Event: Kaizen event

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UCS Policy

Web

Developer

Research

Network

Server

UCS Risk

HDI

Sensei

Multi-discipline teams including VOC.

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Survey Results

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 CMs Open House?

Back to work, but implementing CMs

30/60/90 day report outs

M

T

W

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F

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W

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F

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Roles and responsibilitiesduring this event and after

Sponsor: ________Vision, scope, depth for our eventValue 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 MarkwortLean IT service manager

Ground rules

Ensure confidentialityProvide candid / honest inputBe present and engagedHonor the processHonor the person all are team membersEnsure one conversationBeware the ratMake space for others (Balanced participation)Use your right to passTurn cell phones / laptops / tablets offOthers?

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Kaizen Event: Problem Statement

Problem statement builds shared vision and experience, True North.

The current _____________ process is, ______________

Which causes, ___________

Which impacts, __________

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Siloes of Excellence (execution)

Kaizen Event: Grasp the situation

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Helpdesk

Helpdesk

Network

Cyber

Cyber

Desktop

Desktop

Helpdesk

Vulnerability Remediation (flow)

Customer

Sponsor

Value Stream Steward

I dont care if you have the best damn helpdesk in the NL. Your process is sending me inactionable information!

Collaboration and teamwork between service areasis viewed as a challenge

We dont 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 relateModeled 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.

6/19/14

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Kaizen Event: Circle of Control

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Control

Influence

Concern

Just do itand sponsor supported

Sponsor and Leadership team sponsored

Leadership and lab leadership sponsored

Kaizen Event: PDCA (Shewhart) Cycle

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Title

Plan

Do

Check

Adjust

A3 thinking

Basic understanding

What is happening

Define what should be happening, develop countermeasures and experiment

Grasping our Metrics situationFrom none at this level of granularity, toManual, ad hoc, small samples, toAutomated, Scheduled, and larger samplesAdd rigor

What happens

Measure results and adjust

Kaizen Event: Increase in understanding

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Kaizen Event: increase understanding

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Customers what stuff so we do stuff

Its 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 Xs last month

We saved 36-72hrs

Basic UnderstandingGrasp The Situation

Experiment (Countermeasure)

Insight:Its bad when X happens

Plan

Do

Check

Adjust

Approximate time during Kaizen Event

Estimate

-> Measurement

-> Metric

So What

Kaizen Event: Report out to leadership

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Event cycle

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Sponsor True North

Problem Statement

Value Stream Map

Insights

Root cause[s]

Counter-measures

Tasks

Metrics

Outcomes

Value add?Quality

Pareto Analysis

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If we dont have a plan to reinvest every gain made through improvement, what do you think will happen?

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Each X costs 2-4hrs. ~25/month

We eliminated 18 Xs last month

We saved 36-72hrs

Estimate

-> Measurement

-> Metric

So What

We plan to do Z with the 36-72hrs of improvement.

->

Plan

?

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Backup Slides

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5 Whys: Washington Monument

Why is the Washington monument deteriorating?Harsh cleaning chemicalsWhy is a harsh chemical being used to clean the Washington monument?Harsh chemicals must be used to remove heavy droppings from birdsWhy 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 gnatsWhy are there a lot of gnats?They are attracted to light during dusk time

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5 Whys: Washington Monument validation (which causes)

Gnats are attracted to light at dusk which causesMore gnats than at the other monumentsThere are more gnats which causesMore spiders than at the other monumentsThere are more spiders which causesMore birds than at the other monumentsThere are more birds which causes More droppings than at the other monumentsThere are more droppings which causesHarsh chemicals to be used than at the other monumentsHarsh chemicals are being used which causesWashington Monument to deteriorate.

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5 Whys: Countermeasure

Didnt shoot/poison the birdsDidnt poison the spidersDidnt poison the gnats

Did turn the lights on hour later.

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