Lean IT - Why IT Service Management needs it

www.itsmf.org.sg© 2016 National University of Singapore unless otherwise stated. All Rights Reserved.

itSMF Singapore 2016 Annual Conference - ITSM Leadership Congress

Why ITSM Needs Lean ITGoh Boon Nam

Chief, IT Service ManagementInstiute of Systems Science, NUS

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My Organisation• Institute of Systems Science www.iss.nus.edu.sg• Part of National University of Singapore• Support national IT competency development needs• Staffed by practitioners from industry with average of

more that 15 years experience each• Caters to working IT professionals

• Post-Graduate Programmes• Executive Programmes• Industry Research• Consulting (Lean-Agile, CMMI, Enterprise Architecture etc)

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About MyselfChief, New InitiativesAIIM Business Process Management MasterITIL Expert, TOGAF 9 Enterprise Architect, ISACA Certified in Enterprise IT Governance CITPM (Senior), COMIT, CBAP

20 years of IT management experience Process Improvement Enterprise Architecture and Planning Application Development IT Operations

Consultancy for private and public sector Enterprise Architecture Process Improvement e.g. CMMI

Goh Boon NamChief, IT Service ManagementInstitute of Systems Science

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Agenda Why Need for Lean IT• Lean IT Background• Lean Concepts

• Value• (Smooth) Flow (of Work)• Kaikaku (Radical Improvement)• Kaizen (Evolutionary Improvement) & Waste

(reduction)• Summary

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Why Need for Lean IT?

Users frustrated with IT Service Management implementations that are• Bureaucratic • Slow• Not giving the value that users want

Image courtesy of Phaitoon at FreeDigitalPhotos.net

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Why Need for Lean IT?

The need for ITSM to innovate and transformto keep up with the dynamic business environment

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Agenda• Why Need for Lean IT Lean IT Background• Lean Concepts

• Value• (Smooth) Flow (of Work)• Kaikaku (Radical Improvement)• Kaizen (Evolutionary Improvement) & Waste


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Lean IT Background

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Toyota – originator of Lean which helps it to be...

Toyota again No. 1 in global car saleshttp://www.marketwatch.com/story/toyota-again-no-1-in-global-car-sales-2016-01-26

Toyota Motor Corp. has retained its post as the world's best-selling auto maker, saying Wednesday it sold 10.15 million vehicles world-wide in 2015...

Lean IT is Lean contextualised for IT

Note: Tesla may be steadily out-”leaning” Toyota(even though it does not officially says it uses Lean, many of the things Tesla does are Lean in nature – judge for yourself after hearing what Lean is about)


Agenda• Why Need for Lean IT• Lean IT Background• Lean Concepts Value• (Smooth) Flow (of Work)• Kaikaku (Radical Improvement)• Kaizen (Evolutionary Improvement) & Waste


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Lean Concept of Value – What is it?

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People don't want to buy a quarter-inch drill, they want a quarter-inch hole.

Theodore Levitt

https://c1.staticflickr.com/3/2070/2097329367_4c9d212e2f_z.jpg?zz=1

Lean value:Who are the “people”?What do they really want?


What is the drill?What is the hole?

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Service desk of Educational Institute(covering IT including AV) Typical day in the institute

Is the drill the right tool for the hole?

Technique to understand customer’s required value (the “hole”):“Voice of Customer” Interviews/Focus Groups

Image courtesy of David Castillo Dominici at FreeDigitalPhotos.net

• A simple semi-fictional edu(cational institute) case study to explain lean concepts


Edu Case Study - Pre-Improvement

• Only 2 service desk staff• Around 9am (when lessons start)

• If lecturers find things wrong with the classroom AV systems

• They will call the service desk• Service desk will go classroom to fix problem• If more than 2 concurrent problems, service

desk not able to handle well• happens about 15 times a year

• How to improve?• Capacity problem?

• Increase service desk staffing so that >2 ?

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(We will re-visit this again in later slide)


Agenda• Why Need for Lean IT• Lean IT Background• Lean Concepts

• Value (Smooth) Flow (of Work)• Kaikaku (Radical Improvement)• Kaizen (Evolutionary Improvement) & Waste


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Smooth Flow of Work

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Lean – one of the best practices that is explicitly staff-friendly?

(waste)

Waiting orNon-used Talent(forms of waste)

(unevenness – over time or between resources)

(smooth Work Rhythm)(over-burden)

Adapted from: https://pbs.twimg.com/media/B0SuBhrIgAAy9mZ.jpg

Lean strives to achieve this in its improvements


Smooth Flow of Work- Edu Case Study

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With original 2 staff, they are busy around 9am but quite free after that.Is this a lean Flow? (i.e. smooth flow of work)

NO – there is muri, muda and mura

Consider increase the staff to 3?(To cope with the 9am rush on 15 days of the year)Is this a lean Flow?

NO – worse muri, muda and muraEven more idle staff after the 9am rush. For the 9am period, for most parts of the year other than the 15 days, also more idle staff.



• Value• (Smooth) Flow (of Work) Kaikaku (Radical Improvement)• Kaizen (Evolutionary Improvement) & Waste


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Lean Radical ImprovementKaiKaku

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One variation of theKaiKaku “commandments”:(adapted from http://www.1000ventures.com/business_guide/mgmt_kaizen_vs_kaikaku_10c.html )

• Be creatively dissatisfied• Strive to amaze customers• See problems as opportunities

• Challenge assumptions and status quo• Ask “Why? What If?” questions

• Brainstorm solutions & look for synergies• Strive to do much more with less

• Engage stakeholders to create / accept improvement

• Act promptly and learn as you go• Follow Kaikaku with Kaizen

KaiKaku

改革


Edu Case Study - KaiKaku (1)

KaiKaku“Commandments”:• Be creatively dissatisfied• Strive to amaze customers• See problems as

opportunities

• What is the value (“hole”) that customer is seeking?

• Incident-free teaching• (i.e. no AV problems when I

start class in morning)

• Can the customer get even better value than above?

• What if not only no AV problems and

• AV is already on and ready for use when lecturer comes to class



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KaiKaku“Commandments”:• Challenge assumptions and

status quo• Ask “Why? What If?”

questions

• Why must Service Desk wait for calls?

• Why must Service Desk be static?• What if they are pro-active and

mobile?

• Why is “incident management” our “drill” when the “hole” sought is “incident-free teaching”?

• What if the lecturer can avoid the incident?

• What if Service Desk can catch the incident before it happens to the lecturer?



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KaiKaku“Commandments”:• Brainstorm solutions & look

for synergies• Strive to do much more with

less

• Service Desk normal starting hour is 8am

• Solution is 8am - 9am • Walk to each classroom

• Switch on AV • Fix any issues • Leave AV on for lecturer to

use• Still contactable via service desk

no. forwarded to mobile

• Improved Value to customer • Delight customer

• Smoother Flow• Less Muri, Muda, Mura

Image courtesy of Master isolated images at FreeDigitalPhotos.net



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KaiKaku“Commandments”:• Engage stakeholders to

create / accept improvement• Act promptly and learn as

you go• Follow Kaikaku with Kaizen

• Service desk roped in to brainstorm the solution

• they are more willing to implement their own solution

• For new radical solution• easier to trial and see if / how it

works• rather than try to guess

• It may not be perfect but it is still better than the past

• Can improve further via Kaizen

Adapted from: https://miblogjorgeroig.files.wordpress.com/2014/03/kaizen-kaikaku.jpg



• Value• (Smooth) Flow (of Work)• Kaikaku (Radical Improvement) Kaizen (Evolutionary Improvement) & Waste


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Lean Evolutionary ImprovementKaiZen

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KaiZen

改善

Cycles for non-radical • Reduction in Waste• Increase in Value

By Karn-b - Karn G. Bulsuk (http://www.bulsuk.com). Originally published at http://www.bulsuk.com/2009/02/taking-first-step-with-pdca.html -Own work. Originally developed for Taking the First Step with PDCA, CC BY 4.0, https://commons.wikimedia.org/w/index.php?curid=5236801


8 Wastes

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http://image.slidesharecdn.com/wastecartoonsen1-130419013854-phpapp02/95/waste-cartoons-en1-1-638.jpg?cb=1366353817

WASTE = MUDA


Defects

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https://www.flickr.com/photos/aussiegall/276131991/


Motion & Transport

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Which is the Motion?Charlie Chaplin’s arm/hand movements

Which is the Transport?The transport of the work-in-progress on the conveyor belt

http://cdn.makeagif.com/media/6-03-2015/hzx70U.gif


Overproduction & Inventory

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http://commons.wikimedia.org/wiki/File:XinHui_%E6%96%B0%E6%9C%83%E7%A2%A7%E6%A1%82%E5%9C%92_Country_Garden_%E5%A4%A7%E6%BD%A4%E7%99%BC_RT- Mart_1st_floor_supermarket_13.JPG

http://commons.wikimedia.org/wiki/File:Tetley_Bitter_1985_Expiry_date_%28bottom%29.jpg

Wasted inventory /production


Excess Processing

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Using a sledgehammer to crack a nut

The right amount ofprocessing for the job


Waiting & Non-Used Talent

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http://en.wikipedia.org/wiki/Break_%28work%29#mediaviewer/File:Two_Men_Taking_a_Break.JPG


Lean Wastes (Recap)

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http://www.ibm.com/developerworks/bpm/bpmjournal/1308_col_schume/images/leanwastes.png

+ Non-Used Talent


Edu Case Study – KaiZen (1)

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http://ecx.images-amazon.com/images/I/414Pcw0sSbL.jpg

http://www.centrumsound.com/images/Index_Liberty.jpg

Backup Amplifier System(put in use if classroom system fails)

Reduce wastein Excess Processing /Transport / Waiting

Before Improvement After

http://www.horme.com.sg/Images/product/20131128101131F6MGSX6EGACPH_full.jpg


Edu Case Study – KaiZen (2)

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Microphone Battery Replacement(e.g. batteries run out when teaching half-way)

Reduce wastein Motion / Waiting

Before Improvement After

Spare batteries in packaging available in each class

Spare batteries pre-removed from packaging and taped 2x2 for

quick replacement

https://avalanche.tessco.com/productimages/250x250/60860.jpg


5-Whys Kaizen Root Cause Analysis

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http://motorist.org/articles/battery-information


Edu Case Study Kaizen->KaiKaku

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• What other significant waste in Edu Case process to consider?• Service desk staff walking to the

different classrooms to check and switch on the equipment

• Next Kaikaku improvement?• No need to walk to classrooms to

switch on and check• Central AV control system

• switch on AV remotely

• Class video camera/ microphone • confirm projector and sound

output are ok remotely

http://bbsimg.ngfiles.com/2/1065000/ngbbs3ed8fa6a3c078.gif


Innovate and Transform with Lean - Tesla Examples

• Lean concept of value (the hole and not the drill) & Kaikaku - example• “hole” is driving convenience for the driver

• Not just provide the cars• US-wide car charging infrastructure • Quick Supercharge function

• Muri, Muda, Mura - example• Accurate forecast of end-customer demand to

plan for smooth Flow• Others base on estimates and may have

under-capacity or over-capacity

• Kaizen - example• Firmware releases during life of the car

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https://www.teslamotors.com/sites/default/files/tesla_model_s_software_6_2.pdf

http://www.ubergizmo.com/2016/04/tesla-model-3-reservations-cross-400000-units/

Use LEAN to innovate & transform our ITSM and perform like a Tesla.


Q & A

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For Further InformationPlease refer to:http://www.iss.nus.edu.sg/

Or email Goh Boon Nam at:[email protected]

ISS courses:https://www.iss.nus.edu.sg/ProfessionalCourses/SearchCourse/CourseDetail/tabid/267/cid/359/cname/nicf-lean-it-foundation-certification/Default.aspx

http://www.iss.nus.edu.sg/ProfessionalCourses/CourseCatalogue.aspx

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itSMF Singapore 2016 Annual Conference - ITSM Leadership Congress

THANK YOU

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Lean IT - Why IT Service Management needs it

Technology

Transcript of Lean IT - Why IT Service Management needs it