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How Can You Continuously Improve Your IT Using Kaizen?

Niels Loader is a Principal Consultant with Quint, and one of the leading experts on Lean IT. He is the Content Board Lead with the Lean IT Association (LITA) and is Chief Examiner of Lean IT with APMG. Niels brings extensive experience in the areas of IT Service Management, IT Performance Improvement, Lean IT and DevOps.

Ensuring that an IT organization is competent at continuous improvement is essential to the success of Lean within IT. In the Lean IT Foundation, we looked at the basics of Kaizen (continuous improvement) and the DMAIC problem-solving method. The Lean IT Kaizen Lead training will help you on your journey to mastering continuous improvement and becoming a Lean IT Kaizen Lead. The Lean IT Kaizen Lead is someone who is involved with improvements based on Lean principles. The Lean IT Kaizen Lead may come from any level of the IT organization, in any ‘department’.

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How Can You Continuously Improve Your IT Using Kaizen?

  1. 1. How Can You Continuously Improve Your IT Using Kaizen?
  2. 2. LITA Executive Webinar June 8, 2016
  3. 3. WELCOME!
  4. 4. Host and Presenter Deborah Burton Member Marketing Team Lean IT Association (LITA) Channel Marketing Manager ITpreneurs
  5. 5. LITA - Pioneering a Global Standard for Lean IT Education & Certification ● Lean IT Association (LITA) is a non-profit organization founded by three Accredited Training Organizations (ATOs) - ITpreneurs, Pink Elephant, Quint Wellington Redwood and three Examination Institutes (EIs) - APMG, EXIN, PEOPLECERT International Ltd. To realize its broader purpose LITA aims to provide: ● An industry-standard set of Lean IT reference materials and other resources for practitioner organizations to use; ● An certification scheme aimed at practitioner organizations looking to adopt Lean IT principles in the IT Service development and operations department as well as professionals that want to be certified in Lean IT on various levels.
  6. 6. Today's Guest Presenter Niels Loader, Principal Consultant, Quint Wellington Redwood, Content Board Lead, Lean IT Association, Chief Examiner Lean IT, APMG ● IT Service Management ● IT Performance Improvement ● Lean IT ● DevOps
  7. 7. 7 Watch Webinar Recording Webinar Recording How Can You Continuously Improve your IT using Kaizen?
  8. 8. About Quint Wellington Redwood • Independent Management Consulting Firm • Established in 1992 in Amsterdam • More than 250 consultants globally • Operations covering 49 countries • Core business: Sourcing, Architecture, Governance, • Lean IT, Service Management & DevOps • Listed as Top Global Advisor on Sourcing & Governance • Trendsetter in Service Management, Lean IT & DevOps
  9. 9. Today's Agenda 9 Objective Understand how to successfully start building a culture of continuous improvement in your IT organization. 1. The importance of continuous improvement for IT 2. The power of standardized problem-solving 3. Improving the effectiveness of ITIL Problem Management 4. Continuously improving IT – the realities 5. Pitfalls for those looking for “continuous improvement”
  10. 10. 10 The Good News …
  11. 11. 11 Traditional ▪ Problems are not welcome ▪ Positive story is better than a problem ▪ Problems are ignored ▪ Problems are polished over Lean ▪ Problems are fully accepted ▪ Problems are opportunities ▪ Problems are challenges ▪ Solving is improving Continuous Improvement Starts with Learning to Love Problems
  12. 12. 12 Why Do You Need Continuous Improvement?
  13. 13. 13 Continuous improvement is about solving problems. Every day, everyone, everywhere. Kai means CHANGE Zen means FOR THE BETTER What is Kaizen?
  14. 14. 14 Daily Kaizen ▪ Related to the kaizen mindset ▪ Continuously looking for improvements ▪ Being constantly alert to issues that need to be addressed directly Improvement Kaizen ▪ Improvement Kaizen is about bringing together a group of people who have an interest in having a particular problem solved, and getting them to solve this problem The Two Bits of Continuous Improvement
  15. 15. 15 Seeing and prioritizing problems Be truly prepared to: ▪ uncover problems ▪ accept them as a part of daily life ▪ initiate action to identify the problems that most need solving Solving problems Be prepared to: ▪ invest time and other resources ▪ understand the root causes of problems ▪ resolve problems completely Be driven to: ▪ share the lessons learned with others in the IT organization, so they may benefit from it Sharing lessons learned Kaizen Mindset
  16. 16. 16 ▪ Kaizen includes a structured problem solving approach, with important characteristics as an ambitious goal, short period of time and a high quality of the team. ▪ This method contributes to purposeful continuous improvement into any IT organization Purpose of a Kaizen ▪ Finding root causes ▪ Solve root causes ▪ A continuous improvement mindset ▪ Problems don’t come back Results of a Kaizen ▪ Facts and figures about the problem ▪ Elimination of waste ▪ Standardization ▪ A solved problem Improvement Kaizen
  17. 17. 17 Situation ● IT changes rapidly, resulting in new situations; ● New situations generate new incidents and new problems; ● Also disruptions to existing IT services. Problem ● Incident: disruption or degradation of IT service; ● Problem: the cause of one or more incidents; ● DMAIC compatible with the Problem Management process. Problem Management ● One of the core operational IT processes, with two parts: ● - Uncovering the root cause of incidents; ● - Removing the Problem from the IT service infrastructure. Kaizen and IT: Problem Management
  18. 18. 18 Making a checklist of all the operational tasks that have to be performed at the beginning of each day. When placed on a wall, this is the first thing you see at the beginning of the day Writing a script for installing software on new laptops. Or when connected to an office network this can be done automatically Writing down the different definitions of work such as incidents, changes and problems, to create a common understanding Share new ways of doing the work at the Daily standup Daily Kaizen within IT Daily Kaizen within an IT Organization
  19. 19. 19 What’s It Really Like?
  20. 20. 20 1 Understand daily Kaizen ● Developing a Daily Kaizen mindset as a Lean IT Leader ● Coaching others to develop the Daily Kaizen mindset and teach the Kaizen technique 2 Develop teams by practicing daily routines ● Monitoring standards ● Rapid problem solving to return performance to the standard ● Identifying potential improvements to the standard ● Problem solving in order to raise the standard 3 ● Creating a positive feedback loop that promotes culture change ● Performance review at local team boards to engage people’s creativity Make practices become habit 4 ● Make sure that new energy is added to the system, not doing the work directly, and fostering Daily Kaizen Support daily Kaizen Daily Kaizen Practical Routines for the Lean IT Leader
  21. 21. 21 Define ● Describe symptoms and define the problem ● Ensure stakeholders agree on scope of problem Measure ● Collect data and facts about the problem ● Validate the data Analyze ● Analyze and structure the data ● Define and test hypotheses regarding the problem Improve ● Define alternative solutions ● Decide on and implement improvements Control ● Anchor the change in the organization ● Share lessons learned Improvement Kaizen for the more difficult problems
  22. 22. 22 week board day board improvement board 60 min. week start 15 min. day start Use Visual Infrastructure to reinforce Continuous Improvement
  23. 23. 23 Watch Webinar Recording Webinar Recording How Can You Continuously Improve your IT using Kaizen?
  24. 24. 24 ● Expecting instant results ● Not making enough time available ● Letting a kaizen drag on for too long ● Jumping to conclusions ● Not getting the right people in the room ● Lack of sponsorship ● Management does not get involved ● Short-cutting the methodology Pitfalls?
  25. 25. 25 Add energy to the system 3 1 2 One of the core misunderstandings of Kaizen is how daily it is Fight the perception that there is not much room left for improvement Advertize how people are improving The key to continuous improvement
  26. 26. StIImprovement Potential y counting your blessings 26
  27. 27. 27 Improve
  28. 28. LITA Supports Four Distinct Certifications 28
  29. 29. Contact Us Niels Loader Principal Consultant Quint Wellington Redwood, LITA Lead Author Courseware Development n.loader@quintgroup.com Deborah Burton Member Marketing Team Lean IT Association (LITA) deborah.burton@leanitassociation.com
  30. 30. Contact Us Niels Loader Principal Consultant Quint Wellington Redwood, LITA Lead Author Courseware Development n.loader@quintgroup.com Deborah Burton Member Marketing Team Lean IT Association (LITA) deborah.burton@leanitassociation.com
  31. 31. Experience Lean IT in Action We believe that “Lean Thinking” should be an integral part of every Enterprise IT organization and also every IT professional’s toolkit. Lean thinking is about understanding how to assess business processes, to identify and eliminate waste. Today, many IT professionals stakeholders from cross-functional areas -operational, tactical and strategic — have or are planning to get certified in Lean IT with the objective of reducing waste and improving efficiency. 31 Become a LITA Training Partner