leveraging lean for it and research transformation by jeromy markwort
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Copyright © Institut Lean France 2012
3 & 4 October, 2013Paris, France
Leveraging Lean for IT and research transformation:
The art and science of “eating an elephant”
Jeromy Markwort, Lean CoachPacific Northwest National Laboratory
jeromy@pnnl.gov@jmarkwort
PNNL-SA-96864
#LeanIT2013
Copyright © Institut Lean France 2012
• Culture• Embrace small, incremental change• PDCA
Trial and “Discovery” Value “what did we learn?”
• Estimates -> Measures -> Metrics• Lean Leadership• Recognitions / Goals
Outline
3Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
: Mike’s Keynote 4:45pm today
Copyright © Institut Lean France 2012
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 4
PNNL at a glance► $1.0B operating budget► About 4,500 scientists, engineers and
non-technical staff► 1,041 peer-reviewed papers► 44 U.S. and foreign patents► 3 R&D 100 and FLC Awards
Copyright © Institut Lean France 2012
Culture
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 5
• “We are big on doing, but not so good at the PDCA cycle”
• “There appears to be no shared problem solving methodology Definition, Measure, Analyze Countermeasures, Test Check, Feedback”
Copyright © Institut Lean France 2012
• Three goals Improve the process on the workbench (Kaizen event) Train internal capability Infuse Lean principles into our culture by exposing staff
Value Stream Thinking: Customer centric Quality at the source: Ownership Discovery: scientific method - PDCA, etc
Lean journey• ~5 years until part of culture, 10 years before maturity.
Culture: Our year 1 Lean goals
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
Culture: Kaizen event structure
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 7
• 8 days over 5 weeks• Each week we report out status to our sponsor• Followed by 30/60/90 day report outs
30 min report out
45 min report out
60 min report out
30/60/90 day report outs
M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F
Copyright © Institut Lean France 2012
Culture: Siloes of Excellence
8
“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 M
anagement
Service Desk
Cyber Security
Firewall
Netw
ork
Project Server Setup Value StreamProject Server Setup Value Stream
Lab Instrument Setup Value Stream
Policy Exemption Value Stream
Website Setup Value Stream
Service Desk
Information Management ServicesInformation Management Services Value Streams
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
“Silo Stream”
Copyright © Institut Lean France 2012
Culture: Kaizen Events
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 9
Cyber Policy
Web
Developer
Research
Network ServerCyber Risk
Lab-level requirements
Sensei
Copyright © Institut Lean France 2012
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 10
Helpdesk
Helpdesk
Network
Cyber
Cyber
Desktop
Desktop
Helpdesk
Vulnerability Remediation (flow) Customer
Sponsor
Value Stream Steward
“Your process is sending me inactionable
information!”
Culture: Value Stream Focus
Copyright © Institut Lean France 2012
• Much less threatening decision making paradigm Don’t have to “boil the ocean” Rolling or phased approach
Focused experiment area – proof of concept Extended proof of viability, validation of requirements,
and scalability
Embrace small, incremental change
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 11
Control
Influence
Concern
“Just do it”and sponsor supported
IT leadership and lab leadership sponsored
Sponsor and IT leadership sponsored
http://seangallo.com
Copyright © Institut Lean France 2012
• Much less threatening decision making paradigm Don’t have to “boil the ocean” Rolling or phased approach
Focused experiment area – proof of concept Extended proof of viability, validation of requirements,
and scalability Smallest improvement you can make today?
30 min/week 15 min/day 2 min/day
Embrace small, incremental change
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 12
= 1hr 55min = ~5%
2hrs/week
Copyright © Institut Lean France 2012
• Focusing on the scientific method causes staff to: Be problem solvers Think through the process Take ownership Be more engaged
PDCA: Trial and “Discovery”
13Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Title
Plan
Do
Check Adjust
A3 thinking Plan
DoCheck
Adjust
(Methodical/Systematic)
(Think systemically)
(Not just Ops, but improvement)(Not just present)
Copyright © Institut Lean France 2012
2 day “Lean IT (Kaizen) process” mini-Kaizen• Problem Statement• Value Stream Map• +100 Insights / CM’s• Standard Work• Visual Management
PDCA: Lean IT on Lean IT
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 14
Copyright © Institut Lean France 2012
PDCA: Kaizen Event Schedule30 min report out
45 min report out
60 min report out
30/60/90 day report outs
M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F
No “off week” Back to work, but gathering data
Back to work, but implementing CM’s – Open House?
Back to work, but implementing CM’s
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
Kaizen Event Schedule30 min report out
45 min report out
60 min report out
No “off week” Back to work, but gathering data
Back to work, but implementing CM’s – Open House?
Back to work, but implementing CM’s
30/60/90 day report outs
M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F
Define metrics and start gathering Model
standup / Kanban / ideal behavior 2.5%
Customer open house
Template for managing work. Visual Mgmt
Survey to team about current process Lean team send
out the “Asks”
Anoint Value Stream Steward
Invite customers for feedback?
Schedule & coach kickoff speaker
- Continually use PS and Sponsor kickoff as Northstar- Set expectation: VSS is contact for event (“their process”)
Work on CM’s / ideal behavior 2.5%
VSS/Sponsor standup meetings
Drive CM’s to value (hrs saved)
Use standard format with breakout teams
Always allow for dry run
Inform team of event schedule including report outs and their purpose
Team picture
Take pictures at report outs
Schedule celebration early
ID ‘special guests’
Scheduled improvement sessions
Standard report out template
Emphasize “what did you learn”
Review Lean StandardWork Roll up Lean
results and report status
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
• It takes “awareness” to even ask the question
• Focus on the process rather than “Who?”• Find value in “failure”
• 30/60/90 day report outs
PDCA: Value the answer to the question "what did we learn?”
17Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
• What’s the opportunity/problem you are trying to address? -Strategy Report outs are important and a great opportunity
• Where are we now? -Metrics 30/60/90 day report outs are not going well (3 out of 5 on a “fist-to-five”)
• Where do we want to be? –Next Target State We want these report outs to be like Kaizen report outs (dialog, energy)
• What’s your next step? –Countermeasures / Expected Outcomes Experiment: Kata based report out Expected Outcome: 30/60/90 Report outs more like Kaizen event report outs
• When can we come see? –When? Our last report out used the kata and was an improvement (4/5)
PDCA:What about the process enables/supports this outcome?
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 18
Improvement Kata
Copyright © Institut Lean France 2012
Not every process that needs to be improved is:• Easy to measure, or• Already being measured
Get comfortable with estimates (~.5hr *~40times/day) Manual to start (e.g. tally sheets) Automate where possible Use the information to manage
Estimates -> Measurements -> Metrics
19Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
• Recognition drives behavior• If improvement is not part of staff goals:
Not a focus/priority Someone else’s job
Not authorized to do improvement Gains must be re-invested!
In more improvement!
Recognitions / Goals
20Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Work95%
Improve5%*
Copyright © Institut Lean France 2012
Planned and unplanned work
Culture: Recognitions / Goals
21
Work95%
Improve5%*
*Represents small, incremental change towards an improvement culture
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Work
When “the tyranny of the urgent” is the defacto prioritization model improvement never happens; firefighting prevails and is rewarded.
When “management by fact” prevails, improvement is prioritized and seen as an organization’s burning platform; improvement must be done!
Improve?
Copyright © Institut Lean France 2012
• Improve the process on the workbench (6 Kaizen events) Vulnerability Remediation, User Account Management, Cyber Exemption, Cyber Event
Management, Release and Deployment Management Atmospheric Radiation Measurement (ARM) - Research
• Train internal capability 2 lean coaches trained
• Infuse lean principles into our culture by exposing staff 35 staff (out of 195, 18%) have gone through a Kaizen event Several lean training events
Leadership team (5) Service Managers (1)
Brownbags (4) Kaizen Blitz’s (4hr events)
Leadership: Lean Leadership Java deployment Training
Vision workshops Using facilitation techniques we learned in Lean
Three goals of our program: Results
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 22
Copyright © Institut Lean France 2012
• Kaizen 6 events = too many! Do fewer, spend more time with teams delivering 2-3-3 Kaizen format
+ Allows for better coverage when staff are in Kaizen event + Teams work on measuring and implementing Countermeasures during “gemba weeks” - 3 extra days compared to traditional Kaizen - Spend first have of first days bringing team back up to speed
• Goals Improvement must be in everyone’s goals
• Embrace small, incremental steps Control vs. Influence vs. Concern – break the problem down 5% (2hrs/week) = 30min/week + 15min/day + 2min/day + defensive scheduling
• PDCA Use Kaizen to develop Kaizen process 30/60/90 day report outs were not “working” -> Kata based report outs
• Measurements Need to spend more time upfront with teams Work with one area to help them make progress
Key Discoveries
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 23
http://seangallo.com
Copyright © Institut Lean France 2012
”When I am not adding value I am adding value to the value of value”
- Hugh Macleod
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort 24
Plan
DoCheck
Adjust
Questions?
http://seangallo.com
Copyright © Institut Lean France 2012
Backup slides
Presentation title- Speaker Name 25
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Management
Staff
Culture: From this…
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P
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C
A
Copyright © Institut Lean France 2012
Culture: To this!
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Plan
DoCheck
Adjust
Plan
DoCheck
Adjust
Plan
DoCheck
Adjust
Leadership
Management
StaffPlan
DoCheck
Adjust
Customer
Services
RequirementsStrategy
DevelopmentOperations
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