leveraging lean for it and research transformation
DESCRIPTION
In 2012, the IT division of a U.S. national research and development laboratory with over 4,500 staff began their Lean IT journey. After working with Mike Orzen, a pioneer in Lean IT, the organization is learning to embrace small incremental change, trial and discovery, and value the answer to the question "what did we learn?" There is an metaphor that says, "the best way to eat an elephant is one bite at a time," but our tendency is to bite off more than we can chew often leading to failed deployments, partially or improperly built solutions or unfunded grandiose multi-year projects. Jeromy Markwort, Lean IT coach at Pacific Northwest National Laboratory presents what the IT organization has learned so far on their Lean journey. More Lean IT presentations and videos on www.lean-it-summit.comTRANSCRIPT
Copyright © Institut Lean France 2012
3 & 4 October, 2013Paris, France
Leveraging Lean for IT and re- search transformation: The art and
science of eating an elephantJeromy Markwort
Pacific Northern National Laboratory
Lean coach, Lean IT and Service Desk Service Manager
@jmarkwort #LeanIT2013
Copyright © Institut Lean France 2012
The art and science of eating and elephant
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
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http://seangallo.com
Copyright © Institut Lean France 2012
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
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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• PDCA
Incremental change Trial and “Discovery” Value “what did we learn?” Estimates -> Measures -> Metrics
• Lean Leadership• Recognitions/Goals
Outline
4Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
Culture
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
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• “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
Culture: Siloes of Excellence
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“Siloes of Excellence” (execution)
Project Server Setup Value Stream
Desktop Services
Email and Calendaring
Wireless
Remote Access
Server Administration
Virtual Infrastructure
Database Adm
inistration
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
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
• 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
PDCA: Embrace small incremental change
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
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Control
Influence
Concern
“Just do it”and sponsor supported
IT leadership and lab leadership sponsored
Sponsor and IT leadership sponsored
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
PDCA: Embrace small incremental change
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
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= 1hr 55min = ~5%
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”
10Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Title
Plan
Do
Check Adjust
A3 thinkingPlan
DoCheck
Adjust
Copyright © Institut Lean France 2012
• It takes “awareness” to even ask the question
• Rather than focus on “Who?”• Finds value in “failure”
PDCA: Value the answer to the question "what did we learn?”
11Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
• Not every process that needs to improve is able to measure how bad it is. They just know it hurts. Get comfortable with estimates (~.5hr *~40 times/day) Start with manual measurements (e.g. tally sheets) Find ways to automate where possible Use the information to manage
Estimates -> Measurements -> Metrics
12Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
• Reward firefighting, grow firefighters• If improvement is not part of staff goals:
Not a focus/priority Someone else’s job
Not authorized to do improvement
Recognitions/goals
13Leveraging 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
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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?
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• Results• Alignment• Process improvement• People (culture change)
Values Behaviors
Lean leadership
15Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
Copyright © Institut Lean France 2012
Leadership
Management
Staff
From this…
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
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P
D
C
A
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To this!
Leveraging Lean for IT and research transformation: The art and science of eating an elephant – Jeromy Markwort
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Plan
DoCheck
Adjust
Plan
DoCheck
Adjust
Plan
DoCheck
Adjust
Leadership
Management
StaffPlan
DoCheck
Adjust
Customer
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
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Plan
DoCheck
Adjust
Questions?