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Three years ago Sari Torkkola was a CIO with great people in her team who...were burning out due to constant fire-fighting and internal customers describing the service level as “IT sucks”. She then realized that the traditional way of managing does not produce results for anybody. One day, she googled «Lean». 3 years later, she has turned into a leader who coaches everyday. This is the story of her Lean journey. More about Lean IT on www.lean-it-summit.com
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Copyright © Institut Lean France 2014
Lean IT Summit®®
P ris, France
16 & 17 October, 2014
Sari Torkkola Patria
How I became a Lean CIO
Three years ago IT was in crisis
How Business Units
saw it
How IT saw it
Lean thinking
Now we are an example of operational excellence
Let’s talk
Let’s prioritize
Thank you for the quicker service.
Sick leaves -50%.
We are in control.
My transformation
What is a
What is a
good
question?
Fire fighter, Manager,
BottleneckTeacher, Coach,
Leader
What is a
good
answer
Lean IT Summit®®
EXPERIMENTS AND A3 PROBLEM SOLVING
1st phase
”Researcher’s attitude” givescourage and
creates action
Experimentsvs. 100% certitude
To fail
= to learn
1. Unclear
Roles and Responsibilities
Tool: A3 problem solving
Supervisors selected and analysedthe TOP3 problems
2. When are IT contracts ready?
3. How new projects start?
Who has done this?
Lean IT Summit®®
VISUALISATION
2nd phase
Tool: Xmatrix
VISUALISATION of roles and objectives
IT Procurement Contracts
VISUALISATION
The First version
Tool: KANBAN
Project Portfolio Management Visualisation
The Current Version
The monthly meeting time cut to half. The participants needed cut to half.
DAILY FLASH MEETINGS
Lean IT Summit®®
TAKE EVERYBODY ON BOARD
3rd phase
Voice of the (unfair) customer
”You are lazy” Daily fight meetings
Tool: KATA Coaching
Learning how to change processes for good
What was your
last step?
Voice of customer
Improving the Collaboration of the five Business units and the Group ICT
Lean IT Summit®®
DESIGN TO FLOW
4th phase
1. Process family matrix
2. Current state map with VSM
3. Takt Capability, Demand
4. Flow by creating information processing cells
5. FIFO (first-in-first-out) to connect the processing cells
6. Workflow cycles, rhythm
7. Integration events, rhythm
8. Standard work
Internal trainingHow to design effective (IT) Processes
8. Standard work
9. Single point sequence initialization
10. Visualisation – what’s happening
11. Changes of Demand
12. Future state map with VSM
13. Visualise Abnormal process state and create standard
work for abnormal situations
Tools: KATA Coaching and Design for Operational Excellence
� Breaking through silos - finally
Little’s Law + SPC = RESULTS
Leadtime = Work in process ⁄ completed
To contol variation we madeStatistical Process Chart for eachLittle’s laws component
LEADTIME
PROCESS
DEMANDWORK IN
PROCESS
COMPLETED
LEADTIME
Lean IT Summit®®
LEAN IT
Today
What you get:fruits
What you see:What you see:tools
What you practice:principles, values
Thank You!
Sari TorkkolaSenior Vice President, Information Technology, CIO
Email:[email protected]: +358408692436
www.patria.fi
Suggested reading:
Systems thinking and improving collaboration
• The fifth discipline Fieldbook, Peter Senge• The new economics, Edward W. Deming• Managing to learn, Using the A3 management process to solve
problems, gain agreement, mentor and lead, John Shook
• System archetypes: http://www.systemswiki.org/index.php?title=Systems_Archetypes
• Theory of Constraints Handbook, Chapter 20: The layers of resistance - The Buy-In Process According to TOC, EfratGoldratt-Ashlag
• My Linkedin Post:”Excuse me, do you speak Lean?”
26
Suggested reading:
Design to flow
• Switch: How to Change Things When Change Is Hard,Chip Heath, Dan Heath
• The office that grows your business, Kevin J. Duggan• Design for Operational Excellence, Kevin J. Duggan
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Suggested reading:
Impact and control of variation
• This is Lean, Niklas Modig & Pär Åhlström• Understanding Variation: The Key to Managing Chaos,
Donald J. Wheeler• The Goal, Eliyahu M. Goldratt & Jeff Cox
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