leveraging lean for it and research transformation by jeromy markwort

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

[email protected]@jmarkwort

PNNL-SA-96864

#LeanIT2013

mailto:[email protected]


• 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


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


Culture


• “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”


• 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


Culture: Kaizen event structure


• 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


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


“Silo Stream”


Culture: Kaizen Events


Cyber Policy

Web

Developer

Research

Network ServerCyber Risk

Lab-level requirements

Sensei



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


• 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


Control

Influence

Concern

“Just do it”and sponsor supported

IT leadership and lab leadership sponsored

Sponsor and IT leadership sponsored

http://seangallo.com


• 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


= 1hr 55min = ~5%

2hrs/week


• Focusing on the scientific method causes staff to: Be problem solvers Think through the process Take ownership Be more engaged

PDCA: Trial and “Discovery”


Title

Plan

Do

Check Adjust

A3 thinking Plan

DoCheck

Adjust

(Methodical/Systematic)

(Think systemically)

(Not just Ops, but improvement)(Not just present)


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



PDCA: 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



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



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



• 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?”



• 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?


Improvement Kata


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



• 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


Work95%

Improve5%*


Planned and unplanned work

Culture: Recognitions / Goals

21

Work95%

Improve5%*

*Represents small, incremental change towards an improvement culture


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?


• 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



• 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




”When I am not adding value I am adding value to the value of value”

- Hugh Macleod


Plan

DoCheck

Adjust

Questions?



Backup slides

Presentation title- Speaker Name 25


Management

Staff

Culture: From this…


P

D

C

A


Culture: To this!


Plan

DoCheck

Adjust

Plan

DoCheck

Adjust

Plan

DoCheck

Adjust

Leadership

Management

StaffPlan

DoCheck

Adjust

Customer

Services

RequirementsStrategy

DevelopmentOperations

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