sharepoint saturday belgium 2014 - using sharepoint to get a lean enterprise
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Using SharePoint to get a LEAN enterprise
#SPSBE28Marijn SomersApril 26th, 2014
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Hello World Business consultant with focus on Governance
Watch / Clock maker Golfer
@marijnsomers www.balestra.be
Agenda Why ? History of LEAN Concepts and principles Tools Knowledge management & collaborative workspaces
Why go lean?
Active leadership to drive change, innovation and agility
Service levels Costs
Business looks to IT• Apps are complex!• IT is slow• Not solving business problems• Foreign language• Project failure• Fragmentation
SourcesLoss of 4-5 billion euro / yearProjects + 7.5 million euro: 7% succes rate36% never live - 57% are disputed
Issues:- Projects are too big- Communication Fails- Complicated projects are underestimated
IT looks to business• Firefighting• Users can’t express what they want• Conflicting priorities• IT is brought in after important
decisions are made• Regulatory requirements create
extra layers• Budget constraints
History
Industrial revolution Workers hired for hands, not for minds Dull, repetitive Quality problems Poor morale & absenteism
Taylor (techniques to identify the variables impacting a task) Gilbreth (time and motion studies) Ford (Process flow, interchangeable parts, standard work)
WW II TWI (standardized job instruction, productivity-driven problem solving, supervisor training, worker safety)
Postwar Japan short supply of capital, materials, and labor products perceived as cheap, low-quality imitations
Deming: Turn around in 5 years (“Out of the crisis”)
Feigenbaum: Total Quality Control
Variation: Model T cycle = 19 years Variety: 1 color, 1 model
Toyota Production System pioneering approaches for waste elimination, flow, visibility,
structured training, just-in-time production, workplace organization, and standard work.
60-70: OPEC crisis
Womack, Jones and Roos
Perspective: Prius Developed within 18 months
Typically now: 4 years
150 engineers for development Typically now 600
What is lean ?
15
LEAN is not a set of tools & technology Behavioral and Cultural transformation
Knowing when not to use technology majority of problems are caused by faulty processes, not
people or technology.
Fixing processes, not people
Principles
Value and Value stream Value: what the customer wants and is willing to pay for
Value stream: All the life cycle processes required to bring services, products, and information from concept to customer
3 types of work Value Added Non-value added Necessary but non-value added
3 M’s
Unevenness and variation: Mura Inconsistency in the flow of work Caused by changes in
volume (uneven demand) mix (variation) quality
Management responsibility Minimize the impact of variation Encouraging standardized product and process design level demand introducing flow, pull, and just-in-time production control and delivery
systems
Overburden (Muri) unrealistic workloads on people and equipment Stress Mistakes Rework Poor morale
Management: work design Training standardized work demand management
Waste (Muda) Transport Inventory Motion
Waiting Over production Over processing Defects Skills
Transportation Walking to/from printer, copier, fax machine, filing cabinet, archival
storage
Handoff of information across organisation barriers Filing or moving physical documents that could be stored and
forwarded or linked electronically Toggling between disconnected applications Printing information from one computer then re-entering it into
another Using multiple emails for dialogue when a conference call or face-
toface meeting is more effective
Inventory
Information overload Search result overload Version control issues Old or obsolete electronic and physical files and messages that
should be stored, disposed, or recycled Excess information across local drives, shared drives, SharePoint
sites, data warehouses; duplication of the same data in multiple forms (e.g., electronic and paper)
Sending attachments rather than links Unnecessary, unclear, incorrect, obsolete, or unused documentation Unused/unnecessary software user licenses
Visual waste: logged in user has to give name, manager and team
Waiting System downtime Unneccessary workflow steps Searching for information Delays from excessive review and approval steps Delays in receiving, transmitting, and storing information Unclear lines of decision-making responsibility/authority that cause
delays Waiting for hard copies that could have been handled electronically
Example: dynamic PMO dashboard• Project reports on budget, timing, capacity • Display Templates - Search
Overproduction
Excessive mail / reports / system alerts Entering redundant information into the same or multiple systems Mandated but unnecessary or overly complex processes and
activities Inspection and correction activities required to catch and
correct errors that should be prevented by building quality into the process
Multiple reports containing the same or similar data
Overprocessing Unused reports Features that users don’t need Over automation of processes Developing complex solutions to simple or nonrecurring problems Overly complex governance, funding, prioritization, and control
processes Lack of systems thinking: focus on departmental optimization rather
than overall process performance Attraction to newest, latest technologies rather than existing
systems that serve their purpose
Example: Soup at noon
Visual waste: grayed out ribbon icons• Tobias Lekman script:• http://blog.lekman.com/2011/05/hiding-inactive-
ribbon-commands-in.html
Motion Searching for information Shifting priorities Poor user interface or process design that causes unnecessary
keystrokes, mouse clicks, or navigation steps
Defects (Correction) Incomplete, incorrect, obsolete, or unclear information from
upstream processes that must be corrected Inspection and correction processes Lost information Excessive productivity standards, measurements, and incentives
that emphasize volume/speed over quality Application bugs and design flaws Unauthorized changes to software and systems
Defects
Example: Defects / Quality at the source• jQuery
Quick to implement Easy to write / change
• presaveaction() If “budget needed” > 5000 then “Sponsor” cannot be empty
Waste elimination• != layoffs• = free up human capacity and capability for
value-added work.• Underutilized human potential is the gold mine
hidden within every company.
Tools
Kaizen (Continious improvement)
Teamwork IT & Business Partners Solve problems Simplify processes
A3
Gemba• Go look, go see • Make decisions by fact, not by feeling• See the situation for yourself. • Can be a physical or virtual
Value stream mapping• Flow of information, materials and work across
functional silos• Quantifying waste, time and quality• != process mapping (tasks and decisions)• Macro level
Standardized work• Developed, documented, and continuously
improved • Input for software requirements, documentation,
training, testing and support. • IT organization be standardized to encourage
quality and consistency• Avoid pockets of specialized knowledge that create
dependency
Measurement• Provide feedback to ensure the continuing
effectiveness of currently defined processes• Identify new opportunities for improvement.
• Reporting and analyses• Derived from data generated by the
organization’s manual and electronic information systems
5S• Sort (Seiri)
Remove unnecessary items and dispose of them properly Provide no chance of being disturbed with unnecessary items
• Straighten (Seiton) Arrange necessary items in order so they can be easily picked for
use Prevent loss and waste of time Make work flow smooth and easy
• Shine (Seiso) Use cleaning as inspection Prevent machinery and equipment deterioration
• Standardize (Seiketsu) • Sustain (Shitsuke)
Visual workplace• Make process, project flow and status visible to
everyone• Shows impending problems and avoiding status
inquiry interruptions. • Can be automated• provide proactive notification of exceptions • identify problems and initiate immediate
corrective and preventative action
Demand Management• Year long backlogs• Lacking clear prioritization or decision-making
processes. • Frequent interruptions• Priority changes
• Create steady flow
Kanban (Kalmstrom.com)
Knowledge management and Collaboration
Knowledge is social.
Collaboration is the flip side of knowledge management.
So, to manage knowledge you need to address collaboration and tools that help people collaborate.
Peter Senge (The 5th discipline)
Composition of organizational knowledge
Knowledge management• Manage both unstructured and structured data
• Provide access to collaborative social networks, forums, blogs, wikis, and other sources of free-form knowledge sharing.
Collaborative workspaces• Obeya room
document management Communications Reports Task lists portals linking to external sites and content Group calendars and scheduling project and resource management automated status alerts dashboards and scorecards
Dedicate a workspace to LEAN• Team sport• Lean Center of Excellence• investment in training, coaching, and
experiential learning over time
• Community site Q/A Best practices Knowledge Templates
What is the best time to start?• Best time to plant a tree?
20 years ago Next best time: Right now!
Thank you!