Introduction. Steps to Lean IT. Sample Lean IT Processes

Transcription

1 Introduction Topic: Making IT a Lean, Mean, Fighting Machine Presenter: John Frein, MBA, PMP Process Improvement Consultant Spectrum Health Grand Rapids, MI 1 Spectrum Health Steps to Lean IT 1.Organize Lean IT. 2.Plan Lean IT. 3.Conduct Kaizen Events. 4.Apply the Lean Toolbox. 5.Learn by Doing. 2 Sample Lean IT Processes 1

2 Plan Lean IT A3 1. Business Case 3. Future Action Plan 4 Information Technology - Transformation A3 1. Business Case: Improve delivery and service Simplify & streamline operations Breakdown barriers across IT Customer Satisfaction 2. Lack of consistent prioritization Entry points for work requests are: numerous, uncontrolled, excessive Work as independent departments Incorrect routing of work causes rework and inefficiency 5 Turn around Time Staff satisfaction 3. Future : Improve relationships with customers Leverage IT Governance process Measure performance against SLA s Improve routing & tracking of requests 4. Action Plan: Date Conduct Kaizen Events for: SLA to Customers 09/05 Work Request Triage 10/05 IT Internal Governance 12/05 IT Measurement 04/06 Define roles & responsibilities 05/06 Develop communication plan 09/05 Create education and training plan 09/05 Prioritize existing workload 10/05 Engage customers in transformation 09/05 Kaizen Event - Mandate ment 09/05/ Lack understanding of how work comes into IT. 2. Inconsistent methods of communicating status to customers. 3. Lack clear definition of how to make a request to IT. Multiple paths exist 4. No standard method for updating work requests. Make Request Make, Receive, Review, Process, Route Route Work 2 nd Level Resolution, Governance Design and implement an IT work triage process that effectively and efficiently processes a work request from receipt through routing and increases customer satisfaction, standardizes the intake process, reduces time from receipt to routing, and standardizes how work enters IT. Past customer and staff satisfaction surveys, timestamp data from Help Desk, current intake documentation 2

3 Kaizen Blueprint Day 1 7 Value Stream Heart and soul of Kaizen Must be participative Reviews the current process Sets up the transition to future state 8 Kaizen Blueprint Day 1 Day 2 and Brain Storming 9 3

4 Kaizen Blueprint Day 1 Day 2 Day 3 and Brain Storming Plan Changes Future 10 Kaizen Action Plan Team Members: Process: Date: Item (What & How) Define levels and criteria for urgency when prioritizing incidents Develop a procedure for managing communications during an incident Update Help Desk procedures with incident management changes Why Who When 11 Kaizen Blueprint Day 1 Day 2 Day 3 Day 4 and Brain Storming Plan Changes Future Change Process Apply Lean Tools 12 4

5 Kaizen Blueprint Day 1 Day 2 Day 3 Day 4 Day 5 and Brain Storming Plan Changes Future Change Process Apply Lean Tools Report Out Follow Up & Measure 13 Customer - Supplier Connection Each connection between customer and supplier is direct, clearly defined, and linked with simple requests and responses. Examples: Request for security, Staff Relocation, Neurology Center Supplier 14 Supplier Customer Supplier Customer Customer Continuous Flow Work proceeds without interruption or waste. Simple, well-defined service flow paths Pull instead of Push work Examples: Help Desk Response Times, Standardized Services at Urgent Care Centers, Chart Pull to Signal Next Patient 15 5

6 Problem Solving Problem solving is done in the normal course of work by following the scientific method and using a Help Chain. Examples: IT Departments, Problem Resolution, Medical Office Problem Tracking Identify the problem Gather data Setup a test Conduct a test Verify results 16 Waste Elimination Eliminate activities that add cost but no value. (7) Wastes in Processes 1. Transport 2. Inventory 3. Motion 4. Waiting 5. Processing 6. Over production 7. Defects 17 Error Proofing Implement devices that prevent people from making mistakes or passing on defects to someone else. Examples: Early Warning Messages, Ergonomics, Selfexplanatory Screens & Documents, Status Monitoring Devices Developer Analyst Configuration Management Security Tech Quality Change Control Process Error Proofing 18 6

7 NDJFHJDLJKFHGLFDHGLDFHLGHKDFHDKLLFDL GJKFSDJGLKJFDJGKLJDFLGJKLDFJGKLDFJKGJDFKL;S DFMSGFKJGKLFJDKLGJFLDKJGKLFDJKLGJFLSDKJGKLDFJGKSDF Standard Work Ensures that the current best practice for performing key process steps in terms of content, sequence, timing, and outcome is being used. Standard Work Standard Work Help Desk Process S A method for creating and maintaining an organized, clean, safe, high-performance workplace. 1. SORT - Segregate and Discard 2. STRAIGHTEN - Arrange and Identify 3. SHINE - Clean and Inspect Daily 4. SAFETY - Meet Standards 5. STANDARDIZE - Revisit Frequently 6. SUSTAIN - Motivate to Sustain 6S CHECKLIST Clean floors Arrange shelves Discard unused items Spaghetti Diagram Leverage physical layout to improve the effectiveness and efficiency of the process. Consider: People Movement Information flow Supply and Material flow Technology and equipment placement Visual Controls usage 21 7

8 ED Redesign - Spaghetti Diagram Waiting Bath Bath Triage Break Nurses Station Meds Supplies 2 3 1a 1b 1 1c Greeter 4 Rec. Incident Management A Case Study Date Activity Tools and Techniques Feb 05 Mar 05 Mar 05 Apr 05 May 05 Jun 05 Jul Network outage 11 hrs Plan Kaizen Event Conduct 2-day Kaizen Event Define Urgency levels, conference call rules, roles, scripts, drill process Develop education and training Conduct training Ensure ongoing compliance Post event analysis Mandate ment Value Stream, Action Plan Standard Work, Customer- Supplier Connection, Error Proofing Incident Management Handbook Simulation and role playing Include in orientation and core competencies Lessons Learned 1. Process improvements must translate into customer solutions. 2. Most processes evolve not planned. 3. Balance: People - Process - Technology 4. Take the time to plan. 5. Management demonstrates first. 6. Employees will embrace change. 7. Follow-up is critical. 8. Continuous improvement a way of life. 8

9 Learning Objectives 1. Organize Lean IT. 2. Plan Lean IT. 3. Conduct Kaizen Events. 4. Apply the Lean Toolbox. 5. Learn by Doing. 25 9