Contents
Foreword
Acknowledgment
Authors
Introduction
1 Lean Primer for IT Professionals
Introduction
The Lean IT Cosmos
Agile/Lean Software Development
Kanban
Continuous Delivery
Lean Startup
DevOps
Lean Project Management
Control versus Discovery
Agile Project Management
Lean IT Frontier
Notes
2 The Transformation Framework
Introduction
The Lean IT House
Foundation
Align Purpose
Improve Process
Respect People
Problem Solving
Culture of Accountability
The First Pillar: AssociatesâWhere Value Is Created
Behavior 1âCreate Value
Behavior 2âIdentify Problems and Opportunities
Behavior 3âImprove Work Processes (through Daily Kaizen)
The Second Pillar: LeadershipâWhere Alignment Is Cultivated
Behavior 1âSet Direction
Behavior 2âModel Ideal Behaviors
Behavior 3âCoach and Develop People
Visual Management
Metrics
Reflection
Letâs Get Started! Your Roadmap
Notes
3 The Importance of Purpose
Introduction
True North
True North for the IT Enterprise
AlignmentâUsing Purpose as a Plumb Line
Practice at Defining Purpose
Direction
Notes
4 Day Zero
Introduction
Practice Makes Perfect
Managementâs First Steps
Visual Management and Standups
Visual Management System
Standup Meetings
Frontline Associatesâ First Steps
Getting Started
Visual Management System
Standup Meetings
Building a Purpose-Driven System
Day Zero Wrap-Up
Notes
5 The Paradox of Process
Introduction
People and Process
Standard Work
Standard Work for Associates
Collaboratively Create Standard Work
Standard Work for Leaders
Leader Standard Work in Practice
People-Centric Process
Notes
6 Problem-Solving Scientists
Introduction
What Is a Problem?
People Focus
Who Wants to Be a Scientist?
PlanâDoâCheckâAdjust (PDCA)
Plan
Do
Check
Adjust
Your Brain on A3
The A3 Template
Background/Problem Statement
Current Condition/Current State
Analysis and Understanding
Target/Objectives/Goals
Proposed Countermeasures
Implementation Plan
Sustaining Measures and Follow-Up
The A3 in Action
Solving Problems
Updates to Standard Work
Kata
Why Thinking Is Less Important Than Behavior!
Notes
7 Everything Is Visible
Introduction
Making the Invisible Visible
The Visual Journey
Lean Visual Management
Creating a Common Understanding
Drawing Leadership to the Gemba
Driving Accountability and Continuous Improvement
Expanding the Model Line Visual Management System
Walk before You Run
âUncommonâ Visual Management
Additional Visual Elements for the Model Line
Standard Work for Visual Management
Distributed Teams and Visual Management
Visual Management Wrap-Up
Notes
8 Why Management (Still) Matters
Introduction
Lost in Translation
Youâre Only as Good as the People around You
Your Managers Are the Key
Being an Effective Coach
Listening
Communicating
Observation
Support
Patience
Empowerment
Respectful Leadership
Leading with Respect
Go and See
Challenge
Listen
Teach Problem-Solving Skills
Support
Enable Teamwork
Learn
The Coach in YouâA Reflective Journey
Notes
9 Sustain Your Progress
Building for the Long Term
The Five-Part Sustainability System
Accountability
Linking the Systems Together
Adding Visual Accountability
Interlocking Leader Standard Work
Cadenced Gemba Walks
Assessment and Reflection
Personal Reflection
Lean System Assessment
Continuous Learning
Sustainability Wrap-Up
Notes
10 The Importance of Strategic Alignment
Introduction
Purpose-Driven Alignment
What Is Strategy Deployment?
A Path to Implementation
Step 1âDevelop the Plan/Create the Challenge
Step 2âDeploy the Plan: Nested Cycles of PDCA
Step 3âMonitor the Plan: Managing by Means
Step 4âImprove the System: Nested Subcycles of PDCA
This Isnât Easy!
So What Does It Look Like in Practice?
Develop the Plan
Deploy the Plan
Monitor the Plan
Improve the System
Why Not Talk about Strategy Sooner?
What about Major Strategic Breakthroughs?
Central Nervous SystemâThe Power of Alignment
Notes
11 Engineering Excellence
Excellence Everywhere
Antidogma
Engineering Excellence in the Model Line
Moving at Tech Speed
Technology Vision
A3 Tech
Keeping Our Skills Sharp
Visual Skills Matrix
Standard Work for Learning
A3 Redux
Making the Commitment to Excellence
Notes
12 Continue the Journey
Index
Foreword
From iPhones to electric cars, better, smarter products are the key to revolutionizing society while continuing to give greater autonomy and enjoyment to each individual person. IT is now a critical component of the (hardware, software, service) system that makes a twenty-first century great product; therefore, a leaner IT is vital to developing better products. This field guide hits upon many of the most impactful questions in running a business and provides a clear path to finding your own answers.
Lean is often misunderstood as a toolbox of organizational techniques when it is, in fact, as the authors explain well, both a learning system and a respect system. For instance, a key idea of lean is that batches are bad and flow is good, but, more deeply, lean thinking is really about understanding what management decisions lead to batching, why this introduces un-levelness in the process (mura), and how it creates unreasonable burdens on either people or systems (muri) and results in what waste (muda). Lean is the discovery process to understand the reasoning that led to batching in the first place and recognizing the wasteful consequences this has for customers, employees, and shareholders.
Many IT approaches have built upon the insight that batches are bad and continuous flow is good: agile, scrum, kanban. Although development teams love them, they have so far failed, as a whole, to convince senior management. Like most innovations, havingâor even provingâa new idea is not enough: The organization must also develop the capability to work with it to deliver consistently. In effect, this is what kaizen is about: continuously training teams and their managers to improve and change so that they can accept, embrace, and create innovation more easily and, indeed, fight harder to make it work.
With this field guide, Mike and Tom address directly the know-why and know-how needed at the leadership and management levels to support a sustaining transformation within IT and, indeed, the entire enterprise. In this, the guide is absolutely critical to any success with lean in IT because it highlights not just the organizational techniques of more agile and lean processes, but also the leadership work required to help management adopt these new approaches. Lean IT and agile heroes often display an antimanagement feeling that does little to support their cause. Here, Mike and Tom thoughtfully show that managementâs role is essential to train people daily and support team-level improvement work. Without management involvement, lean IT team victories remain just thatâlocal wins that are rarely spread throughout the IT value chain to effect a true end-to-end transformation.
By clarifying the main definitions; specifying, step by step, the foundational management skills; and providing many examples distinguishing success from setback, Mike and Tom have written a savvy, smart, and mindful guide to your own lean IT transformation. As Mike taught me, âIt takes 40 days to make it and another 40 days to own it.â This field guide provides a wonderfully written, lucid, succinct guide to what you need to know to succeed.
Michael Ballé
Co-founder, Institut Lean France, Paris
Acknowledgment
In reflecting on the creation of this book, we are awestruck by the generous contribution of so many individuals and organizations. Perhaps the defining feature of the lean community is the willingness to share ideas and help others to learn and understand. Imagine the progress that could be made across the world if everyone was a lean thinker! If when something went wrong we didnât point fingers, we didnât think there is a vast conspiracy out to get us or that the world is rigged, but rather viewed it as an opportunity to investigate, learn, and improve. Instead of assuming the worst in people, we would assume the best; instead of looking from afar and making judgments, we would go and see for ourselves. And while this vision may be far from reality, our experiences and the people we met while writing this book give us hope.
The Lean IT Field Guide is the collective work of many people over many years, only some of whom are named on these pages. To those we have left out inadvertently, the mistake is ours. Any errors in this book are solely those of the authors, not the indi...