Perche lean nell it

Feb 20, 2012Download as PPTX, PDF0 likes619 views

Operae Partners

By Operae Partners

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The document summarizes an ACE (Action for Continuous Enhancement) project at Findomestic, an Italian credit card company. The project aims to improve the efficiency of Findomestic's Fraud and Chargeback department, which currently has a backlog of cases and lead times of up to 86 days. A cross-functional team will use Lean Six Sigma tools like a Kaizen event over 3 days to analyze the current process, identify issues, and develop solutions to reduce lead times, costs and improve customer satisfaction for fraud and chargeback cases. The project is sponsored by Angelo Piazza and led by Andrea Volpintesta, with support from ACE coach Giuseppe Matarazzo. Financial benefits of

101207 3 dgme administration a visage humainOperae Partners

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Lean and Agile by Regis Medina - Lean IT Summit 2013Operae Partners

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IT managers who want to improve their software development activities are quickly faced with the “Lean or Agile?” question. Are lean and agile the same thing? Should we deploy agile before implementing lean? Having been on both sides of the table, Régis shares what he has learned so far about both approaches, and how best to use them to create high performance software development organizations.

Au-delà de l'Agile : Retour d'expérience Lean ITOperae Partners

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"Lean IT in a nutshell" by Régis Medina, lean coachOperae Partners

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Gemba et teletravailOperae Partners

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Exercice fondamental pour toute personne qui fait du lean, le "gemba walk" consiste à aller sur le terrain là où la valeur est effectivement produite par les équipes. L'objectif étant de se confronter à la réalité pour 1/ aider les équipes à surmonter les obstacles qu'elles rencontrent 2/ prendre des décision en parfaite connaissance de cause. En ce sens, le gemba est l'antithèse de la salle de réunion. C'est ce qu'explique en détail, exemples à l'appui, Marie-Pia Ignace dans le webinaire disponible ici : https://www.youtube.com/watch?v=_glhVlYeDXU Visitez notre blog http://blog.operaepartners.fr

Notre offre pour un monde informatique sans incidents Operae Partners

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Vous aimeriez réduire le coût du "RUN" (incidents et support) pour financer plus de projets et travailler avec plus de sérénité ? Vous cherchez une méthode réplicable pour améliorer votre fonctionnement ? GRâce à notre accompagnement, vous verrez vos collaborateurs se prendre au jeu de l'amélioration, s'approprier de nouvelles techniques et êtres fiers de leurs succès. Découvrez notre offre RESOLVE. www.operaepartners.fr

From Lean IT to Lean Digital, Marie-Pia IgnaceOperae Partners

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Why IT needs Lean by Marie-Pia IgnaceOperae Partners

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Where to start a Lean journey by Marie-Pia IgnaceOperae Partners

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Lean and digital transformation by Régis MedinaOperae Partners

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L'Obeya - Agile France 2015Operae Partners

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Plus d agilité avec le lean par Régis Medina Agile France 2013Operae Partners

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Coacher des managers avec le Lean (Agile France 2013)Operae Partners

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Lean IT : Pourquoi l informatique a besoin du lean !Operae Partners

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"The myth of Certainty - Is implementation a naughty word?" by Steve BellOperae Partners

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This document discusses challenges facing traditional approaches to enterprise IT management. It notes that enterprise IT has become fast, complex, competitive and disruptive. New technologies like mobile devices, social networking and cloud computing are driving more change. The traditional IT model focuses too much on keeping the lights on rather than innovation. It argues that doing new things is risky but necessary for transformation. Effective leadership is needed to guide IT through these challenges with competence rather than overconfidence.

"Deploying Lean in a bank IT department" by Paul ThysensOperae Partners

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"Make problems visible and users happy" by Catherine ChabironOperae Partners

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The document discusses implementing work standards to improve accuracy and availability for users. It proposes defining work standards as a sequence of tasks to efficiently manage recurrent IT tasks. This would help make problems visible by identifying deviations from the standards and allow for continuous improvement. The document suggests starting with creating work standards for critical recurrent IT systems using a Failure Mode and Effects Analysis to establish best practices.

"Kaizen spirit in Design work" by Michael BalléOperae Partners

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This document discusses applying lean principles to design work. It argues that focusing on eliminating waste and engaging employees can increase sales, profits and sustainability. Lean is built on mutual trust between customers, employees and management. The key aspects of lean design are continuous improvement (kaizen) and respect for people. Kaizen involves analyzing work in detail to understand and eliminate waste. The document outlines a lean design process involving understanding customer needs, set-based concurrent engineering to avoid rework, using standards, and preparing for production. It emphasizes that people, not systems, enable great design, and managers should act as teachers to develop employee skills and expertise.

"Our approach to Kaizen" by J Prochazka and M Chmelar Operae Partners

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Tieto is a leading IT services company in Northern Europe with 18,000 professionals in nearly 30 countries. The authors are Lean coaches within Tieto who help transform teams and processes using a 14-week Lean framework. Their approach aims to increase customer satisfaction, productivity, and financial results through long-term thinking, problem solving, and continuous improvement led by empowered self-sufficient teams.

"Lean IT practices, from theory to application" by Mike OrzenOperae Partners

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The document discusses applying lean principles to IT. It begins by explaining that value in IT comes from information, not functionality alone. It then describes how IT work can be visualized through multiple interconnected value streams. The document advocates understanding real work, streamlining communication, simplifying processes, and using hypothesis-driven problem solving. It provides an example of applying these principles to processing client records. Finally, it discusses challenges of continuous process improvement in IT and offers examples of areas where lean has been applied successfully.

Lean IT strategy, lean measurement and organizational designOperae Partners

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"Information needs for the lean organization" by Jean CunninghamOperae Partners

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"Lean software development: discovering waste" by Mary PoppendieckOperae Partners

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The document discusses lean principles for software development. It notes that standard lean tools designed for operations may not be appropriate for application development. Lean principles for development focus on building the right thing, building it right, and delivering fast through techniques like designing based on customer needs, reducing waste from extra features and handoffs, embedding quality through testing, and minimizing technical debt.

Enterprise 2.0 by Dr Yves CaseauOperae Partners

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One year as a lean (transition) CIOOperae Partners

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1) The CIO conducted 5 field experiments at a French bank to introduce lean principles and cultural change, including giving operational teams budgets to solve problems, using agile for a large project, and establishing a "devOps" model where development and operations teams work together. 2) One experiment involved establishing weekly problem-solving workshops at the customer service department to identify and address the root causes of issues through a PDCA (plan-do-check-act) process. 3) To further break down silos, the CIO advocated transitioning to a "devOps" model where development and operations teams jointly manage systems and are responsible for costs and incidents. This requires a cultural shift around responsibilities and job

"Creating a testing culture" by Mark StriebeckOperae Partners

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The document discusses 10 things known to be true about testing at Google. It summarizes Google's approach to testing including focusing on unit testing, making tests fast by parallelizing and using continuous integration, storing all test results in a central system, and changing the culture over a long period by passionate change agents. Testing is integrated into daily work even during breaks, showing how Google aims to keep engineers thinking critically at all times.