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Revue du livre “La pratique du #Lean Management dans l’IT”

April 5th, 2013 Posted in Change, Lean Tags: , , , ,

J’ai lu avec beaucoup d’intérêt le livre collectif “La pratique du Lean Management dans l’IT“.

Travaillant moi-même dans l’IT et le Lean, je connais plusieurs versions de ce qu’on appelle “le Lean”, et dans l’IT, tout ne se passe pas toujours très bien (ne me lancez pas sur les causes profondes de ces échecs, j’en aurai pour des heures!)

Ce livre, sans être une bible de référence sur le sujet (ce que les auteurs n’avaient je pense pas l’intention de faire), démontre comment il est :

  1. facile de faire du Lean dans l’IT ;
  2. possible d’obtenir rapidement d’impressionnants résultats ;
  3. possible de placer et conserver les gens au centre de la démarche.

En effet, beaucoup de démarches déploient une forme de Lean en mode “command & control” ce qui d’une part est une hérésie en matière de gestion du changement et d’autre part n’est tout simplement pas du Lean.

Point de tout cela ici. Le livre est très clair sur les manières de faire, limpides sur les raisons de faire ce qui a été fait, et les histoires rapportées (nombreuses et éclairantes) apportent un vrai plus.

Relativement court, le livre devrait permettre à tout bon manager IT de se décider à se lancer dans le Lean management, pour peu qu’il veuille bien aider ses collaborateurs à sortir des difficultés dans lesquelles le système les a enfermés au fil du temps…

Un must à lire !

My @leanpub book “The Colors of #Change” has started its publication! https://leanpub.com/tcoc

Details are available on the page over there: https://leanpub.com/tcoc or from here (a bit more complete).

Subtitle is “Respectful Change Management explained by Cybernetics”.

Check it out!

How are #SystemsThinking and #Lean related?

March 12th, 2013 Posted in Lean, Systems Thinking Tags: , , , , ,

This is a post I just saw on LinkedIn: how Systems Thinking and Lean are related?

Here’s my answer:

ST and Lean are not related on first sight. Yet, I’m one of the few being convinced that all the Lean paraphernalia (management practices, coaching Katas, Tools, etc.) helps collaborators of an organization build a better systemic view of that organization and its links with suppliers and clients.

Most if not everything done in Lean is multidimensional.

For instance, pulling processes is:

  • first and foremost in order to make problems visible
  • improves efficiency

Making problems visible helps:

  • seeing them in order to solve them
  • develop people

Developing people will:

  • make them happier at work
  • which makes them more efficient
  • which will further improve the processes (go back to first list above)

Other tools are more dedicated (IMHO) to knitting the systemic view of the company into people’s head and therefore raise their motivation by clarifying the big picture for them, forces everybody to clarify and participate in what this big picture is, and challenge all that may be deviant to it.

For instance: A3 Thinking is about having a description of a problem circulated around that:

  • have the whole of the problem (description, cause hypotheses, solutions ideas, action plans, results) under the eyes: a sort of systemic rich picture in itself
  • the circulation helps everybody build that systemic understanding in his own mind
  • help break down the barriers between organizational silos, which further reinforce the connectivity/relationships among employees, thereby facilitating further improvement initiatives

Nemawashi is the name of that process of circulating A3s during preparation, testing of hypotheses, standardisation of results, and later, Yokoten is the process of proposing the solutions for everybody in the organization to apply and further improve it.

As renown twice Shingo Prized author Michael Ballé said : Lean is systems thinking applied and working.

To make the connection with what @David said: you start by pulling the main production processes, then you pull other supplying processes whose TAKT is that of production. Then you pull administrative processes (HR, finance, etc.)

In the end (10 years from the beginning!), all really is connected and not in silo anymore and the whole organization is really functioning in a systemic, dense network [a system!], as opposed to loosely singly connected silos at the start of the Lean turnover.

#Toyota, #Respect for #People (or “Humanity”) and #Lean — Lean Blog

March 5th, 2013 Posted in Lean Tags: , , , , , , , , ,

Mark Graban did a very nice recollection of posts on Respect for People and what it means in Lean after John Seddon comment on it being ‘horse sh*t’. Here’s the article: Toyota, Respect for People (or “Humanity”) and Lean — Lean Blog.

I would add my 2 cents here by saying that respect not only is everyday showing of a nice attitude to people (also known as “politeness”), but also a longer term view of the thing where we want people to be part of a great work place (safe and interesting) and that their work has meaning.

  • So to maintain the interesting and the meaningful parts of the job, we remove waste (mura (uneveness), muda (non added value) and muri (burden)) to focus on added value.
  • And to ensure that it’s done properly (not from a manager in his ivory tower) and to develop people’s intelligence, we have the people do kaizen (continuous improvement) themselves.

Is that too difficult to understand?!

 

GembaWalkabout – Understand Variation – The Forgotten Principle #Deming #Lean

February 25th, 2013 Posted in Lean Tags: , , , , , ,

Here a nice little article explaining the difference between common cause and special cause variation, and what people should be doing about them which they usually fail to do.

GembaWalkabout – Understand Variation – The Forgotten Principle.

Time for management training?

The Next Wave: how I see the future of #social #networking & blogging on Internet

February 20th, 2013 Posted in Lean, Uncategorized Tags: , , , , , ,

Somesh CirclesThis is something I’ve been pondering since quite some time.

  • Twitter is too short to make for long discourses, and you have to find people, then subscribe to them (not Lean!)
  • Blogs you have to search for and subscribe (not Lean!)
  • #hashtags are a cool way to mark content (so do categories and tags in blog posts)

So here’s what I have in mind for the next wave of social platforms (see picture on the right). It would basically work as this:

  1. people tell the system of what they are interested in using specific #tags
  2. you post whatever interesting content of some kind of a blogging platform and you categorize and #tag your post with as much as necessary #tags your piece of work mandates
  3. the article gets notified to some system: title, @author, all #tags
  4. people who subscribed to some of the #tags you used get notified of your publication
  5. because it provokes some insights in you, you comment back in the system, which notifies other people that the initial blog post is gaining traction. Other people comment as well, or write their own blog posts which get connected to yours in the system…

So, there’s a virtuous circle: you blog, it gets tweeted, people receive it through their #tags subscription, they react and post some more, which get tweeted as well, etc.

This is what (the now defunct) Google Wave ought to become IMO. Only that I removed the constraint of requiring bloggers to belong to Wave or some dedicated blog platform.

 

BMA Inc – The #Lean #Accounting Leaders : free #mindmap

February 6th, 2013 Posted in Lean Tags: , , , , , ,

Here’s a nice mindmap about Lean Accounting! BMA Inc – The Lean Accounting Leaders – Lean Accounting.

I remembered when I read the “Real numbers” book that it was interesting an subject (although finance is not my topic of choice). Will have to re-read it again, now.

 

 

Ernesto Sirolli: Want to help someone? Shut up and listen! | #Video on @TED

This is the most hilarious, serious and extraordinatry video I’ve seen in quite some time on how to change the world and help people.

Drop whatever you’re doing at the moment, and look at it now (less than 20 minutes).

That video speaks about helping people, listening, entrepreneurship, creating successful organizations, making people thrive, and hippos. Yes, hippos.

To me, Ernesto Sirolli holds the keys to successful Lean turnovers… or whatever else is needed by the people that want to thrive in their lives and work.

Ernesto Sirolli: Want to help someone? Shut up and listen! | Video on TED.com.

 

What Taylor did for the work of the hand, Google is doing for the work of the mind (N. Carr) @LinkedIn. Is this really a problem?

December 7th, 2012 Posted in Change, Lean Tags: , , , ,

Here’s a nice discussion launched on the LinkedIn group “Systems Thinking and Lean for Services”: What Taylor did for the work of the hand, Google is doing for the work of the mind (N. Carr) | LinkedIn.

I make my own contribution which I reiter here, since the group’s closed:

The original english article (from 2008) hasn’t been linked. Here is it:
http://www.theatlantic.com/magazine/archive/2008/07/is-google-making-us-stupid/306868/

A remark I just made to myself: we’re changing the way we read, undoubtedly. That we probably are also changing our way of thinking, I can understand it too.

But should it really be viewed as a problem? I mean, if you want to continue to live by thinking the way you thought a few years ago (ie, ‘deeply’), then surely you have a problem. No argument either that deep thinking allowed some fantastic inventions.

But I think there’s an (unspoken) assumption behind the article: that this new zapping way of thinking is worse than the deeper one. Surely the same things can’t probably be achieved using the new way than with the older one.

Yet, again, is it really a problem?

Humans are structurally coupled with their environment (Maturana). Their environment reflects themselves, and this is reflected also in the language they use (and inversely if we agree with the Sapir-Whorf hypothesis – now that I know Systems Thinking, I’d say there’s structural coupling here as well).

So that (new) languaging (Twitter or Facebook short messages), thinking, web surfing, zapping, etc. is the new way life is lived today. Or is going to be lived for years to come (I don’t see it changing soon: ask any teacher for instance about the trends they see).

In the article, Google is assumed to be the equivalent of Taylor. Then I suggest that Tim Berners-Lee was the Ford of Internet (he pulled knowledge online on the web), and now Taylor/Google is organizing it for us. I suspect the Semantic Web will even reinforce that (go think why! 😉

May I remind you that Taiichi Ohno came after Taylor with what was deemed to be known as the Toyota Production System (or Lean, though the latter lacks that Respect for People part, most of the time).

Should we compare the two, I’d say that where Taylor (Google) devised how to work (think), Ohno (? no replacement yet?) devised how to improve that work… without too much deep thinking, instead with constant and continuous improvement of the work.

Where Taylor split the work, Ohno used the small thinking of people to have them improve their small part of the work, then connect the dots (the parts) through A3 thinking and nemawashi (Google these! 😉

I see an enormous advantage in being able to surf knowledge on the web (for instance): it allows to far more rapidly connect concepts and ideas together, which you can only do so slowly when only thinking deep.

So instead of scarce big changes once in a while, we might end up with a flow of continuous small changes and innovations, all the time.

Toyota became the best in manufacturing doing exactly that. Why couldn’t people do the same for their own thinking?

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