A note from my Lean journey
A few years ago I was introduced to Lean concepts and principles at work. After several months of studying the topic I realized that many of my professional activities for both managing processes and people already mapped to some of the core components of Lean. That makes sense as many of the leading management philosophies and programs of our time share foundational elements.
One of the important principles of a Lean is visual management. Visual controls are used to communicate information to people that indicate if the current condition of a system is acceptable. The Toyota Production System says to use visual controls so that no problems are hidden. It’s like the old phrase, “you can’t fix what you can’t see.”
On my personal Lean journey, my next task is to develop a Flow and Performance Board. This will be a form of visual management that displays information to use at recurring team meetings. The contents on the board support the Lean principles of continuous flow and reducing waste. Effectively, the board becomes a visual control to see how flow of product is progressing for customer value-added activities and where waste exists in the system.
Flow and Performance for IT – My 1.0 version
I used the following guiding principles when designing the 1.0 version of a Flow and Performance Board for my IT shop:
- Show elements of product flow – At what stage work is in the system.
- Show key metrics – If possible show actual vs expected. The focus of the board, and Lean, is process flow and eliminating waste (as opposed to traditional boards that focus only on results).
- Show flow influencers – These are items that may influence the production system such as holidays and customer audits. The intent is to make the influencers visible ahead of time so it’s possible to manage through them instead of reacting to them.
- Show audit results – Part of the Lean journey is having leaders that inspect our work to see if we are following standard process. IT also has a rapidly growing set of requirements for compliance, which customers require, that fits in this space.
My 1.0 version of a board looks like this:
Since IT team members are geographically dispersed and most of our tools report data electronically then this will be an electronic board. Content will vary for different groups within IT. My first board is targeted towards and enterprise level view.
The board is intended to be referenced during recurring team meetings so that team members have a visual control as they inspect pieces of the product flow. As such, it should be easy to read and process information. The contents of the board must be current to be relevant. Ideally the board will updated dynamically to reduce the amount of non value-add work of administrative processes.
I anticipate I will wrestle with screen real-estate, content, and compactness with each future iteration.
Onward and Upward!
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