Why Lean is the New Business Technology Imperative

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Why Lean is the New Business Technology Imperative by Mind Map: Why Lean is the New Business Technology Imperative

1. Henry Ford - lean example

1.1. mass prod

1.2. problems

1.2.1. big inventories

1.2.2. highly spec job

1.2.3. defects, fixed at end

1.2.4. hard to change models

2. trifecta

2.1. lean

2.1.1. approach and discipline

2.1.1.1. increase flexibility

2.1.1.2. eliminate waste

2.1.2. key points

2.1.2.1. value stream analysis

2.1.2.1.1. WSJ article - Latest Starbucks Buzzword: Lean Japanese Techniques

2.1.2.2. both strategic and operational

2.1.2.2.1. strategic - value

2.1.2.2.2. operational - eliminate waste

2.1.2.3. lean is counterintuitive

2.1.2.3.1. example stuffing letters

2.1.2.3.2. division of work can create bottlenecks

2.1.2.3.3. more effective to have people to task start to finish

2.1.3. Lean Examples

2.1.3.1. retail

2.1.3.2. starbucks

2.1.3.3. Toyota Production System

2.1.3.4. marine awareness

2.1.3.4.1. process server, wikis, simulate flight control enterprise

2.1.4. increase value from customer perspective

2.2. Lean software

2.2.1. approach

2.2.1.1. sw fit for purpose

2.2.1.1.1. sw tends to get bloated

2.2.1.1.2. example - bloated sheep

2.2.1.1.3. high cost of sw

2.2.1.1.4. cloud computing offers big benefits

2.2.1.2. sw simple to deploy

2.2.1.3. sw ??

2.2.2. examples

2.2.2.1. lighter wght took

2.2.2.2. open source

2.2.2.3. svs bundled with sw

2.2.2.4. free sw

2.2.2.5. fit to purpose frameworks

2.2.2.6. lean processes embodied in apps

2.2.2.6.1. KEY - not app that embodies a non-lean process

2.2.3. principles

2.2.3.1. deploy just what's needed and no more

2.2.3.2. optimize deployments for the value of the app

2.2.3.3. avoid big bang new-tech adoptions

2.2.3.4. build incrementally, fail fase, keep moving

2.3. moving from IT to Business Tech

2.3.1. primarily about governance

2.3.2. requires leadership changes

2.3.2.1. IT sees itself as the business

2.3.2.2. must embrace biz tech

2.3.2.2.1. start measuring in IT terms / start measuring in Business terms

2.3.2.2.2. stop leading with tech solutions / start focusing on value, flexibility, waste reduction

2.3.2.3. example Dave ? CIO of UPS gets it

2.3.3. instead of bridge think of liquids that blend!

2.3.3.1. fusion replaces the bridge

2.3.3.1.1. separate tech from business enablement

2.3.3.1.2. embed business-facing roles

2.3.3.1.3. move from IT steering committee to synchronized BT decision-making

3. take away

3.1. address waste

3.2. rethink it strategy (SW)

3.3. change behavior

3.4. modern stuff - stuck in old business practices

4. Connie Moore