Transforming ICT Service Delivery through Lean

Transforming ICT Service Delivery throug...

The success of any ICT Service Delivery project hinges on how fast we can identify the problems, drill down to the root causes and continuously work towards improving upon them. The transformation story of a large ICT project at Ericsson is a classic example of one such successful engagement. It is a case study on how Lean Thinking can trigger a completely different mindset thereby bringing in a change in attitude and culture. This Application Development & Maintenance project was technically challenging and required 32 different skills across 9 functional areas from...
Improve software development speed beyond your customer’s dreams

Improve software development speed beyon...

Until the end of 2011, Theodo was a classic software consulting company proposing fixed-fee projects in waterfalls methods. During 2012 and 2013, we introduced the principles of agility and lean both in our core business activity and in our organisation as a company. And to say the least, we had some outstanding results which we are happy to share. Some of the key results presented: lead time on projects, client satisfaction, operational margin. For each indicator, I will describe what we did, what actually did not work … and of course what worked. ...
Lean at support functions: from steering to supporting

Lean at support functions: from steering...

We hear a lot about optimizing (horizontal) value stream. However, the horizontal flow is quite determined by the efficiency of (vertical) support functions like HR, Finance, Quality, Purchasing, Staffing, etc. We decided to not accept it as given constraint and dig into it by triggering Lean@SupportFunctions initiative. We aim to improve the integration of the internal flow into the value stream and make the internal support functions value driven and business aware. In this presentation we share the results and experiences of applying the same Lean approach to the...
A company’s hoshin kanri journey: radical business transformation from traditional application services to disruptive innovation

A company’s hoshin kanri journey: ...

At the European Lean IT Summit 2012, Cesar Gon CEO of Ci&T, explained how he discovered Lean Thinking and started transforming his company’s culture. This year, Leonardo Mattiazzi, Ci&T Head of Europe and ASPAC operations, will focus on the innovation perspective of the lean journey: the difficulty of creating something truly innovative (disruptive) in a “business as usual” environment, the shortcomings they noticed in their planning process (hoshin kanri) relative to innovation using the concepts of “Lean Startup” – and its...
Lean implementation and management commitment: how enthusiasm has to be nurtured

Lean implementation and management commi...

Throughout the implementation of Lean in a corporate structure the enthusiasm and drive of the individual co-workers are key. This is a resource that can be either harnessed and channeled, or squandered and lost. One of the key factors that determine how this enthusiasm is made effective, or if it is lost entirely, is management commitment to the implementation and to the Lean mindset. Here we will explore management commitment, not from a cost-benefit perspective, but from the individual success-perspective.