Lean Technology Strategy

C O N T E N T S:


  • Lean principles–which center around making processes tighter and more efficient–can help teams work smarter in a variety of different industries, including technology.(More…)
  • What’s more, it’s not hard to argue that experimenting your way to success isn’t applicable to most new ventures: Although the software and technology companies that inspired the lean start-up movement get a lot of attention, they account for no more than 3% of all start-ups.(More…)
  • His focus over the past 15 years has been in coaching and training on the use of technology to manage services and the optimization of basic work practices, such as flow, using lean and kanban methods.(More…)


  • He compares the strengths of the Taylorist vs. lean management approaches, explains how culture contributes to high-performing teams, and introduces a well-documented case study of a company changing a culture for the better.(More…)


Lean Technology Strategy
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description: Lean Technology Strategy: Building High-Performing Teams


Lean principles–which center around making processes tighter and more efficient–can help teams work smarter in a variety of different industries, including technology. [1] Paired with the advanced capabilities these solutions offered was support from Snow’s customer service team that ensured ANGE would be able to leverage the SAM technology for all of its IT governance and planning needs. [2] With its IT assets visible and under close control, SAM technology enabled ANGE to derive direct value from its technology investments. [2]

What’s more, it’s not hard to argue that experimenting your way to success isn’t applicable to most new ventures: Although the software and technology companies that inspired the lean start-up movement get a lot of attention, they account for no more than 3% of all start-ups. [3] Lisa Heneghan, global head of technology for management consultancy at KPMG, said IT leaders were building their influence by thinking more about the way the company interacts with customers. [4] Almost a quarter of IT leaders said diversity and inclusion had no bearing on achieving business and technology objectives. [4] With competition for IT skills likely to increase, Ellis advised CIOs to hire a cohort of young, skilled technology graduates, and have them on board to learn the skills that will become important to the business over the next five years. [4] CIOs who rated themselves the most satisfied were those who felt they were using digital technology effectively or very effectively to support their business strategy. [4] More importantly, these companies were more likely to be redesigning their company’s business processes to take advantage of digital technology than those with CIOs alone. [4] CIOs are reporting increases in IT spending and staffing as their organisations step up investments in digital technology. [4] CIOs are responding by swapping control for greater influence within their organisations, by offering support to departments rolling out their own technology, said Heneghan. [4] The most successful companies employ both CIOs and chief digital officers (CDOs) who work in tandem to take advantage of innovative technology. [4] Albert Ellis, chief executive of Harvey Nash Group, said CIOs needed to watch the way technology is influencing developments in the market closely. [4] We caught up with Michael Struck to talk about his entrepreneurial spirit, the personality of Ruby, and how the group is using technology to remove friction from the guest experience. [5] Experience in managing operations and/or supply chain in Aerospace or other engineering technology company/s is a must. [6]

Danaher is a global science & technology innovator committed to helping our customers solve complex challenges and improve quality of life worldwide. [6] Almost two-thirds of IT leaders said a lack of people with the right skills was preventing their organisations from keeping up with rapid pace of change in technology. [4] While IT leaders feel they have a strong understanding of the impact of technology on their industry, they feel less confident that they have an effective vision in place to use digital technology to transform their own organisations. [4] “Organisations that you would recognise in the market as being truly digital technology organisations, such as Amazon, vocally state that the ability to drive diversity in teams is critical,” she said. [4]

His focus over the past 15 years has been in coaching and training on the use of technology to manage services and the optimization of basic work practices, such as flow, using lean and kanban methods. [7] LUM: You need to ask, If our business gets to scale, what will be the most valuable proprietary parts of the company? The novelty of the technology? The unique way we acquire customers? The unique data assets we have and can monetize? Most entrepreneurs and VCs do think hard about the best way to create enterprise value and whether it will be defensible several years out. [3] In this quadrant of the compass, the company collaborates with incumbents and retains control of its product or technology. [3] The company has licensed its proprietary technology to many product developers and manufacturers, including Sony, Bose, Apple, and Yamaha. [3] Some companies believe that they have more to gain from maintaining tight control over a product or a technology and that imitation will leave them vulnerable. [3]

Although value chain entrepreneurs are driven by the customers and technology of other companies, they focus on developing scarce talent and unique capabilities to become preferred partners. [3]

Pacific International’s financial services team has been engaged by this leading European based Insurance business as they embark on a major global transformation agenda focused on transformation of core business and technology to drive customer satisfaction and continue to add profitab. [8] Pacific International’s Financial Services sector team has been engaged by this leading specialty insurance firm as they continue to transform the business on a global scale with a focus on operational and technology efficiency to aid the growth and continuing digital disruption within their industry. [8]

Great catch-phrase, but what does it mean? In a nutshell: knowing the services IT is providing, what they cost to operate and whether they provide value, and by staying on the cutting edge of technology even with todays fast pace of change, so that the business you support remains competitive. [7] This webinar, presented by ITSM process expert Ryan Schmierer and IT Service Management technology expert Mike Bombard will explore the role technology capabilities and process improvement can play to improve outcomes. [7] Robert S. Falkowitz, General Manager of Concentric Circle Consulting, has over thirty years experience in information technology and service management. [7]

“Every time business executives were asked about agile, they had a limited understanding and simply referred to it as ‘that project the technology team is trying to implement–we know nothing about it,’: they relate. [9] What sets Manex apart is its federal association with the Hollings Manufacturing Extension Partnership (MEP) of the National Institute of Standards and Technology (NIST) and its long-standing relationship with the Employment Training Panel (ETP) Program. [10]


He compares the strengths of the Taylorist vs. lean management approaches, explains how culture contributes to high-performing teams, and introduces a well-documented case study of a company changing a culture for the better. [11] In green belt training courses, trainees learn to chart and plan the roles of individuals within Lean Six Sigma teams, in addition to learning how to run statistical tests that are used to improve processes. [12] The white belt aims to provide trainees with a fundamental understanding of Lean Six Sigma methodology, including but not limited to process improvement, variability, eliminating negative effects on process performance and deciding what roles specific team members should play. [12] The Lean Six Sigma black belt teaches trainees to explain multiple regression, perform factorial experiments, determine size calculations for experiments and describe different types of process optimization. [12] Following the yellow belt is the third step in the Lean Six Sigma training process, the green belt. [12] The yellow belt builds off of the training from the white belt certification course and aims to give trainees a more detailed and comprehensive understanding of Lean Six Sigma methodologies. [12]

One of those services happens to be helping Xerox customers use Lean Six Sigma to improve their own business processes. [12] This combination makes Lean Six Sigma an effective tool to optimize business processes and customer relations and, in turn, to improve profits. [12]

In the early part of this century, the company implemented Lean Six Sigma to improve customer experience ( CX ) and to become more cost competitive. [12] Lean Six Sigma is a data-driven approach to improving efficiency, customer satisfaction and profits. [12] The Continuous Improvement (CI) Lead leads Lean Six Sigma improvement efforts across Investment Operations (IO) to advancing a culture of continuous improvement while improving operational effectiveness. [6] Knowledge and experience with operations excellence and Lean /Six Sigma approaches. [13]

The Planview solution for Lean and Agile Delivery enables software development, DevOps, IT operations, and product engineering teams to apply Lean-Agile practices to continuously improve the flow of work, helping them work smarter and deliver faster. [14] Align with Production, Quality, Finance and Product Engineering teams to develop and implement Lean and Manufacturing Engineering long range planning (LRP). [6] Planview’s Lean and Agile Delivery solution empowers teams to deliver faster by visualizing value streams, optimizing the flow of work, and continuously improving their performance. [14]

Ensures the development of a robust Lean Future State Strategy to be implemented Division-wide. [15] Lean production techniques often create a culture of continuous improvement, employee empowerment, and waste minimization, which is very compatible with organizational characteristics encouraged under environmental management systems (EMS) and pollution prevention (P2). [16] A good understanding of Lean principles such as Value Stream Mapping, Just-In-Time, Demand Flow, Single Piece Flow, Five S’s, Visual Management, Total Productive Maintenance, Continuous Improvement Process, Kaizen, SPC, Six Sigma and Communication Tools, Statistical Problem Solving, ISO, QS9000 or similar. [15] Lean Six Sigma combines Toyota’s lean manufacturing philosophy with the qualitative and quantitative techniques for driving process improvement that Motorola’s Six Sigma management strategy provides. [12] As is mentioned above, Lean Six Sigma methodology is the combination of the lean manufacturing ideology popularized by Toyota and Motorola’s six sigma strategy. [12]

Xerox has promoted how it has successfully combined the infrastructure of Six Sigma with the philosophy of continuous improvement from lean manufacturing to streamline the company’s internal processes and provide customers with quality products and services at speeds and prices that customers value. [12]

The green belt focuses on the application of the Lean Six Sigma methodologies outlined in the white and yellow belt courses. [12] Next in the Lean Six Sigma certification ladder is the yellow belt. [12] The first level of Lean Six Sigma certification is the Six Sigma white belt. [12] Lean Six Sigma certification levels are divided into belts similar to the levels used in martial arts training. [12] Lean Six Sigma certification can be attained at varying levels based on the training an individual has received. [12]

The final belt that is given out in the Lean Six Sigma certification process is the black belt. [12]

Plan, organize, mentor and monitor the implementation of all set activities in Lean, Manufacturing and Maintenance Engineering. [6] Responsible for the direct supervision of the Lean, Manufacturing Engineering and other support staff. [6]

Ensures full Parker Lean System education and implementation in all functional areas at the Division, Plant, and Facility level to ensure consistency and sustainability. [15] In multi-site Divisions, helps develop Plant Lean Leaders with an emphasis on championing the Division’s goals, objectives, and implementation plans relative to the Lean Journey Assessment, Division Strategy Deployment, and Future State Site Plans. [15] Provides documentation of results and benefits achieved to the Division Staff and the Corporate Lean Leader, as reported through Parker’s Lean Journey Assessment and Win scorecard. [15]

The Division Lean Manager will ensure adherence to PLS standards at the Division for the Site, Value Stream and Team Improvement Boards, enabling a PDCA culture and progression of the Lean Journey. [15] In multi-site Divisions, supports Plant Lean Leaders through required and special team meetings. [15] Support control and storage of inventory in line with lean principles (e.g. visible FIFO and supermarket pull systems, Kanban loops), work with Materials team for replenishment systems which support Operations. [6]

Founded in 2013, Munich-based Ruby Group claims to be breaking new ground with its Lean Luxury philosophy of hotel operations. [5]

In the U.S., lean implementation is rapidly expanding throughout diverse manufacturing and service sectors such as aerospace, automotive, electronics, furniture production, and health care as a core business strategy to create a competitive advantage. [16] Works with Division staff and Plant level management on Lean implementation using Parker Lean Systems as the principal tool. [15] Lean UX is focused on the experience under design and is less focused on deliverables than traditional UX. It requires a greater level of collaboration with the entire team. [17] VP of Product, as Director of User Experience for Daxko you will lead a team of designers and establish a Lean UX practice focused… remote. [13] Fundamentally Lean UX and other forms of UX all have the same goal in mind; delivering a great user experience it’s just that the way you work on a project is slightly different. [17] The nature of Agile development is to work in rapid, iterative cycles and Lean UX mimics these cycles to ensure that data generated can be used in each iteration. [17]

Where lean manufacturing emphasizes streamlining business processes, Six Sigma focuses on eliminating defects in these processes. [12] Lean manufacturing is a business model and collection of tactical methods that emphasize eliminating non-value added activities (waste) while delivering quality products on time at least cost with greater efficiency. [16]

Strong analytical skills, a strong understanding of lean manufacturing principles, and strong customer relation skills. [6] While the focus of lean manufacturing is on driving rapid, continual improvement in cost, quality, service, and delivery, significant environmental benefits typically “ride the coattails” or occur incidentally as a result of these production-focused efforts. [16]

Lean management tools for process improvement include the 5 whys, kanban inventory control cues, heijunka boxes for scheduling, Ishikawa fishbone diagrams, takt time calculations and value stream mapping. [12] The philosophy of lean management is to do more with less, and it is built around two important principles: continuous improvement (kaizen) and respect for people. [12]

Position Summary: Primary resource for supporting the Division in its Lean Transformation through the implementation of the Parker Lean System (PLS). [15]

Confers with team leaders, team members, suppliers, and customers about Parker’s lean manufacturing strategy, presents program status, and facilitates successful implementation by resolving problems and removing barriers. [18] In his book The Lean Startup, drawn from his experience birthing a software company, Eric Ries tells readers that codesigning products with customers is a better path to success than writing a business plan. [3] Particularly effective approaches for start-ups can be found in Eric Ries’s The Lean Startup, Alexander Osterwalder and Yves Pigneur’s Business Model Generation, and Bill Aulet’s Disciplined Entrepreneurship. [3] O ver the past decade, lean start-up methodology, which prizes early customer feedback, experimentation, and iterationhas emerged as the approach of choice. [3] Against that backdrop, the lean start-up messagethat you need to begin getting customer feedback quicklywas extremely useful. [3]

In our NEW simulated manufacturing facility, you and your team can get hands-on lean training that will streamline and simplify your processes and increase your operating efficiency. [19] Ask the Expert: Lean Leadership’s Larry Fast discusses the roles and responsibilities of the plant-level continuous improvement manager and the corporate CI team. [20] Here are three Lean tools you should consider applying to your marketing strategy. [21] This process is one of the cornerstone outcomes of utilizing lean tools in your marketing campaign. [21] There are a number of Lean tools that can be implemented within your marketing department to help achieve your outcomes by working smarter and setting limits. [21] With marketing groups needing to produce faster than ever, Lean strategies are an ideal solution to the pace of digital workflow. [21] This is the overarching philosophy to guide your Lean approach to marketing. [21]

Whether it’s ISO, Six Sigma or Lean, the right training is essential. [19] Lean processes have no set determined way of being delivered. [21] Lean management focuses on building your organizations capability, innovating your ways of working, and improving the quality of your business outcomes. [22] Knowledge, Skills and Abilities Comprehensive knowledge of CI principles and philosophies in business and/or manufacturing operations that include areas such as: productivity and quality measurements; lean manufacturing systems; flexible, world class manufacturing techniques; specific problem solving tools and their application. [18] Demonstrated ability to perform the essential functions of the job typically acquired through eight or more years of increasingly responsible experience that included previous management and use of CI principles (i.e. lean manufacturing), total quality, and problem solving tools. [18]

Develops, selects, and/or customizes CI methods to effectively implement lean manufacturing for varied production and business processes. [18]

Lean principles rely not on a perceived end goal, but rather reality-based prioritization to create marketing initiatives that conform to customer needs and requirements. [21]

Manex consultants have 20 to 30 years of experience and work with clients to achieve cost efficiencies and increased profits through programs including leadership training, ISO, lean, food safety compliance, cybersecurity, sales and marketing and strategy planning. [10] Lead a team of lean professionals who work with operations and functional teams to streamline processes to improve the customer experience, enable profitable growth and become more efficient. [23] This webinar explores the impact of Lean integrated with the Placebo effect to improve team performance and create an organisational ripple effect. [7]

Develop lean strategy and tools to be trained, coached, and deployed throughout Exide. [23] The bottom line here is that it borrows some tools from lean theory such as work cells and integrates these into the existing manufacturing flow. [24] Employs lean methodologies and tools to accomplish business objectives. [25] “Lean is a way of thinking and acting and not just a set of tools and that embracing the methodology means to continuously pursue perfection — though it will often feel like you will never attain it.” [9] This way of going lean involves a bigger commitment than just using some tools. [24]

Must be an expert in lean methodologies with a Master Black Belt Six Sigma or equivalent qualification. [25] In a recent post, Jonny Schneider, a consultant with ThoughtWorks, did something that should have been done ages ago: he connected the dots between agile, lean and design thinking, three modes of continuous deployment and continuous improvement that each has its own constituencies, and modus operandi. [9] Lean is a widely used methodology utilised in the area of Service Management with mixed results. [7] Pacific’s financial services team has been engaged to support the global Lean Transformation roll out for a major insurance player as they look to drive efficiency and scale for growth in 2018 and beyond. [8] In addition to leading the programme, you’ll manage and lead a team of Lean Leaders and also Lean Change Agents who will deliver the work on the ground with the business heads and also the front-line staff. [8] Lean manufacturing develops a culture where employees and team leaders are constantly on the lookout for ways to improve the flow or reduce waste. [24] The Lean Manufacturing Manager Leads and designs lean manufacturing goals and strategies for improving the operations and processes within the organization. [25] Lean management has been used successfully for years to improve workflows and drive out waste from inefficient processes, and is now being applied to the MEDITECH 6.1 implementation. [26] Ideally, you will have operated as a Lean Architect or Implementation / Engagement Manager within a McKinsey Lean Management style programme and architected the strategy and roll out for the overal programme. [8]

Under the leadership of the Group COO and the Global Head of Transformation; you will lead the regional Lean Transformation agenda for covering the Central & Eastern Europe region which includes operational / business units in Poland, Czech Republic and Hungary. [8] Primary resource for supporting the America’s Continuous Improvement Journey through lean transformation based process improvement initiatives. [23]

Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. [27] Lean works as well in the QC lab as it does in production, because it is a management principle that can apply almost anywhere. [28] Few understand that better than August Capital general partner David Hornik, who has 20 years of venture investing experience, launched the first blog about venture capital, (aptly named VentureBlog) and teaches the Startup Garage class at Stanford Business School (which uses the lean startup methodology). [29] Karim A, Arif -Uz -Zaman K (2013) A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. [27] Dibia IK, Dhakal HN, Onuh S (2014) Lean “Leadership People Process Outcome” (LPPO) implementation model. [27] This lecture discusses about takt time and future VSM. Takt is a tool used in Lean to understand the rate of customer demand so as to set the production in rhythm with the customer demand. [30] Dal Forno AJ, Pereira FA, Forcellini FA, Kipper LM (2014) Value Stream Mapping: a study about the problems and challenges found in the literature from the past 15 years about application of Lean tools. [27] Seth D, Gupta V (2005) Application of value stream mapping for lean operations and cycle time reduction: an Indian case study. [27]

The lean initiative allowed the group to gain a deeper understanding of how the different functional groups interacted, while creating a new perspective on older entrenched processes. [28] This course is prepared with a view to provide the complete learning of Lean management, which has its origin from Toyota Production System (TPS): Only one of its kinds of philosophy, processes, tools and techniques followed by Toyota to manufacture its cars. [30] Kaizen is Japanese word meaning continuous improvement, it is one of the tools of TPS and Lean management for systematically eliminating all forms of non value added activities and 3Ms. [30] This course provides the in depth learning of all the concepts, tools and techniques of Lean management such as: Value Stream Mapping, 7 wastes, 3Ms, Kaizen, Kanban, Poka Yoke, SMED, One piece flow, Line stoppage, Andon, Autonomation, JIT, JIDOKA etc. [30] Singh B, Sharma SK (2009) Value stream mapping as a versatile tool for lean implementation: an Indian case study of a manufacturing firm. [27]

Lean principles have long been used across multiple industries as a way to improve and streamline manufacturing operations. [28] Lean management focuses on building your organization’s capability, innovating your ways of working, and improving the quality of your business outcomes. [31] Lean management and Six Sigma are the most sought after business excellence strategies among the leading and progressive MNCs. [30]

This lecture explains the basic structure of implementation of Lean management strategy, at enterprises. [30] Anand G, Kodali R (2009) Development of a framework for implementation of lean manufacturing systems. [27] Dotoli M, Fanti MP, Rotunno G, Bari P (2011) A lean manufacturing procedure using value stream mapping and the analytic hierarchy process. [27] Eliminating the manual process achieves the desired results, replacing it with a system of visual cues and a “pull” sample management system firmly rooted in lean principles. [28]

RANKED SELECTED SOURCES(31 source documents arranged by frequency of occurrence in the above report)

1. (21) What is Lean Six Sigma? – Definition from WhatIs.com

2. (12) IT spending reaches 10-year high as CIOs struggle with digital technology strategy

3. (10) Do Entrepreneurs Need a Strategy?

4. (9) Division Lean Manager – Stratoflex Products Division in FT. WORTH, TX – Parker Hannifin External Careers

5. (8) Process improvement through Lean-Kaizen using value stream map: a case study in India | SpringerLink

6. (8) Lean Strategies International – Career /Jobs

7. (7) Three Lean Tools to Try With Your Marketing Team | B2B Marketing Blog | Webbiquity

8. (6) Certified Lean Management Professional | Udemy

9. (6) The Lean Placebo Effect: Creating The Emotive-Logical? Experience

10. (6) Head of Lean Transformation – Central & Eastern Europe with ref. RQMT-38ELI

11. (4) Lean Manufacturing, EMS, and Sustainability – Pollution Prevention 101 – LibGuides at University of Illinois at Urbana-Champaign

12. (4) Lean Site Leader in NAPLES, FL – Parker Hannifin External Careers

13. (4) Pharmaceutical QC labs gain superior performance and productivity using lean principles – Massachusetts Biotechnology Council

14. (3) A Simple Introduction to Lean UX Interaction Design Foundation

15. (3) Manager, Lean Enterprise at Exide Technologies

16. (3) How to use work cells in your woodshop business to promote lean manufacturing. – Woodshop News

17. (3) Lean Manufacturing Manager job at Waterblasting Technologies | Monster.com

18. (3) Design thinking, lean and agile are finally converging | ZDNet

19. (2) Manex Works to Ensure California Manufacturers Stay Competitive, Adds Veteran Lean Expert to Executive Team – Manex Consulting

20. (2) Lean Director Jobs | Glassdoor

21. (2) Lean and Agile Delivery Solution – Planview

22. (2) Manufacturers Resource Center | Lehigh Valley Manufacturing MRC

23. (2) Lean IT strategy – Civil + Structural Engineer magazine

24. (2) Ruby Group Uses Technology to Streamline the Hotel Guest Experience – Duetto Blog

25. (1) Lean Technology Strategy: Moving Fast With Defined Constraints

26. (1) Lean Technology Strategy: Building High-Performing Teams

27. (1) Continuous Improvement | IndustryWeek

28. (1) Lean Technology Strategy Starting Your Business Transformation | TuCrackingForo

29. (1) Utilizing Lean Management Principles During a MEDITECH 6.1 Implementation – Santa Rosa Consulting

30. (1) Meet the author of The Lean Startup at Disrupt SF TechCrunch

31. (1) DownTurk Proxy Mirror – Lean Technology Strategy Starting Your Business Transformation downTURK – Download Fresh Hidden Object Games

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