Here’s another follow-up to our recent jam session on how to use Lean as an opportunity to make real improvement running IT. In a previous post on defining Lean, we addressed cost cutting, reduced planning horizons, consolidation and the quick killing off bad ideas. But we did not discuss whether and how Lean can help innovative CIOs transitioning their firms to Business Technology (see Forrester’s "Five Essential Best Practices For The IT-To-BT Transformation"), instead of focusing on making their IT shops skinnier.
Firms have used Lean for solving different problems. So far the most popular application has been as a process improvement tool, with Kaizen Blitz being similar to other process improvement tools such as Just-In-Time (JIT), Six Sigma, or Total Quality Management (TQM). Executives use them to uncover and implement opportunities to improve lead times, cut waste, and optimize development and provisioning processes. These tools work fine for processes with relatively stable steps and stakeholders, such as incident, problem, change, or release management (see Forrester’s "Applying Lean Thinking To IT").