Industry Buzzer to Improve IT Operations Efficiency – The Lean Way  

Oleh:

Vaithinathan, Vijaybabu ; Muthukrishnan, Durgaprasad

Jenis: Article from Proceeding
Dalam koleksi: 12th ANQ Congress in Singapore, 5-8 Agustus 2014, page 1-11.
Topik: Lean IT; Value Stream Mapping; Process Optimization; Change Control Process; Kaizen
Fulltext: SS1-1.2-P0299.pdf (858.28KB)

Isi artikel

Organizations are shifting gears and beginning to trend towards quality along with time to market as a key measure for business and end user satisfaction. Information Technology being the cornerstone of business operations, with its prime objective to increase the ability to support and meet changing business needs to achieve high levels of efficiency and effectiveness. In line with this fact, it is now important for any organization to look at the value stream across various functions and optimize the process for better business benefits. This paper demonstrates the case study on applying Lean techniques for one of the leading financial institution’s IT Change control system. In the current scenario, review & approval of various IT production change requests was a clear bottleneck and a time consuming process. This had a cascading impact in not meeting production deployment timelines and also resulted in dissatisfaction among all impacted stakeholders. The Change board had challenges in consolidating change requests from multiple sources and had complex prioritization and evaluation mechanism. This involved more of manual work in data extraction & information from various sources resulting in increased effort and erroneous reporting. Towards the continual improvement and optimization there was a need identified to implement Lean techniques to streamline and simplify the change control processes. Lean transformation team in collaboration with IT Operations team defined a detailed plan for Lean implementation. As part of this exercise following key activities were identified and implemented: Current state study using Value stream mapping to identify value added/ non value added tasks Identified theoretical improvements potential – effort reduction by 71 % Highlighted other potential improvement opportunities in the system through Kaizen bursts. Conducted brainstorming sessions to define the Future state change control process in line with potential improvement opportunities Defined tactical implementation plan and future state change control process Piloted and feedback obtained on the future state processes Validated effectiveness through hypothesis testing Institutionalized structured risk based approach for change requests evaluation and authorization Structured Lean implementation approach helped the organization to achieve key benefits such as structured risk based assessment for change requests, prioritization of change requests and reduction of change control effort by 63% every month

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