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© Crafitti Consulting Private Limited www.crafitti.com Kaizen Blitz Report May 24, 2011 1
Background
Facilitated Kaizen Blitz
A focused 2-10 days (usually 5 comprehensive days of work) special event involving every member of the team
for crafting radical change in a process. It has following phases
– Training on Lean principles and concepts of value stream, flow and pull (ranging from half day to full day
based on awareness level of the team)
– Value stream mapping for the relevant processes which includes sequence of all activities and cycle times
and also the demand arrival rates which help in Takt time computations
– Analysis of VSM to find out Non-value adding (NVA) activities and capacity planning using queuing analysis
(Identifying problems)
– Brainstorming with the teams to eliminate NVA and maximizing flow
– Implementing changes in the process as per the flow based cycle time and Takt time
– Final report (Kaizen Blitz Diary) and possible routes to solve problems as they emerge in future
Analysis and Brainstorming (Day 5 – Day • Identification of NVA and Capacity computation using Brainstorming sessions
6) (1-2 days) queuing analysis resulting in various ideas
• Focused Ideation to eliminate NVA and build process flow and solutions
Implementing solutions (Day 7 – Day 8) • Make process changes as per the ideas and solutions Changing the processes –
(1-2 days) generated in previous phase may be little chaotic
Results, final report and further solution • Observing the results based on changes that can be Observation,
directions (Day 9- Day 10) (1-2 days) implementing summarization and
• High level plan of action to make changes that will take recommendation report
more time (typically 1-3 pages report)
This report is the output of the Facilitated Kaizen Blitz conducted from 29th October 2008 to 10th November 2008
with the available1 IT security team members.
1
The IT Security team has 5 team members and 2 interns. Only one relatively new team member (less than a month old in
the security role) and manager (2 months old as manager) were available for the duration under observation. One senior
This is the report of findings and activities carried out between 29th October 2008 and 11th November 2008 for
the IT Security Team of a large Telecom Equipment Provider MNC as part of a Kaizen Blitz event. The report is
organized in the following sections.
Section 2 briefly explains the need for such a study and provides the existing organization structure of the IT
Security Team. Section 3 gives an overview of findings during pre-observation meeting with the team. Section 4
provides the system load based on data analysis. In Section 5 and Section 6 Value Stream Mapping activities and
cycle times for all the streams are described. In Section 7 details about the audit report work carried out by the
IT Security team is given. This was not part of the study; however, the information is included to account for
workload on the system. In Section 8 the results in terms of the needed capacity are provided combining all
value streams. Section 9 describes the results of two brainstorming sessions conducted using Crafitti’s Process
and Crafitti’s Ideation cards. Finally in Section 10 conclusions and points of observations are given.
The IT application security team is part of the Chief Information Officer (CIO)’s organization and report into
Senior Manager Application Infrastructure. The organization structure of application security team is given
below. The team primarily provides following services for the users of IT applications to maintain data and
information security consistent with the needs of the organization as per regulatory and business guidelines:
Main answer that the organization is seeking is the number of resources needed by the IT Security Team for the
workload that the team is supposes to take up.
An initial brainstorming meeting with the available team members on 29 th October 2008 resulted in
identification of key challenges and pain points – in the overall context - as expressed by the team. The
mindmap below high-lights some key points:
4. Data Analysis
Preliminary data analysis for the months of July-September 2008 shows the following workload on the
team.
Remedy Project 4 1
Besides the above streams the team is engaged in Audit reports creation. This is predominantly handled by the
senior security consultant in the team who has been part of the system for more than a decade. All others
members are relatively new to the IT Security team.
Broadway User Requests (Production 23 requests per day = 2.64 per 84 requests per day = 10 per
Requests) working hour = 0.04 per working working hour = 0.164 per
minute working minute
1.4 requests per day = 0.17 per 8 requests per day = 0.94 per
working hour = 0.003 per working hour = 0.016 per
Remedy Creation ESS/MSS Account working minute working minute
There were 1504 Broadway requests in the period July-September 2008. As one can see from the tables below,
on Saturdays and Sundays there are negligible requests. If one takes only weekdays number of requests per day
comes out to be 23.
7. Audit and Other Reports (Observations from the team – Not Observed During the study)
Approximately 32 security development or user/system clean-up work requests that are on HOLD
or partially in process (due to lack of resources)
The load on the team taking into account all the factors demands 6.5 Full Time Employees to be staffed for
this work. This however is only based on the existing value streams.
However there are sufficient indications to reduce the NVA substantially if certain systemic changes are
explored. Further technology solutions can be explored to automate some of the processes.
9. Brainstorming on Key pain-points using Crafitti brainstorming process and Crafitti Ideation cards
Two brainstorming sessions were carried out with cross-functional teams to look at the key problems of the
issues and process of the ticket based workflow system – Remedy and second was to look at the process of IT
projects in general with specific focus on security tasks in IT projects.
9.1 Brainstorming Session (05 November 2008) The production workflow – Remedy at the center
Remedy access is painfully slow and may be the VPN connection bandwidth also needs to be looked at.
How the system looks in time and space by using the 9-windows operator?
•
Super-system
GSC
• Communication
• Server
• Remedy User Groups
• Remedy Users • Reduced Usage
• Applications • Wrong inputs for
Management Reports
Remedy 6.5 Remedy ITSM 7.1 impacting Organization-
wide decisions
system
• Life cycle was simple • Time Spent on Filling up • User Frustration, will
• Client on the PC unnecessary mandatory stop using the system
• No dependency on task fields • More Resources needed
and change • Complex Ticket Life-cycle • Productivity reduced
• Change and Task • Business impact
Sub-system
Dependencies • SLA
• Slow Web Link • More email
conversations
What is the IDEAL FINAL RESULT – so that the function is achieved with no cost, no extra resources and no
harm to the system?
Phase II: The Intuition and Emotional Connect with the problem
Very strong emotional disconnect with the existing ticket creation process and use of
remedy. The perception that current process is complex and cumbersome as
reflected in the emotional response here needs to be addressed very quickly.
9.2 Brainstorming Session (06 November 2008) The IT Project Management Process
The Security Projects – How to do them – Right now these are done in a very ad-hoc manner – in a sense they
happen rather than defined and designed – which leads to lot of waste and rework
IT Security team has been tasked to ensure information security for main IT applications. This is done through
access controls. Further they ensure compliance to regulatory and audit needs. Due to the inherent nature of
work, team is forced to work in a reactive manner which leads to a situation of moving from one crisis to
another – Continuous Stress. Due to uneven distribution of work and uneven capabilities there are instances
when one member is extremely overloaded and others have less work. Due to ad-hoc, unplanned and ill-
defined requirements – many times the team gets into rework scenarios – these rework loops create hidden
waste which doesn’t get reflected in the work.
CAVEATS
The IT Security team has 5 team members and 2 interns. Only one relatively new team member (less
than a month old in the security role) and manager (2 months old as manager) were available for the
duration under observation. One senior team member was available only for the first two days (30th
and 31st October 2008). Effectiveness of this report needs to be judged and evaluated based on
observations on the work done by these members.
There was a general freeze on the systems due to year-end cycles which led to very less inflow of
production requests such as ESS/Portal id creation, User access and Role changes
CONCLUSIONS
The IT Security team needs 6.5 Full Time Employees as opposed to its current strength of 5
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