Klaus Petersen, Solar Group
Turn a disastrous ERP implementation into a successful one using Lean Company-wide ERP implementations are quite complicated, and unfortunately, they often turn into nightmares: long delays, cost overruns, business disruption, all this causing great damage to the company and the customers. The European sourcing and service providing company Solar started they own ERP implementation 4 years ago. After chaotic beginnings, they decided to capitalize on the lessons learned from their prior 5-year Lean journey to ensure a smooth, quality and customer-focused deployment of the...
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...
Service Desk – VOC: the heart of Lean in...
OobeyaIT – APTiTUDE at the Service Desk How did a Service Desk help lead the change of culture and improvement within a financial services organisation? The problem: IT management had changed from a service to project culture so CREATE side did not talk to the run side until to late. So the Service Desk was repeatedly solving things, performing unneeded tasks, had poor KPIs and tools, and higher costs. One year later and we were the Face-of-IT with measurable days saved in tasks, 80% satisfaction improvement, accelerated request fulfilment, happier staff and gave more... 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. ...