Lean Data Center: A Telco Experience

Service Providers are complex organizations with several departments like IT, Service Support and Innovation. Andrea shared lessons from several Lean cases within Telecom Italia, the Italian leading Telco Service Provider. The experiences regard the Lean Data Center initiative and improvement of the Product Service Delivery and Service Assurance Processes. Andrea presented the approach he used and how he notably tailored Lean tools to a data center environment, the impact on people and the results he obtained. Specific issues of service environments were highlighted such...

Lean at support functions: from steering...

We hear a lot about optimizing (horizontal) value stream. However, the horizontal flow is quite determined by the efficiency of (vertical) support functions like HR, Finance, Quality, Purchasing, Staffing, etc. We decided to not accept it as given constraint and dig into it by triggering Lean@SupportFunctions initiative. We aim to improve the integration of the internal flow into the value stream and make the internal support functions value driven and business aware. In this presentation we share the results and experiences of applying the same Lean approach to the...

Lean Software Factory – Applying The Toy...

In 2011, Bouygues Telecom built a “software factory” to deliver software for its “boxes” (IPTV set-top boxes and internet routers). A Software Factory is a combination of tools and methods to promote automated building and testing, with a focus on configuration management. Since then, we have started a transformation journey, combining the ambition of agile software development and lean product/management culture. This talk focuses on the “factory” metaphor, since we have found that the way the software is built is as important as the software product itself...

Lean implementation and management commi...

Throughout the implementation of Lean in a corporate structure the enthusiasm and drive of the individual co-workers are key. This is a resource that can be either harnessed and channeled, or squandered and lost. One of the key factors that determine how this enthusiasm is made effective, or if it is lost entirely, is management commitment to the implementation and to the Lean mindset. Here we will explore management commitment, not from a cost-benefit perspective, but from the individual success-perspective.