New Product Creation

Lean IT Foundation Certification

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Lean IT Foundation Certification  Classroom. 2 Days. Includes Certification Exam Fees and Course Materials. Certified by the Lean IT Foundation.

Course Agenda

Introduction Lean principles: how these are related to one another. Waste: ability to identify types of waste within an IT organization or process (TIMWOOD with Talent). The cost of poor quality and reasons for using Lean Principles to improve performance. Types of activities: the ability to define what IT activities fall into which category. PDCA: ability to describe how the PDCA cycle works on the most basic level. Relationship to other models and methods used within IT: understand where Lean IT differs from and complements other methods. The connection of Lean IT with IT service management is specifically investigated.

The Customer Types of customer value and the factors that influence customer value. The link between the Voice of the Customer and Critical to Quality. How to construct a Critical to the Quality tree. 

The Process Relationship of the process (Value stream) with the other Lean principles. The difference between Push and Pull systems. The steps for creating a Value Stream Map, using SIPOC and Value Stream Map. Waste in a Value Stream Map, the ability to identify the symbols for the TIMWOOD waste. Explain the SIPOC and VSM using IT examples e.g. SIPOC: Software development, VSM: High-level Change process (other examples are permitted).

Performance Relationship of performance with the PDCA cycle. The key aspects of a KPI. Why time is the most important production factor in IT. The relationship of PCE with VSM. The role of skills and knowledge in ensuring performance.

Organization Why organizations need to be customer-oriented. What the goal is of a performance dialogue. The use of each of the visual management boards, day board, week board, and Kaizen/improvement board.

Kaizen Which tools from the other dimensions are used in which phase of the DMAIC cycle. Prioritization of improvement candidates through feasibility and impact in determining both which problems to solve with a Kaizen and which solutions to implement at the Improve step of the Kaizen.

Behavior & Attitude The difference between behavior and attitude. The difference between traditional management and Lean management. The behavior and attitude required for the successful use of Lean. Behavior and Attitude in relation to expectations surrounding a change in way of working.