CIO Straight Talk - Issue 2 - 50

anaging change in an IT production
environment is similar to making
improvements to a plane while it’s still
flying in the air. You cannot tell your
internal or external customers, “Sorry,
we’re going to stop supporting this
application for three months while we are changing to a
new service model.” In our experience, the Lean methodology is a great approach to introducing change, improving productivity and quality and ensuring the environment
is working at an optimal level, all at the same time.
The Muri Program
A few years ago, Deutsche Bank embarked on a global
technology operating model transformation. As the drive
towards world class IT and production management
continues, complexity reduction is a key principle behind
everything we do. An important component of this initiative is the “Muri” program, which I was asked to lead.
Launched in September 2010, the program’s primary goal
was to reduce waste and simplify processes and procedures by focusing on delivering exactly what external
customers or internal clients needed, when and where they
needed it and at the expected quality.
By adopting Muri as the program name, we wanted it to
act as an ongoing reminder of the overall objectives of
complexity and waste reduction. Muri is a Japanese term,
popularized originally as a key concept in the automotive
industry, signifying a process which is overburdened with
unnecessary activities. It was first practiced as part of the
Toyota Production System which was a major precursor
of the more generic “lean manufacturing” framework.
While its origins lie in the automotive industry, Lean
principles have been successfully applied to healthcare,
higher education, software development, IT service desks
and other public and professional services. As IT
functions have become tightly integrated with businesses’
primary activities, the Lean principles have been increasingly applied to IT management.
Getting people into the Lean mindset is key to driving a
culture of continuous improvement and rationalization of
processes and procedures. Applied within other parts of
Deutsche Bank, the Lean approach has proven that it can
make real and substantial improvements in both productivity and quality of work.
Why Lean?
A number of specific considerations drove us to apply the
Lean approach to our IT organization. These issues, I
believe, are common to all production environments, in
any industry:
• Managing change and maintaining stability
We realized that if we wanted to transform our operating
50

// CIO Straight Talk

model into a world-class delivery service, we must be
extremely good at driving and implementing change in
our ongoing work. We needed a proven, standardized
process of managing change without jeopardizing the
stability of our environments.
• Integrating change into daily work
More often than not, if you ask a team to improve their
work, they will work on it outside of their day-to-day
activities, when they have got some free time. This generally leads to approximately 5-10% quality or efficiency
improvements, but no more. We needed a completely
different approach, one that integrated a standardized
process of change into daily work activities.
• Managing change proactively
Historically, we have been very good at fire fighting, or as
we also call it “chasing the ambulance.” When there is an
issue, everyone gets involved, works late and comes
together to solve it. What we have not been quite as good
at is being proactive at problem prevention. How do we
identify issues before they occur? How do we work on
preventing some of the larger incidents from occurring?
We needed an approach that will help us move from being
reactive to being able to anticipate and manage change.
Implementing Lean
The Muri program consists of a number of “waves.” In
each wave, a standard rigorous methodology is applied
involving selected teams running parallel projects after
attending intensive five-day training in what we call a
“Lean Academy.” At the academy, we spend a few days
discussing Lean principles and tools. The remainder of
that week is spent on defining the problem and identifying
what the project scope would be, what the problem
statement is, what the objectives are and thinking about
some of the Key Performance Indicators. It is very important to establish some KPIs or metrics at the start of the
project so that when we implement any improvements, we
can measure their benefits.
Each project then proceeds through a standard process,
the “5D approach,” consisting of five phases: defining the
problem, diagnosing the root causes through data gathering, designing the solution, developing the solution and
delivering the change to the work activity. Each phase has
required deliverables which are reviewed in a formal
stakeholder meeting which approves the team moving
forward to the next phase.

Getting people into the Lean mindset
is key to driving a culture of continuous
improvement and rationalization of
processes and procedures.



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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