Lean Networking. An experiment in the application of best-in-class business practices to network and IT management. A Lean Perspective. Lean is a compilation of “world class business practices” including The Toyota Production System, Waste Elimination Process/Continuous Improvement
An experiment in the application of best-in-class business practices to network and IT management
To eliminate all waste or non value added activities from a process.
Base your Management principles on your long term philosophy
All information technology initiatives are related to the University Mission, the strategic goals, and the OU in 2010 initiative.
Every network component has a strategic orientation as it’s engine (projects are not simply industry driven or a person or divisional project)
Create Continuous Process Flow to bring problems to the surface
(there is also a concept of “design for rapid changeover”)
Projects and upgrades happen cyclically (no “all at once” or “forklift” if possible … this way problems can be corrected on the way
Change occurs during regularly scheduled weekly change management windows
Use "Pull" systems to avoid overproduction
The network is not “overbuilt”. Equipment is provided in an as-needed basis, with a small margin for growth.
The shelf time for inventory is not more than 90 days (with the exception of spares)
There is no active storage space … equipment is immediately moved to staging and then to production
Redundancy/HA is minimized except where absolutely necessary or required
Level out the load (Heijunka)
Cyclical replacement keeps the network updated and evergreen on an ongoing basis. Age failures are mitigated
Systems are designed to operate at the mid-point or just above of their processing capacity.
Staff learns nuances of the technology over the cycle time (reduces staff training burnout)
Build a culture of stopping to fix problems, to get quality right the first time
The right solution is encouraged as a design option (and not simply the lowest cost or fastest implemented).
Staff are encouraged to reveal and correct problems through self audit
Management is friendly is asking the question “how do we do it right” first instead of “how fast can it be done, how expensive will it be”
After years of “The “get it done” method
The stop to do it right method
Standardized tasks are the foundation for continuous improvement and employee empowerment
LEAN works because each closet has standards. Parts are interchangeable, cables and cable lengths are standard.
Staff are empowered to make changes during the pre-scheduled change periods
Each staff member is an expert in their vertical product line
Use visual control so no problems are hidden
The five steps in the process:
Sort through and sort out
Set things in order and set limits
Shine and inspect through cleaning
Create and set standards
Educate and communicate
Use only reliable, thoroughly tested technology that serves your people and process
Oakland has determined that we don’t want to be leading or trailing edge.
“Best” technologies are evaluated from a variety of different perspectives: trade recognition, peer use and review, RFP with references
Grow leaders who thoroughly understand the work, live the philosophy and teach it to others
Network management is not about the next wire that is plugged in, it is about how we accomplish the goal. The CIO is committed to this fact
Develop exceptional people and teams who follow your company's philosophy
Training is a given in the Oakland Environment. Each staff member is given training stretch goals annually.
Teams and teamwork are promoted above the individual
Respect your extended network of partners and suppliers by challenging them and helping them improve
Projects at Oakland are opportunities for vendors to excel at what they do. To offer the best designs, the best products, and the best prices
Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu)
Technical staff is encouraged not to manage by phone. Site visits are encouraged.
Vendors are encouraged to visit the site.
Annually, Sr. Management (The Division VP takes the unit management on a walk-around through the office and operational spaces.
Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly
All perspectives are considered and consulted: customer, (student, faculty, staff), managerial, and technical
Execution is fast to eliminate excess inventory and technology aging
Become a learning organization through relentless reflection (Hansei) and continuous improvement (Kaizen)
Every project has a post-project review.
Cyclical upgrades and installations allow for continuous improvement
Current management understands that mistakes are learning opportunities