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
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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.
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)Principle 1 - Application
(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 windowsPrinciple 2 - Application
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 requiredPrinciple 3 - Application
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)Principle 4 - Application
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”Principle 5 - Application
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 linePrinciple 6 - Application
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 referencesPrinciple 8 - Application
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 factPrinciple 9 - Application
Training is a given in the Oakland Environment. Each staff member is given training stretch goals annually.
Teams and teamwork are promoted above the individualPrinciple 10 - Application
Projects at Oakland are opportunities for vendors to excel at what they do. To offer the best designs, the best products, and the best pricesPrinciple 11- Application
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.Principle 12 - Application
All perspectives are considered and consulted: customer, (student, faculty, staff), managerial, and technical
Execution is fast to eliminate excess inventory and technology agingPrinciple 13 - Application
Every project has a post-project review.
Cyclical upgrades and installations allow for continuous improvement
Current management understands that mistakes are learning opportunitiesPrinciple 14 - Application