Lean Principles: Where Post-its Meet Technology

Why on earth would a CIO who has lead major IT transformations promote a process that utilizes post-its and markers?

It’s a question that was posed in response to a blog Sue Schade wrote about how visual management boards helped her team improve workflow and collaboration. The argument? Manual, paper-based tools don’t have a place in today’s fast-moving IT world. But Schade believes that in an industry where CIOs are being asked to do more with fewer resources, the smart move is a strategy that incorporates both manual and automated processes.

“I know there’s software that can be used, but this works,” she said of the visual board, a concept she has implemented at multiple organizations, and even uses in her home office. “It’s a way to track and manage tasks so you and your team don’t lose sight of the big issues.”

It’s precisely that vision that has made Schade a champion of process improvement methodologies. To her, eliminating waste and increase efficiencies by creating a better understanding what’s happening at the ground level “are fundamentals it’s not hard to get behind.” In recent years, Schade has led Lean transformations in IT at two different organizations: the University of Michigan Health System, and University Hospitals in Cleveland, where she recently completed a term as interim CIO. Those experiences, she said, “helped cemented my passion and commitment to lean.”

In both cases, prior to arrival, process improvement methodologies had already been implemented in some areas of the organizations — but not IT, which is fairly common.

One reason for this hesitation is that techniques like going to the Gemba — an activity in which managers go to the front lines to watch how work is done and identify opportunities for improvement — are better suited to some departments than others. For example, “you can follow desktop support people and watch how they handle problems and close tickets,” Schade noted. “But with a network engineer or application analyst, how do you go to the Gemba? What do you watch them do?”

Another hurdle? The culture change required to reap the benefits of lean principles. Although quick meetings or “huddles” can make significant strides in facilitating better communication and collaboration, they can also impact workflow. That’s why it’s imperative that leaders find a middle ground. “You have to work with the organization and the culture,” said Schade, who sought input at both University of Michigan and University Hospitals to identify the best time to hold huddles.

At the same time, leaders must convey the importance of being willing to carve out time, even if it means shifting around priorities. “This is about running a business. It can’t be hobby or something you do here and there; it has to be really incorporated into how you work,” she said.

Lean is a journey that requires a commitment and buy-in — even from those who are more comfortable with message boards than visual boards.

To learn more about Schade’s experiences with process improvement, visit her session, “The Role of the Leader in Lean and Visual Management,” which will be held Wednesday, Nov. 2 at 10 a.m.