Author Archives: Robert Falkowitz

Robert Falkowitz

About Robert Falkowitz

Robert S. Falkowitz is the founder and principal consultant of Concentric Circle Consulting, a company specializing in Service Management training and projects. He has practical experience in all phases of IT management, from software development through infrastructure design and package integration. He has also had roles in quality management, strategy and planning. Robert has provided services to companies in the aviation, logistics, pharmaceuticals, telephony, finance and banking industries, amongst others. With a doctorate from the University of Pennsylvania, he had a career in teaching and research at universities such as Yale, Chicago, Emory and Cornell, before entering the commercial sector. He is ITIL V2 qualified at the Manger level, ITIL V3 qualified at the Expert level, and holds the itSMF ISO/IEC 20000 Consultant qualification and was awared priSM's DPSM credential in 2011. Robert has been a member of the board of itSMF Switzerland since 2007, a founding member of the itSMF International Ethics Review Board, the Translation Officer of IPESC, and a member of the itSMF Publishing Editorial Advisory Task Force. A frequently invited lecturer, he is the author of IT Tools for the Business when the Business is IT: Selecting and Implementing IT service management tools, an itSMF International imprint published by TSO in 2011.

Kanban training compared to lean training

Kanban is at the core of lean practices Why get kanban training? Taiichi Ohno, one of the founding spirits of the Toyota Production System (TPS), called kanban the “operating method” of the TPS.1 Insofar as TPS is the basis for … Continue reading

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How to select kanban tools

I am often asked what software tools are available to support the use of kanban. Many lists of such kanban tools already exist (see the end of this article) and I do not intend to repeat the same information here. … Continue reading

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Using Sankey diagrams for kanban

A Sankey diagram is used to provide a visual analysis of flows. While it might be most commonly used to display the flow of materials through a distribution system, such as petroleum and its derived products, Sankey diagrams are well … Continue reading

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How can a Marey chart help analyze the flow of work?

The type of diagram called a Marey chart might be more than a century old, but it can be a useful new addition to the arsenal of tools at the disposal of lean and kanban practitioners. What is a Marey … Continue reading

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Lean Release Management

What is lean release management? “Lean release management” is an oxymoron. It refers to a set of activities that either should not be performed when managing work in a lean way, or are part of other processes. In a lean … Continue reading

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Lean Service Request Management

With this article on lean service request management, I continue my analyses of lean service management processes. My earlier discussion of lean incident management may be found here. Any discussion of managing service requests should take into account John Seddon’s … Continue reading

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Gandhi and continual improvement

Last week I saw a film about the group Ekta Parishad.1 This group applies methods derived from Mohandas Gandhi to help dispossessed Indians to regain their land and livelihood. The film centered on one of the main activities of the … Continue reading

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Lean Incident Management

A vicious cycle in incident management Lean incident management is the resolution of incidents in a manner respecting lean principles. Being lean allows us to significantly reduce the extent of the control activities in the process and the number of … Continue reading

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Managing People Resource Liquidity

What is resource liquidity? There is often a lack of depth in skills in a department. There may be only one person having the knowledge or skills required to perform a task, who thereby becomes a bottleneck. The immediate availability … Continue reading

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Service-oriented organizations

I have decided to gather here a list of references to organizations that organize their IT personnel according to the services delivered, and not according to the technologies supported, the geography, or yet other organizational principles. The list of service-oriented … Continue reading

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