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On the origin and the descent of managing services. We put meat on the bones.

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lean

Lean Release Management

10 October 2016 by Robert Falkowitz 4 Comments

Derby

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 context, release management as an independent process should not exist.1 I would be begging the […]

Filed Under: Release management Tagged With: deployment management, lean, product owner, release management, service owner

Lean Incident Management

13 June 2016 by Robert Falkowitz 6 Comments

incident and user support

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 organizational roles created to exercise those control activities. For, I have often seen a vicious […]

Filed Under: Incident Management Tagged With: Cynefin, Incident Management, incident resolution, lean, lean process, value stream, vicious cycle

Service processes versus manufacturing processes

17 March 2016 by Robert Falkowitz 8 Comments

Manufacturing and service processes—similar but not the same As more and more organizations use quantitative approaches to managing their services and service processes, so do management frameworks such as Six Sigma or Lean-Six Sigma become more and more used. However, the quality methods in such approaches were first developed to support manufacturing. They concern how […]

Filed Under: processes Tagged With: control limits, Cost of Delay, last responsible moment, lead time, lean, lean-six sigma, opportunity cost, process metrics

Minimum viable process

7 February 2016 by Robert Falkowitz 10 Comments

Start simple I told my customer to start managing changes by using the simplest possible activity for change control, and then use a continual improvement approach to develop that activity in a way that meets the real needs of the organization and is also acceptable to the stakeholders.  Let me call that simplest of processes […]

Filed Under: featured, processes Tagged With: lean, minimum viable process, minimum viable product, process, process definition

The 5 S and Service Management

25 October 2015 by Robert Falkowitz 3 Comments

a neat workplace?

Are the 5 S applicable to service management? What could the 5 S, originating in the management of the workplace in a factory, mean for service management? The 5 S are generally represented in English as Sort, Systematic Arrangement, Shine, Standardize and Sustain. These terms are derived from the Japanese Seiri ( 整理 ); Seiton […]

Filed Under: Service Management Tagged With: 5 S, knowledge work, knowledge worker, lean, seiketsu, seiri, seisou, seiton, shiksute, shine, sort, standardize, sustain, systematic arrangement, work habit

Stopping the clock vs. waiting time

17 May 2014 by Robert Falkowitz Leave a Comment

Stopping the clock is a pernicious practice There is a tradition among certain service providers to “stop the clock” when measuring process cycle time. They consider that any process activity under the responsibility of someone other than the service provider should not count against the agreed service level. There are two main cases: when the […]

Filed Under: Kanban Tagged With: flow efficiency, kanban, lead time, lean, productivity, stop the clock, waiting time

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