Lean is a valid transformation method for ANY organization wanting to focus on customer results, satisfaction levels and greater efficiencies through the elimination of wasteful activities.  Frankly I feel you should revisit your Lean principles.  I am using it with great success to save ITIL 'implementations' that are focused more on the installation of an onerous and incomplete framework than they are addressing customr wants and issues.

Lean ITIL is a misnomer.  ITIL is not a destination nor a transformation method.  it is a valuable resource of good ideas that may, may help address one or more issues.  A Lean approach is a valid starting point for all and process improvement and capability maturity led projects are irrelevant unless they directly affect customer results, satisfaction and the cost of providing services.  Given today's economic shift, how many ITIL centric projects can honestly say they will be in place a year from now.  C-level folks are looking for and deserve a more 'agile' and appropriate approach to improvement and transforming their organizations.  Lean offers one plausible, pragmatic approach.  It also sets the stage for major process improvements on a needs basis.  

Remember - the plan-do-check-act method lauded by many ITIL fans was meant to be used at the ATOMIC level, and preceded by a definition of a problem and its impact on one or more stakeholders...

Posted by: Ian Clayton | April 28, 2009 9:46 PM

Peter

Follow up thought - Lean does not bring  process under statistical control, as Six Sigma does.  In fact, Lean does not require any metrics to be available.  It can start with a problem hypothesis.  It does not require any prerequisite development of artifacts and thus is extremely pragmatic in today's economically austere times.  There are organizations applying Lean Thinking to their service management initiatives and getting a greater return through a heightened focus on the customer rather than just processes.  Why can't we focus on service management and not ITIL....?

Posted by: Ian Clayton | April 28, 2009 9:53 PM

I disagree that Lean does not require any metrics to be available.  Value Stream Management is based upon the premise that you analyze each activity and determine its value added or non-value added value as the customer sees it.  Each value stream should take into account at a minimum, number of people doing the job, how long it takes them to do the job to include set up time, change over time, etc..., cost, and so on.  Only once the current state of the process can be seen and measured can one apply Lean techniques to improve it.  Metrics are an inherent part of the process, what can be measured can be improved.

my 2 cents

Posted by: Greg Bowman | May 10, 2009 12:08 PM

I read the article and thank you very much thank you for sharing your information

Posted by: emlak | October 17, 2009 8:53 PM

Peter,

< Version 3 is what embodies the Lean message and you cannot get there through Version 2! >

Can you clarify the above statement.

I assume you are referring to the introduction of Continual Service Improvement (CSI) in v3. It is more aligned to Six Sigma.

As you mentioned, the purpose of any methodology including ITIL, is to improve efficiency (or reduceing waste). So, one could argue that ITIL v2 also is based on Lean principles.

However, in addition to ITIL implementation the stakeholders need to be trained in Lean. It is because in the implementation process people tend to forget the overall objective - that is to improve the efficiency. ITIL implemetation translates to introducing a service desk tool and documentation.

Cheers

Murali Ramakrishnan

Posted by: Murali Ramakrishnan | February 25, 2010 11:07 PM