Lean IT Foundation

  • Summary

    Lean IT is the extension of Lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. The Lean concept is evolved from the production processes of Toyota (1950). Companies will minimize waste and produce high quality with the Lean method. By applying the Lean method they increase efficiency and increase customer value. The Lean concept has a great impact on the culture of an organization with behavioral aspects such as empowering employees to involve them in the optimization of processes. Lean also introduces new concepts such as: Just in Time and Continual improvement.

    Organizational benefits are:

    • Reduce costs via process efficiency
    • Maximizing customer value



    Benefits for employees are:

    • Lean IT is complementary to other frameworks and methods such as ITIL® and Agile Scrum.
    • Broaden skills on process efficiency with a strong emphasis on behavior.
    • Employee satisfaction increases (involvement).
  • Course Content

    1. General knowledge of the origins of the Toyota Production System and insight into the five core Lean principles
      1. Understanding of the deciding factors at the time Toyota Motor Company started to develop the Toyota Production System
      2. Understanding of the different approaches of Lean in IT and IT in Lean
      3. Understanding the fundamental reasons for embarking on a Lean transformation – especially in an IT-setting
    2. Understanding the definition and application of the Lean principle of value
      1. Understanding how to define whether an activity adds value to a product or service, or not
      2. Understanding the pivotal role of the customer/user in assigning value
    3. Understanding the definition and application of the Lean principle of value streams
      1. Understanding of a value stream as a set of value-adding and non-value-adding activities that a product or services undergoes, as opposed to the work processes of the employees
      2. Understanding of the general best practice for the flow of a value stream analysis and subsequent implementation of the future state process
      3. Understanding how to analyse a value stream for value, waste, flow and quality – especially in an IT-setting
      4. Understanding the general taxonomy used in mapping value streams, as defined in “Learning to See” or “The Complete Lean Enterprise)
      5. Understanding the application of the seven traditional definitions of waste, especially in an IT-setting
      6. Understanding various methods to detect waste – especially in an IT-setting
    4. Understanding of the definition and application of the Lean principle: flow
      1. Understanding the fundamental barriers to flow (such as bottlenecks, unevenly distributed capacity and workload, and batching) – especially in an IT-setting
      2. Understanding the value of frontloading in avoiding rework in later parts of the process – especially in an IT-setting
      3. Understanding when and how to use Takt as a tool in optimizing flow – especially in an IT-setting
      4. Understanding the impact of variance in the demand, and how to build in flexibility in the processes to counter this variance – especially in an IT-setting
    5. Understanding the definition and application of the Lean principle of pull
      1. Understanding how to apply principles of queuing theory (supermarkets) in setting up a pull system – especially in an IT-setting
      2. Understanding the benefits of a pull system in processes –especially in an IT-setting
      3. Understanding the use of Kanban – especially in an IT-setting
      4. Understanding the connection between long cycle times, quality and work in progress, as described by David Anderson and Capers Jones
    6. Understanding the definition and application of the Lean principle: continuous improvements
      1. Understanding the cultural impact of defining errors and mistakes as opportunities for improvement and something essentially good and unavoidable
      2. Understanding how to identify continuous improvement
      3. Understanding the prerequisites of creating a cultural setting where continuous improvements flourish
      4. Understanding how to work with continuous improvements on a regular basis, in the form of weekly kaizen meetings –especially in an IT-setting
      5. Understanding how to use a kaizen board
    7. Understanding of the importance of Lean Management and its role in the implementation of Lean IT
      1. Understanding the important factors leading to success in implementing Lean
      2. Understanding the important factors in sustaining benefits and results from a Lean project in a Lean organization
    8. Understanding of the psychology of change and the role of the Lean change agent
      1. Understanding the psychology of change for people exposed to changing circumstances in general, and about to embark on Lean changes specifically
      2. Understanding of what a change agenda can and cannot affect with reference to people undergoing change
      3. Understanding how a change agent may affect people undergoing change
    9. Knowledge of the content of a generic project plan for a Lean IT project
      1. Understanding how a Lean project may be undertaken
  • e-Competence Framework (e-CF)

    e-CF Area e-Competence e-1 e-2 e-3 e-4 e-5
    PLAN A.4 Product / Service Planning
    A.8 Sustainable Development
    BUILD D.9 Personnel Development
    MANAGE E.2 Project and Portfolio Management
    E.5 Process Improvement
    E.6 ICT Quality Management
    E.7 Business Change Management


    Legend for coverage:

    General - The competence is covered at the level indicated
    Partial - The competence is covered to some extent
    Superficial - Relevant knowledge is covered to some extent
    The competence level is available in the framework
    The competence level is not available in the framework
  • Target Group

    Management and employees of any organization planning to introduce lean need to have a basic understanding of lean thinking. There are no pre-requisites for candidates wishing to be trained and examined for this qualification. However, it is strongly recommended that candidates:

    Have gained two or three years of IT-professional experience in the fields of support and maintenance and/or software development. Candidates could also be project managers or line managers in an IT organization.

  • Exam Details

    • Exam Duration: 60 Minutes
    • Exam Format: Multiple Choices
    • Number of Question: 40 Questions
    • Exam Pass Mark: 26 out of 40 (65%)
    • Level of Qualification: Foundation
    • Electronic Devices Permitted: No
    • Open Book: No


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