Parry (right) was Head of European Strategy and Operational Development for Fujitsu. In 2001 he was awarded both the European Call Centre of the Year award for Innovation and Creativity, and the European Call Centre of the Year award for best people development program and a year later took Fujitsu to the finals of the UK National Business awards for Customer Focus, and they became winners of the 2003 National Business Awards for the Best Customer Service Strategy. Currently he is Lean Service though leader and organisation architect.

What all started with Demster Hemming taking statistical control to Japan, moved onto Toyota developing Kanban, the just-in-time production process line pull sytem, which later joined with Six Sigma. the business management strategy originally developed by Motorola's Bill Smith in 1981and enthusiastically adopted by the Japanese, enjoying widespread application in many sectors of industry.

Six Sigma looked to improve the process output quality by identifying and removing causes of defects and minimising variability in manufacturing and business processes. LEAN manufacturing is based on optimising flow; increasing efficiency, decreasing waste, and using empirical methods to decide what matters, rather than uncritically accepting pre-existing ideas. LEAN manufacturing is often seen as a more refined version of earlier efficiency efforts, building upon the work of earlier leaders such as Taylor or Ford

Parry will cover:

• What exactly is LEAN and how does it relate to IT Service Management?
• How does Lean fit in with Six Sigma, ITIL, process improvement and other continuous improvement methods?
• Why is LEAN different, what makes it more a philosophy and way of being than a method or toolset?
• How would a LEAN IT service look and feel and how is this likely to be better than a more traditional IT Service Management structure?
• How can LEAN influence a sourcing strategy
• Breaking away from traditional IT management, what would this mean to me personally as a manager?  What would I have to change to make it happen?
• Examples of how LEAN is being applied to IT Service Management, and the results achieved
• Practical steps to take now to get started with LEAN IT Service development

An effective IT service underpins the success of any organisation.  Organisations under pressure to cut costs and improve the way they develop and sell products and services are increasingly looking to LEAN to bring their customers closer to the heart of the business, reduce waste, and improve quality. 

Applying LEAN goes to the heart of the organisation and touches everything the organisations does.  IT is also at the heart of an organisation, enabling and supporting everything the organisations does from HR, to product development to customer service.

However, does this model of IT as an enabler still work?  In many organisations the layers that separate the customer from the organisation are peeling away, and customers, staff and suppliers are interacting much more directly with the IT function.  IT no longer simply supports other parts of the organisation to develop products and serve customers, IT becomes the product and the way customers interact with the business.

Lean It Service Management : Only 16 places available