波士顿咨询集团与the client to identify key areas for improvement, develop a prioritized list of key initiatives, and implement the next level of IT business platforms. In parallel, we equipped the client organization with the required knowledge and skills associated with lean processes, tools, and techniques, preparing the client to continue the program rollout.
BCG的客户学习和实施程序,制作h was heavily focused on experiential learning, comprised eight 14-week “waves.” Each wave was focused on a subset of core processes. The first wave, for example, addressed project management, incident management, and application maintenance processes, and the second wave was focused on service requests and service management processes. We formed a team that included BCG lean experts and the client’s dedicatedkaizenchange managers. BCG led the first two waves to demonstrate the lean approach, gradually transitioning leadership to the client teams under the direction of thekaizenchange managers. Client teams are leading the last five waves while BCG provides on-the-job training, coaching, and light-touch implementation support.
More specifically, the program has focused on equipping thekaizenchange managers with the skills they will need to apply such lean tools and techniques as value stream mapping andkaizen, as well askaizenworkshop facilitation, project management, andchange management skills. Within the client IT organization,kaizenchange managers have formed a new permanent team capable of continuing the program rollout.
Overall, the lean enablement program has touched more than 400 client staff members who have participated inkaizenworkshops across the organization. The program is projected to deliver more than $25 million in benefits and put in place mechanisms to ensure sustainable improvement in operating performance.
