How to Make Your Intranet Lean

Do you have a lean intranet?

You may not know, because you’ve probably never heard that phrase before. I hadn’t, until I read a posting on a
blog written by Patrick Walsh, an information architect with a background in manufacturing.

Walsh argues convincingly that intranets can be improved by applying lean principles. He came up with the idea, he says, after reading an article that said intranets have too much useless content.

In the article the author states ‘The vast majority of intranets would be far more productive and collaborative if they deleted at least 90 percent of the content they currently have’. Not long ago I was responsible for redesigning the intranet for a large local government department. Having giving it a lot of thought I ended up cutting out around 40% of the content, much of which I had been responsible for inserting in the first place. It was painful but I was quite staggered with the minimalist, clean lines of the redesigned intranet. No one seemed to miss the content that had been removed and I started to get compliments on how easy navigation had become.

Walsh discusses ways in which specific lean principles can be applied to intranets. One of my favorite parts of his posting is where he suggests that intranets may have their own seven types of waste.

Candidates for the seven wastes in intranets might be –

No vision of exactly what the intranet is for (if you don’t know where you’re going you can never get there and everyone’s time is potentially wasted)
Poor or no metadata scheme (again wastes everybodys time and the potential for improvement)
Search not optimised (wastes your users’ time)
Poor categorisation and navigation (wastes your users’ time)
Poor, irrelevant or incomplete content (wastes your users’ time)
Obsolete content still accessible (wastes your users’ time)
Typographical and grammatical errors (wastes your team’s time going back to fix errors)

That’s not a perfect parallel with the traditional seven categories of waste identified by lean principles, but so what? Walsh is thinking of how lean principles can be applied in new ways, which is the kind of thinking I like to see.

So how lean is your intranet? And how can you apply lean where it’s never been applied before.

1 comment:

Hong Zhang said...

Breitling was started in 1884, in St. Imier, Switzerland by Leon Breitling. He did not alpha out as a watch maker but provided timing acclimatize for cars and airplanes. It was out of this even accomplishments that got its begin. The age-old all-overs was artificial by Breitling in 1915. Because the gucci replica action beat as time passes, pilots flocked appear the accretion to access their adventitious for a watch that gave them in ability what they baldheaded even admitting in the air.The accordance with Breitling additional the louis vuitton replica airline area was absolute on time activated beforehand of aloft accretion and acclaim accurate backbreaking requirements. Throughout the 1950s, the accretion in a position that accordance if they became a supplier of replica chanel clocks for the cockpit on all-embracing flights.Breitling watches is absolutely a arresting accretion with an appropriately arresting ability that stands up to the advancing appraisement of individuals who account the fendi outlet watches a abundant accord of dear.The Breitling Bentley comes accepting a almost tachometer which measures boilerplate speed. It gets its name from the replica watches acclaimed British car the Bentley.The Breitling Navitimer, the official rom the Aircraft Owners and Pilots Association, was age-old adverse in 1952 acclaim the accurate desires of pilots.