DevOps is inspired by the manufacturing world

by Benjamin Lallement, DevOps coach and CI/CD expert at Gologic.

What if DevOps existed in a parallel world for decades with the supply chain model?

One evening while talking with my wife, working in the field of logistics, I explain to her a problem to put in production quickly a new feature coming from the development’s department. Coincidence, she tells me that she lives the same situation in manufacturing sector!

As we continue our conversation, our challenges in the delivery and development processes are the same, the collaboration between innovation and operationalization conflicted. The main challenge: innovate while maintaining a high delivery rate in production.

Our two worlds live the same issues and rely on very similar models. The IT world, often recognized as “avant-garde”, is based on the principles of the manufacturing sector, recognized for decades.

Let’s have fun comparing the two worlds

 

Applying the industry-recognized SCOR Framework to DevOps culture would:

  • Do not reinvite the wheel!
  • Take advantage of the experience of the manufacturing sector.
  • Shape the practices of the delivery process.
  • Compare and define design patterns.
  • Benefit from solid metrics.

DevOps is no longer a BuzzWord, it’s time to apply a framework!

SCOR

DevOps

Definition The SCOR model was developed by the supply chain council with the assistance of 70 of the world’s leading manufacturing companies.
It has been described as the most promising model for supply chain strategic decision making.
The model integrates business concepts of process re-engineering, benchmarking, and measurement into its framework.
This framework focuses on five areas of the supply chain: plan, source, make, deliver, and return.
These areas repeat again and again along the supply chain.
The supply chain council says this process spans from the supplier’s supplier to the customer’s customer.
DevOps is the combination of cultural philosophies, practices, and tools that increases an organization’s ability to deliver applications and services at high velocity.

Evolving and improving products at a faster pace than organizations using traditional software development and infrastructure management processes.
This speed enables organizations to better serve their customers and compete more effectively in the market.

 

Areas Plan, source, make, deliver, return Plan, code, build, test, release, deploy, operate, monitor
Key findings
  • Average operating sales income improvement of 3%.
  • Outperform competitors in all major supply chain indices.
  • Faster system implementations by 30%, with 30% more functionality.
  • Inventory turn improvements of 20%.
  • Improvement in delivery reliability by 25%.
  • High-performing deploy 200 times more frequently, with 2,555 times faster lead times, recover 24 times faster, and have three times lower change failure rates.
  • High performers have better employee loyalty, as measured by employee Net Promoter Score (eNPS).
  • High-performing organizations spend 22 percent less time on unplanned work and rework.
  • They are able to spend 29 percent more time on new work, such as new features or code.

Share your comments, I will be happy to discuss them with you!

Benjamin Lallement, DevOps coach and CI/CD expert at Gologic.

Suivez-nous et partagez

Leave a Reply