- Inbunden (Hardback)
- Antal sidor
- Productivity Press
- 2 Tables, black and white; 63 Illustrations, black and white
- 229 x 155 x 25 mm
- Antal komponenter
- 617 g
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Enabling and Sustaining Your Lean Transformation
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This book will have a permanent place in my bookshelf. In my ten-year study of high performing IT organizations, I've found that businesses rely on IT far more than they think. The impacts of poor flow from application development into IT operations can be devastating: ever increasing cycle times and amounts of rework, and an ever increasing amount of heroics required in IT operations to preserve the illusion of stability and reliability. -Gene Kim, Chief Technology Officer, Tripwire, Inc. There has never been a more critical time to improve how IT integrates with the global business enterprise. This book provides an unprecedented look at the role that Lean will play in making this revolutionary shift and the critical steps for sustained success. -Steve Castellanos, Lean Enterprise Director; Nike, Inc. Twenty years from now the firms which dominate their industries will have fully embraced lean strategies throughout their IT organizations. Ten years from now those organizations will have started pulling ahead of their competitors as the result of lean IT. Today this book will show those organizations the path they need to start out on. Will your organization be one of them? -Scott W. Ambler, Chief Methodologist for Agile and Lean, IBM Rational ... goes both wide and deep in its exploration of Lean ... a great survival manual for those needing nimble and adaptive systems. -Dr. David Labby, MD, PhD, Medical Director and Director of Clinical Support and Innovation, CareOregon This book makes a major contribution in an often-ignored but much-needed area. It ranges over a huge area - including excellent cases - that will bring IT professionals into the Lean fold but will also enable Lean managers to reach out to IT. -John Bicheno, Program Director MS in Lean Operations, Cardiff University ... a comprehensive view into the world of Lean IT, a must read! -Dave Wilson, Quality Management, Oregon Health & Science University
Bloggat om Lean IT
Steve Bell, CFPIM brings over twenty years' experience in finance, operations management and information systems. He is the author of Lean Enterprise Systems, Using IT for Continuous Improvement. (2006) Mike Orzen, CMA, CFPIM, PMP delivers a unique blend of IT, operations management, Lean, Six Sigma, and project management. With a BA from Stanford University in economics and an MBA from the University of Oregon, Mike has been consulting, coaching, and teaching for over 20 years. Steve and Mike are faculty members of the Lean Enterprise Institute. Together, the authors combine their experience in information systems and process improvement to share their lessons learned.
FOUNDATION Why Does Lean IT Matter? The Business View The IT View What Causes IT and Business Misalignment? How Lean IT Encourages Alignment and Creates Value Moving Forward Foundations of Lean A Brief History of Continuous Improvement Lean Principles The Central Concepts of Value and Waste Lean Tools Overview Let's Get Started! The Lean IT and Business Partnership Why Hasn't IT Been a Focus of Lean? What is IT's Burning Platform for Transformation? What Is Information Waste? Learning to See Information Waste Lean and Green IT The Tools of Lean IT How Do We Do Lean IT? INTEGRATION: ALIGNING LEAN IT AND THE BUSINESS Lean IT and Business Process Improvement The Coordinating Function of Information, IT, and the Lean Office The Intangible Nature of Information Value and Waste What Processes and Practices Are "Best"? Benchmarking: No Need to Reinvent the Wheel Using Measurement Effectively Business Process Management (BPM) Prioritizing Process Improvement with Strategy The IT Organization's Contribution Lean IT Lessons Learned from Lean Manufacturing: Flow and Pull Push versus Pull: What Went Wrong with MRP? Flow, Balance, and Agility Kanban Is an Information System for Pull Creating a Level Schedule IT Demand Management: The Foundation for Flow Lean IT Lessons Learned from the Shop Floor Lean Management Systems Communication Knowledge Management and Collaboration Performance Measurement Strategy Deployment Measuring Value: Lean Accounting Focus on Creating Value, Not Cost Reduction The Importance of the Lean Management System PERFORMANCE: IT OPERATIONAL EXCELLENCE Lean IT Operations: ITIL and Cloud Computing Quality Is Free Functional Silo or Value-Adding Service Center? ITIL: A Lean Approach to IT Services Management Lean IT in the Cloud Lean Tips for Successful IT Services Adoption Lean Software Development The Challenges of Traditional Software Development Lean Software Development Basics Lean Software Development Life Cycle Implementation and Integration Lessons Learned Applying Lean to Project Management The Value of Effective Project Management Lean Project Management Applying Lean Thinking to Project Management Plan-Do-Check-Act, DMAIC, and Project Management Lean Project Management Enables the Lean Enterprise LEADERSHIP ROADMAP Leading the Lean IT Transformation How to Launch a Lean Enterprise Transformation Strategic Intent Leadership Is a State of Mind The Importance of Effective Management Systems The Three Levels of a Lean Management System Integrating Lean IT A Lean IT Roadmap People Lead Lean IT Change How to Start the Lean IT Transformation Lean IT Transformation Roadmap Strategy Planning Execution Setting the Pace for Change LEAN IT CASE STUDIES Barry-Wehmiller: Lean and ERP Work Together Con-way: Document Management Virtual 5S Con-way: Focused Value Streams Group Health: Lean Software Development Aligns with the Business Strategy Ingersoll Rand Security Technologies: Lean Six Sigma Improves Order Quality Steelcase: Product Data Management Lean Transformation Toyota Australia: How IT Helped Implement Breakthrough Strategy Management Virginia Mason Medical Center: Laboratory Order Process and System Improvement APPENDICES A Brief History of Continuous Improvement How Lean and Six Sigma Work Together Information Wastes IT Service Desk A3 Example Each chapter begins with Chapter Objectives and end with Endnotes