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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010242499 | QA76.758 W535 2013 | Open Access Book | Book | Searching... |
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Summary
Summary
Making IT Lean: Applying Lean Practices to the Work of IT presents Lean concepts and techniques for improving processes and eliminating waste in IT operations and IT Service Management, in a manner that is easy to understand. The authors provide a context for discussing several areas of application within this domain, allowing you to quickly gain insight into IT processes and Lean principles.
The text reviews IT Service Management, with reference to the IT Infrastructure Library (ITIL®) as a framework for best practices--explaining how to use it to accommodate Lean processes and operations. Filled with straightforward examples, it provides enough modeling tools so you can start your Lean journey right away. Examining the work of IT from an IT practitioner perspective, the book includes coverage of:
Throughout the book, the authors use a simple model for Lean Improvement as the framework for communicating practical guidance on identifying and understanding problems, as well as identifying, implementing, managing, and improving solutions. Emphasizing alignment with core Lean concepts, such as A3 Thinking and Plan Do Check Act, it introduces concepts in a manner that allows you to take away small bits at a time and immediately apply them in your IT operations. Exploring the notion that any IT organization can benefit from the application of Lean, the text supplies you with virtually limitless opportunities for improvement in your IT organization.
Author Notes
Howard Williams is an IT Service Management Consultant in Microsoft's Consulting Services organization, with several years of experience designing and implementing ITSM solutions for a diverse customer population. He is an ITIL® Expert (V3), and has an MBA in Operations Management from the University of Colorado at Colorado Springs.
Rebecca Duray is a Professor and Associate Dean for Academic Programs at the University of Colorado at Colorado Springs College of Business. Professor Duray received her Ph.D. from The Ohio State University and her B.S. and M.B.A from Case Western Reserve University. Her research interests are in the strategic use of operations, mass customization, and Lean Information systems. Prior to obtaining her Ph.D., Professor Duray was a management consultant for various firms including Price Waterhouse and A.T. Kearney focusing on operations and systems issues.
Table of Contents
Preface | p. ix |
1 Introduction | p. 1 |
Lean | p. 2 |
Lean Improvement Model | p. 4 |
Narrative of the Book | p. 6 |
A Word about our References | p. 9 |
References | p. 9 |
2 The Work of IT | p. 11 |
The IT View of IT | p. 11 |
IT Work as Process-Based Work | p. 13 |
People-Process-Technology | p. 14 |
IT as Service-Based Work | p. 17 |
Business-IT Alignment | p. 18 |
IT Operations | p. 21 |
Lean IT | p. 22 |
Making IT Lean | p. 24 |
Summary | p. 26 |
References | p. 26 |
3 The OM Perspective | p. 27 |
Process Types | p. 28 |
Process Types in IT Work | p. 31 |
Customer Contact Workflow Model | p. 35 |
Workflow Concepts | p. 38 |
Volume, Variety, and Variation | p. 38 |
Concepts of Flow | p. 41 |
Waiting in Line | p. 42 |
Capacity | p. 44 |
Looking at the IT Factory | p. 45 |
Process Analysis | p. 45 |
Process Improvement | p. 51 |
Quality Improvement | p. 53 |
Summary | p. 55 |
References | p. 55 |
4 The Lean Improvement Model | p. 57 |
Lean Thinking | p. 59 |
Customer Value | p. 59 |
Value Stream Flow | p. 60 |
Elimination of Waste | p. 61 |
Continuous Improvement | p. 63 |
Lean Learning | p. 63 |
A3 Thinking | p. 64 |
Plan-Do-Check-Act | p. 66 |
Lean Problem-Solving | p. 71 |
Lean Tools | p. 71 |
Lean Enablers | p. 73 |
Summary | p. 74 |
Appendix: Examples of Waste in IT Work | p. 74 |
References | p. 77 |
5 Lean Problem-Solving: Identifying and Understanding Problems | p. 79 |
Identifying Waste | p. 79 |
Stumbling on Waste from Pain Points | p. 81 |
Tool: Process Mapping | p. 83 |
Tool: Swim-Lane Diagram | p. 85 |
Tool: RACI Chart | p. 86 |
More on Process Mapping | p. 87 |
Root Cause Analysis (RCA) | p. 90 |
Tool: Cause and Effect Diagram | p. 91 |
Identifying Waste in Clearly Identified Workflows | p. 95 |
Tool: Value Stream Map | p. 97 |
Tool: 5 Whys | p. 104 |
Tool: Pareto Chart | p. 106 |
Clarifying Difficult-to-Identify Workflows | p. 107 |
Tool: Go-and-See (Gemba) | p. 109 |
Surfacing Waste and Exposing Problems | p. 113 |
Tool: Removal of Work-in-Progress (WIP) | p. 114 |
Tool: 5S | p. 117 |
Sort | p. 118 |
Straighten | p. 118 |
Shine | p. 118 |
Standardize | p. 118 |
Sustain | p. 119 |
Tool: Visual Management | p. 120 |
Tool: A3 Reports | p. 121 |
Summary | p. 121 |
References | p. 122 |
6 Lean Problem-Solving: Identifying and Managing Solutions | p. 123 |
Starting with Root Causes | p. 123 |
Identifying Solutions | p. 124 |
Tool: Brainstorming | p. 125 |
Planning, Implementing, and Improving Solutions | p. 128 |
Tool: PDCA | p. 129 |
Tool: Checklists | p. 130 |
Tool: Mistake Proofing | p. 131 |
Creating Flow | p. 132 |
Tool: Pull (versus Push) | p. 135 |
Tool: One-Piece Flow (versus Batch) | p. 138 |
Tool: Rapid Changeover | p. 138 |
Tool: Work Cell Optimization | p. 139 |
Automation of IT Operations | p. 140 |
Improving Nonlinear Processes | p. 141 |
Continuous Improvement | p. 141 |
Kaizen | p. 142 |
Tool: Rapid Improvement Events | p. 143 |
Summary | p. 144 |
References | p. 144 |
7 Lean IT Service Management | p. 147 |
IT Infrastructure Library (ITIL) | p. 147 |
Incident Management | p. 150 |
Problem Management | p. 154 |
Service Request Fulfillment | p. 155 |
Service Desk | p. 157 |
External View of the Service Desk | p. 158 |
Internal View of the Service Desk | p. 160 |
Lean Service Desk | p. 164 |
Applying Lean to Other ITSM Processes | p. 166 |
Availability Management | p. 166 |
Event Management | p. 166 |
Change Management | p. 167 |
Implementing Lean ITSM | p. 168 |
Summary | p. 171 |
References | p. 171 |
8 Implementing and Sustaining Lean IT Improvements | p. 173 |
Continuous Improvement | p. 174 |
Rapid Improvement Events | p. 175 |
Lean Enablers | p. 178 |
Dealing with Obstacles | p. 182 |
Tool: 5 Questions | p. 186 |
Lean Culture | p. 187 |
Metrics and Measurement | p. 188 |
Lean IT at Work | p. 191 |
Lean IT in a Healthcare Company | p. 191 |
Lean IT at a Health Insurance Company | p. 196 |
Lean IT in a Hospital | p. 200 |
Summary | p. 205 |
References | p. 206 |
9 Looking at Lean IT | p. 207 |
Future Drivers of IT Work | p. 207 |
The Role of Lean | p. 208 |
References | p. 210 |
Index | p. 211 |