Lean management principles for information technology
Plenert, Gerhard J.
Lean management principles for information technology - London,Boston,New York etc CRC Press 2012 - xxiii, 344p.
CONTENTS Preface xv Acknowledgments. xvii Introduction xix SECTION IWhy a Book on Lean Information Technology (IT)? Chapter 1 Why Look at IT? What Is the Problem? . 3 So What Does Lean Bring to the Table? 6 What Does an IT System Look Like? 8 IT Issues to Avoid 15 A New Directive for IT Organizations 19 Summary 20 Chapter 2 IT Background 21 The Twenty-First Century Enterprise. 22 The IT Evolution 25 The Enterprise Role of IT 30 The Twenty-First Century Enterprise and IT 32 Case Study: Wipro 38 Summary 38 Chapter 3 Are We Doing the Right Things? 43 A3 Problem Analysis44 The A3 Steps 45 Team Members Box 46 Approval Information/Signatures Box. 48 Clarify and Validate the Problem Box 49 Perform a Purpose Expansion on the Problem Box 51 Break Down the Problem /Identify Performance Gaps Box 53 Set Improvement Targets Box 55 Determine Root Cause Box 57 Develop Improvement Task List Box59 Execute improvement Tasks Box61 Confirm Results Box.63 Standardize Successful Processes Box 63 Using the 9-Step A3 Tool64 What Loop Am I In? 66 Case Study: Wipro (Continued) 67 Summary69 Chapter 4 The Art of Managing Change 71 A Discussion of Change72 Models for Change74 Innoveering76 How Do We Manage Change? 79 The People80 Key Point 1: The Circle 82 Key Point 2: Goal Setting 83 Key Point 3: Leadership 85 Key Point 4: Values and Ethics85 Key Point 5: Add Value to Society as an Enterprise 88 Key Point 6: Continuous Learning89 Key Point 7: Innovation and Change Creation. 90 Key Point 8: Measuring/Rewarding92 Key Point 9: Stakeholders 94 Successful Change Management.95 Some Models for Change 96 Model I: Quality Functional Deployment (QFD)100 Model II: Total Quality Management (TQM) 102 The TQM Process102 Systematic Problem Solving fSPS) at AT&T106 The Good News about TQM 107 Model iii: Process Reengineering (PR) 108 Model IV: ISO 9000 111 Model V: Change Acceleration Process (CAP). 111 Model VI: Kotter 113 Model VII: USAF 8-Step 113 Understanding Change 115 IT Pitfalls 118 Case Study: Wipro (Continued) 119 Summary119 SECTION IIBringing Lean into Information Technology (IT) Chapter 5 How Can Lean Help IT? 123 Leaning IT 124 Measurable Benefits of Applying Lean to IT 128 How IT Is Changing 133 Case Study: Wipro (Continued) 139 Some Final Thoughts 139 Chapter 6 What Is Lean? 141 Denning Lean 142 The Key Principles of Lean147 Define Value from the Customer's Perspective 148 Define the Process by Looking at and Analyzing All the Pieces of the SIPOC148 Remove Obstacles (Bottlenecks) That Disrupt the Value Flow 150 Drive Product and Service Flow at the Pull of the Customer 150 Empower Employees in the Change Process through Teaming 151 Build a Strategic Plan 151 Lean Tools 151 Acceptance Tools154 Acceptance Tool #1-Breakthrough Thinking/ Concept Management/Purpose Expansion 154 Acceptance Tool #2-Team Effectiveness Surveys 161 Goals and Objectives 161 Roles and Responsibilities 162 Enthusiasm and Motivation 162 Trust and Openness 162 Leadership and Direction162 Information and Communication162 Acceptance Tool #3 - Change Readiness Surveys163 Acceptance Tool #4 - Myers-Briggs 164 Acceptance Tool #5 - JoHari Window 171 Technical Tools 175 Technical Tool #1 - 7 Wastes 176 Overproduction 176 Waiting 177 Unnecessary Transportation177 Overprocessing 178 Excess Inventory 178 Unnecessary Movement by Employees 178 Production of Defective Parts.179 Underused Employee Abilities or Creativity 179 Technical Tool #2 - Value Stream Mapping (Current State/Ideal State/Future State)180 Mapping the Process181 Preparation 182 Mapping Process182 Ideal State Value Stream Map/Future State Value Stream Map 187 Develop an Action Item List of Improvement Opportunities188 Classify the Action Item List 188 Select Improvement Events Based on the Highest Priority Areas of Improvement 191 Technical Tool #3 - SIPOC (Supplier/Input/ Process/ Output/Customer) 191 Technical Tool #4- SWOT (Strengths/Weaknesses/ Opportunities/Threats)192 Technical Tool #5- VOC (Voice of the Customer)193 Technical Tool #6 - Systems Flowchart/ Information Flow Diagrams194 Technical Tool #7 - Gemba Walk (Go and See Analysis)195 Technical Tool #8- B-SMART Targets197 Technical Tool #9- JIT (Just-In-Time)/Kanban/Cells 198 Technical Tool #10- Spaghetti Chart 199 Technical Tool #11 - Lean Events/RIE (Rapid Improvement Events)/Kaizen Events 200 Technical Tool #12 - Improvement Project 201 Technical Tool #13- Just-Do-It 202 Technical Tool #14-5S 202 Sort203 Set in Order (Straighten)207 Shine 210 Standardize 211 Sustain 212 A Sixth S- Safety 212 Technical Tool #15- Poka-Yoke 214 Technical Tool #16- Six Sigma/DMAIC 215 Technical Tool #17- TPM (Total Product Maintenance) 220 Technical Tool #18- Standard Work 221 Technical Tool #19-5 Whys 222 Technical Tool #20 - Brainstorming223 Technical Tool #21- Fishbone Charts 224 Technical Tool #22- Pareto Charts .225 Technical Tool #23- Affinity Diagrams 226 Technical Tool #24- Control Charts 227 Technical Tool #25 - PICK (Possible, Implement, Challenge, Kill) Chart/Impact/Effort Matrix. 230 Technical Tool #26 - Theory of Constraints (TOC)/ Bottleneck Analysis 233 Management Philosophy233 Operating Principles 234 Technical Tool #27- Project Charter236 Sustainment 237 Comparison of Methods 238 Some Success Stories238 Case Study: Wipro (Continued) 241 Summary241 Appendix 6-A 244 The JoHari Window Assessment Test244 Directions244 Interpretation245 JoHari Window Test 247 Chapter 7 Are We Working on the Correct Problem? Or Are We Creating More Problems? 249 A Quick Review of A3 Problem Analysis250 The A3 Steps250 The Two Case Examples251 Case #1253 Project Charter 254 Facilitator Activities 256 Event Pre-Work 258 Event Execution259 Contents of the A3 267 Post-Event Activities 267 Case #2 270 Project Charter 271 Facilitator Activities 274 RIE Event Pre-Work.275 Event Execution276 Post-Event Activities 281 Using the 9-Step A3 Tool 282 Summary 283 Chapters The Lean IT Event 285 The RIE286 The Role of the Facilitator 287 Lean Training 287 Lean Tools 289 How the Lean Process Works 289 Acceptance Stage 289 Technical Stage 290 Sustainment Stage 291 Case Study: Wipro (Continued) 291 Summary 292 Chapter 9 Meaningful Metrics295 The Role and Purpose of Measures 297 The Role and Purpose of Control Systems 297 An Industrial Example-Managing Your Supply Chain Using Event Management 298 Defining the Measurement System304 What Is the Best Measure for Your Organization? 306 Measurement Reporting Tools. 307 Summary 308 SECTION IIILean Information Technology (IT) on into the Future Chapter 10 IT Maturity 313 Evaluating Your World-Class Status314 IT Best Practices 325 Summary328 Chapter 11 Wrap-Up329 Bibliography 333 Index 337 About the Author 343
1420078607
658.4038011 / PLE
Lean management principles for information technology - London,Boston,New York etc CRC Press 2012 - xxiii, 344p.
CONTENTS Preface xv Acknowledgments. xvii Introduction xix SECTION IWhy a Book on Lean Information Technology (IT)? Chapter 1 Why Look at IT? What Is the Problem? . 3 So What Does Lean Bring to the Table? 6 What Does an IT System Look Like? 8 IT Issues to Avoid 15 A New Directive for IT Organizations 19 Summary 20 Chapter 2 IT Background 21 The Twenty-First Century Enterprise. 22 The IT Evolution 25 The Enterprise Role of IT 30 The Twenty-First Century Enterprise and IT 32 Case Study: Wipro 38 Summary 38 Chapter 3 Are We Doing the Right Things? 43 A3 Problem Analysis44 The A3 Steps 45 Team Members Box 46 Approval Information/Signatures Box. 48 Clarify and Validate the Problem Box 49 Perform a Purpose Expansion on the Problem Box 51 Break Down the Problem /Identify Performance Gaps Box 53 Set Improvement Targets Box 55 Determine Root Cause Box 57 Develop Improvement Task List Box59 Execute improvement Tasks Box61 Confirm Results Box.63 Standardize Successful Processes Box 63 Using the 9-Step A3 Tool64 What Loop Am I In? 66 Case Study: Wipro (Continued) 67 Summary69 Chapter 4 The Art of Managing Change 71 A Discussion of Change72 Models for Change74 Innoveering76 How Do We Manage Change? 79 The People80 Key Point 1: The Circle 82 Key Point 2: Goal Setting 83 Key Point 3: Leadership 85 Key Point 4: Values and Ethics85 Key Point 5: Add Value to Society as an Enterprise 88 Key Point 6: Continuous Learning89 Key Point 7: Innovation and Change Creation. 90 Key Point 8: Measuring/Rewarding92 Key Point 9: Stakeholders 94 Successful Change Management.95 Some Models for Change 96 Model I: Quality Functional Deployment (QFD)100 Model II: Total Quality Management (TQM) 102 The TQM Process102 Systematic Problem Solving fSPS) at AT&T106 The Good News about TQM 107 Model iii: Process Reengineering (PR) 108 Model IV: ISO 9000 111 Model V: Change Acceleration Process (CAP). 111 Model VI: Kotter 113 Model VII: USAF 8-Step 113 Understanding Change 115 IT Pitfalls 118 Case Study: Wipro (Continued) 119 Summary119 SECTION IIBringing Lean into Information Technology (IT) Chapter 5 How Can Lean Help IT? 123 Leaning IT 124 Measurable Benefits of Applying Lean to IT 128 How IT Is Changing 133 Case Study: Wipro (Continued) 139 Some Final Thoughts 139 Chapter 6 What Is Lean? 141 Denning Lean 142 The Key Principles of Lean147 Define Value from the Customer's Perspective 148 Define the Process by Looking at and Analyzing All the Pieces of the SIPOC148 Remove Obstacles (Bottlenecks) That Disrupt the Value Flow 150 Drive Product and Service Flow at the Pull of the Customer 150 Empower Employees in the Change Process through Teaming 151 Build a Strategic Plan 151 Lean Tools 151 Acceptance Tools154 Acceptance Tool #1-Breakthrough Thinking/ Concept Management/Purpose Expansion 154 Acceptance Tool #2-Team Effectiveness Surveys 161 Goals and Objectives 161 Roles and Responsibilities 162 Enthusiasm and Motivation 162 Trust and Openness 162 Leadership and Direction162 Information and Communication162 Acceptance Tool #3 - Change Readiness Surveys163 Acceptance Tool #4 - Myers-Briggs 164 Acceptance Tool #5 - JoHari Window 171 Technical Tools 175 Technical Tool #1 - 7 Wastes 176 Overproduction 176 Waiting 177 Unnecessary Transportation177 Overprocessing 178 Excess Inventory 178 Unnecessary Movement by Employees 178 Production of Defective Parts.179 Underused Employee Abilities or Creativity 179 Technical Tool #2 - Value Stream Mapping (Current State/Ideal State/Future State)180 Mapping the Process181 Preparation 182 Mapping Process182 Ideal State Value Stream Map/Future State Value Stream Map 187 Develop an Action Item List of Improvement Opportunities188 Classify the Action Item List 188 Select Improvement Events Based on the Highest Priority Areas of Improvement 191 Technical Tool #3 - SIPOC (Supplier/Input/ Process/ Output/Customer) 191 Technical Tool #4- SWOT (Strengths/Weaknesses/ Opportunities/Threats)192 Technical Tool #5- VOC (Voice of the Customer)193 Technical Tool #6 - Systems Flowchart/ Information Flow Diagrams194 Technical Tool #7 - Gemba Walk (Go and See Analysis)195 Technical Tool #8- B-SMART Targets197 Technical Tool #9- JIT (Just-In-Time)/Kanban/Cells 198 Technical Tool #10- Spaghetti Chart 199 Technical Tool #11 - Lean Events/RIE (Rapid Improvement Events)/Kaizen Events 200 Technical Tool #12 - Improvement Project 201 Technical Tool #13- Just-Do-It 202 Technical Tool #14-5S 202 Sort203 Set in Order (Straighten)207 Shine 210 Standardize 211 Sustain 212 A Sixth S- Safety 212 Technical Tool #15- Poka-Yoke 214 Technical Tool #16- Six Sigma/DMAIC 215 Technical Tool #17- TPM (Total Product Maintenance) 220 Technical Tool #18- Standard Work 221 Technical Tool #19-5 Whys 222 Technical Tool #20 - Brainstorming223 Technical Tool #21- Fishbone Charts 224 Technical Tool #22- Pareto Charts .225 Technical Tool #23- Affinity Diagrams 226 Technical Tool #24- Control Charts 227 Technical Tool #25 - PICK (Possible, Implement, Challenge, Kill) Chart/Impact/Effort Matrix. 230 Technical Tool #26 - Theory of Constraints (TOC)/ Bottleneck Analysis 233 Management Philosophy233 Operating Principles 234 Technical Tool #27- Project Charter236 Sustainment 237 Comparison of Methods 238 Some Success Stories238 Case Study: Wipro (Continued) 241 Summary241 Appendix 6-A 244 The JoHari Window Assessment Test244 Directions244 Interpretation245 JoHari Window Test 247 Chapter 7 Are We Working on the Correct Problem? Or Are We Creating More Problems? 249 A Quick Review of A3 Problem Analysis250 The A3 Steps250 The Two Case Examples251 Case #1253 Project Charter 254 Facilitator Activities 256 Event Pre-Work 258 Event Execution259 Contents of the A3 267 Post-Event Activities 267 Case #2 270 Project Charter 271 Facilitator Activities 274 RIE Event Pre-Work.275 Event Execution276 Post-Event Activities 281 Using the 9-Step A3 Tool 282 Summary 283 Chapters The Lean IT Event 285 The RIE286 The Role of the Facilitator 287 Lean Training 287 Lean Tools 289 How the Lean Process Works 289 Acceptance Stage 289 Technical Stage 290 Sustainment Stage 291 Case Study: Wipro (Continued) 291 Summary 292 Chapter 9 Meaningful Metrics295 The Role and Purpose of Measures 297 The Role and Purpose of Control Systems 297 An Industrial Example-Managing Your Supply Chain Using Event Management 298 Defining the Measurement System304 What Is the Best Measure for Your Organization? 306 Measurement Reporting Tools. 307 Summary 308 SECTION IIILean Information Technology (IT) on into the Future Chapter 10 IT Maturity 313 Evaluating Your World-Class Status314 IT Best Practices 325 Summary328 Chapter 11 Wrap-Up329 Bibliography 333 Index 337 About the Author 343
1420078607
658.4038011 / PLE