Lean Management Principles for Information Technology: (Resource Management)

Whether it's because of a lack of understanding, poor planning, or a myriad of other things, 50 to 60 percent of the IT effort in most companies can be considered waste. Explaining how to introduce Lean principles to your IT functions to reduce and even eliminate this waste, Lean Management Principles for Information Technology provides the tools and understanding to make better decisions, increase efficiencies, and make IT a major force in delivering sustainable improvements to your supply chain. The proven Toyota Production System principles described in this book have already helped many IT organizations double and triple their output. It introduces some of the most powerful Lean tools and techniques—including Six Sigma, value stream mapping, and spaghetti charting—and provides a methodology for implementing them to reduce waste in your IT environment. Discussing information production processes, IT systems, and change management through the lens of Lean principles, the book: Provides step-by-step guidance through the processes of implementing Lean principles in your IT supply chain management system Illustrates successful implementation across a range of industries and countries Examines how to use Lean methods to achieve ongoing improvement in IT personnel Explains how to implement Lean in the supply chain, while reducing IT cycle time and costs The text reviews the major management challenges facing IT and illustrates solutions with stories, examples, and case studies of how Lean IT has led to unprecedented improvements in the private and government sectors. Demonstrating how to structure the components of your IT system in accordance with Lean, the book details the measures required to achieve and sustain a world-class Lean IT supply chain management system.

Table of Contents:
WHY A BOOK ON LEAN INFORMATION TECHNOLOGY? Why Look at IT? What Is the Problem? Some Examples So What Does Lean Bring to the Table? What Does an IT System Look Like? IT Issues to Avoid A New Directive for IT Organizations IT Background The Twenty-First Century Enterprise The IT Evolution The Enterprise Role of IT The Twenty-First Century Enterprise and IT Case Study: Wipro Are We "Doing the Right Things?" A3 Problem Analysis The A3 Steps "Team Members" Box "Approval Information/Signatures" Box "Clarify and Validate the Problem" Box "Perform a Purpose Expansion on the Problem" Box Break Down the Problem/Identify Performance Gaps" Box "Set Improvement Targets" Box "Determine Root Cause" Box "Develop Improvement Task List" Box "Execute Improvement Tasks" Box "Confirm Results" Box "Standardize Successful Processes" Box Using the 9-Step A3 Tool What Loop Am I In? Case Study: Wipro (Continued) The Art of Managing Change A Discussion of Change Models for Change Innoveering How Do We Manage Change? The People The Circle Goal Setting Leadership Values and Ethics Add Value to Society As an Enterprise Continuous Learning Innovation and Change Creation Measuring/Rewarding Stake Holders Successful Change Management Some Models for Change Quality Functional Deployment (QFD) Total Quality Management (TQM) The TQM Process Systematic Problem Solving (SPS) at AT&T The Good News about TQM Process Reengineering ISO 9000 CAP Kotter USAF 8-Step Understanding Change IT Pitfalls Case Study: Wipro (Continued) BRINGING LEAN INTO INFORMATION TECHNOLOGY? How Can Lean Help IT? Leaning IT Measurable Benefits of Applying Lean to IT How IT is Changing Case Study: Wipro (continued) Some Final Thoughts What is Lean? Defining Lean The Key Principles of Lean Define "Value" from the Customer’s Perspective Define the Process by Looking at and Analyzing All the Pieces of the SIPOC Remove Obstacles (Bottlenecks) That Disrupt the Value Flow Drive Product and Service Flow at the "Pull" of the Customer Empower Employees in the Change Process through Teaming Build a Strategic Plan Lean Tools Acceptance Tools Acceptance Tool #1—Breakthrough Thinking/Concept Management/Purpose Expansion Acceptance Tool #2—Team Effectiveness Surveys Goals and Objectives Roles and Responsibilities Enthusiasm and Motivation Trust and Openness Leadership and Direction Information and Communication Acceptance Tool #3—Change Readiness Surveys Acceptance Tool #4—Myers Briggs Acceptance Tool #5—JoHari Window Technical Tools Technical Tool #1—7 Wastes Overproduction Waiting Unnecessary Transportation Overprocessing Excess Inventory Unnecessary Movement by Employees Production of Defective Parts Underused Employee Abilities or Creativity Technical Tool #2—Value Stream Mapping (Current State/Ideal State/Future State) Mapping the Process Preparation Mapping Process Ideal State Value Stream Map/Future State Value Stream Map Develop an Action Item List of Improvement Opportunities Classify the Action Item List Select Improvement Events Based on the Highest Priority Areas of Improvement Technical Tool #3—SIPOC (Supplier/Input/Process/Output/Customer) Technical Tool #4—SWOT (Strengths/Weaknesses/Opportunities/Threats) Technical Tool #5—VOC (Voice of the Customer) Technical Tool #6—Systems Flowchart/Information Flow Diagrams Technical Tool #7—Gemba Walk (Go and See Analysis) Technical Tool #8—B-SMART Targets Technical Tool #9—JIT (Just-In-Time)/Kanban/Cells Technical Tool #10—Spaghetti Chart Technical Tool #11—Lean Events/RIE (Rapid Improvement Events)/Kaizen Events Technical Tool #12—Improvement Project Technical Tool #13—Just-do-It Technical Tool #14—5S Sort Set in Order (Straighten) Shine Standardize Sustain A Sixth "S"—Safety Technical Tool #15—Poka-Yoke Technical Tool #16—Six Sigma/DMAIC Technical Tool #17—TPM (Total Product Maintenance) Technical Tool #18—Standard Work Technical Tool #19—5 Whys Technical Tool #20—Brainstorming Technical Tool #21—Fishbone Charts Technical Tool #22—Pareto Charts Technical Tool #23—Affinity Diagrams Technical Tool #24—Control Charts Technical Tool #25—PICK (Possible, Implement, Challenge, Kill) Chart/Impact/Effort Matrix Technical Tool #26—Theory of Constraints (TOC)/Bottleneck Analysis Management Philosophy Operating Principles Technical Tool #27—Project Charter Sustainment Comparison of Methods Some Success Stories Case Study: Wipro (Continued) Summary Appendix 6-A The JoHari Window Assessment Test Directions Interpretation JoHari Window Test References Are We Working on the Correct Problem? Or Are We Creating More Problems? A Quick Review of A3 Problem Analysis The A3 Steps The Two Case Examples Case #1 Project Charter Facilitator Activities Event Pre-Work Event Execution Contents of the A3 Post-Event Activities Case #2 Project Charter Facilitator Activities RIE Event Pre-Work Event Execution Post-Event Activities Using the 9-Step A3 Tool The Lean IT Event The RIE The Role of the Facilitator Lean Training Lean Tools How the Lean Process Works Acceptance Stage Technical Stage Sustainment Stage Case Study: Wipro (Continued) Meaningful Metrics The Role and Purpose of Measures The Role and Purpose of Control Systems An Industrial Example—Managing Your Supply Chain Using Event Management Defining the Measurement System What is the Best Measure for your Organization? Measurement Reporting Tools LEAN INFORMATION TECHNOLOGY INTO THE FUTURE IT Maturity Evaluating Your World Class Status IT Best Practices Summary

About the Author :
Dr. Gerhard Plenert has 25+ years of professional experience in IT quality and productivity consulting and in working on manufacturing planning and scheduling methods. He has 13 years of academic experience and has over 150 published articles and nine books: EManager: Value Chain Management in an eCommerce World—2001 Finite Capacity Scheduling (an APICS / Oliver White Series Book)—2000 International Management and Production: Survival Techniques for Corporate America International Operations Management (an MBA textbook)—2004 Making Innovation Happen: Concept Management through Integration Operations Management (A United Nations Training Manual for Developing Country factories)—2005 The Plant Operations Deskbook (an APICS series book) Reinventing Lean; Introducing Lean Management into the Supply Chain—2007 World Class Manager Dr. Plenert has extensive industry experience, including: Private sector Kraft Foods, Smart and Final, Davis Lay, Ritz-Carlton, Hewlett-Packard, Seagate, Motorola, PPI, Clark Equipment, NCR Corporation, and AT&T Consulting companies—Infosys, Mainstream, AMS, IBM, SCI, SAS Corporate "guru" on supply chain management for AMS and Infosys Government sector California—DCSS, DHS Federal—DSS, US Air Force, Air Guard International—United Nations Texas—OAG New York—City of New York warehousing system Dr. Plenert has extensive academic experience: Ph.D. in mineral economics at the Colorado School of Mines, which is their operations and business management degree (under Gene Woolsey) Eleven years as a full-time faculty member (BYU and CSUC) Currently teaching SCM at the University of San Diego Teaching operations, manufacturing, and supply chain management as far away as Malaysia and England Dr. Plenert has: Worked in senior management Generated up to triple the office productivity with the same staffing Worked as an industry consultant implementing SCM, ERP, and eBusiness systems and designing a next-generation enterprise model Literally "written the book" on leading-edge supply chain management concepts like Finite Capacity Scheduling (FCS), Advanced Planning and Scheduling (APS), and World Class Management Taken a 14+% defect rate down to 2% Brought setup times from 20 minutes to as low as 6 minutes Reduced facility-wide inventories by 40% Dr. Plenert’s ideas and publications have been endorsed by people like Steven Covey and companies like Motorola, AT&T, Black & Decker, and FedEx.