Making IT Lean: Applying Lean Practices to the Work of IT
Features
- Focuses on the application of Lean practices to IT
- Explains how ITIL and Lean can be used together to improve IT operations and services
- Includes case studies that demonstrate how Lean can be applied to IT
- Supplies practical guidance for transforming IT through ITIL and Lean
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:
- The OM Perspective —considers the work of IT from an Operations Management (OM) perspective, showing how many of the concepts that have been successfully applied within manufacturing can be applied to IT
- The Lean Improvement Model—explains Lean concepts and practices and details the authors’ Lean improvement model
- Lean Problem-Solving (Identifying and Understanding Problems)—considers operational work in IT and explains how to apply Lean practices related to problem identification and root cause analysis
- Lean Problem-Solving (Identifying and Managing Solutions)—describes how to use good problem identification as the basis for identifying the right solutions
- Lean IT Service Management—examines IT work from an IT Service Management perspective, using the ITIL® framework as a guide
- Implementing and Sustaining Lean IT Improvements—explains how to implement and sustain Lean IT improvements
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.
Table of Contents
Introduction
Lean
Lean Improvement Model
Narrative of the Book
A Word about our References
References
The Work of IT
IT Work as Process-Based Work
People–Process–Technology
IT as Service-Based Work
Business–IT Alignment
IT Operations
Lean IT
Making IT Lean
Summary
References
The OM Perspective
Process Types in IT Work
Customer Contact Workflow Model
Workflow Concepts
Volume, Variety, and Variation
Concepts of Flow
Waiting in Line
Capacity
Looking at the IT Factory
Process Analysis
Process Improvement
Quality Improvement
Summary
References
The Lean Improvement Model
Lean Thinking
Customer Value
Value Stream Flow
Elimination of Waste
Continuous Improvement
Lean Learning
A3 Thinking
Plan–Do–Check–Act
Lean Problem-Solving
Lean Tools
Lean Enablers
Summary
Appendix: Examples of Waste in IT Work
References
Lean Problem-Solving: Identifying and Understanding Problems
Identifying Waste
Stumbling on Waste from Pain Points
Tool: Process Mapping
Tool: Swim-Lane Diagram
Tool: RACI Chart
More on Process Mapping
Root Cause Analysis (RCA)
Tool: Cause and Effect Diagram
Identifying Waste in Clearly Identified Workflows
Tool: Value Stream Map
Tool: 5 Whys
Tool: Pareto Chart
Clarifying Difficult-to-Identify Workflows
Tool: Go-and-See (Gemba)
Surfacing Waste and Exposing Problems
Tool: Removal of Work-in-Progress (WIP)
Tool: 5S
Sort
Straighten
Shine
Standardize
Sustain
Tool: Visual Management
Tool: A3 Reports
Summary
References
Lean Problem-Solving: Identifying and Managing Solutions
Identifying Solutions
Tool: Brainstorming
Planning, Implementing, and Improving Solutions
Tool: PDCA
Tool: Checklists
Tool: Mistake Proofing
Creating Flow
Tool: Pull (versus Push)
Tool: One-Piece Flow (versus Batch)
Tool: Rapid Changeover
Tool: Work Cell Optimization
Automation of IT Operations
Improving Nonlinear Processes
Continuous Improvement
Kaizen
Tool: Rapid Improvement Events
Summary
References
Lean IT Service Management
Incident Management
Problem Management
Service Request Fulfillment
Service Desk
External View of the Service Desk
Internal View of the Service Desk
Lean Service Desk
Applying Lean to Other ITSM Processes
Availability Management
Event Management
Change Management
Implementing Lean ITSM
Summary
References
Implementing and Sustaining Lean IT Improvements
Rapid Improvement Events
Lean Enablers
Dealing with Obstacles
Tool: 5 Questions
Lean Culture
Metrics and Measurement
Lean IT at Work
Lean IT in a Healthcare Company
Lean IT at a Health Insurance Company
Lean IT in a Hospital
Summary
References
Looking at Lean IT
Future Drivers of IT Work
The Role of Lean
References
Index
Author Bio(s)
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.
