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Winner of a Shingo Research and Professional Publication Award Information Technology is supposed to enable business performance and innovation, improve service levels, manage change, and maintain quality and stability, all while steadily reducing operating costs. Yet when an enterprise begins a Lean transformation, too often the IT department is either left out or viewed as an obstacle. What is to be done? Winner of a 2011 Shingo Research and Professional Publication Award, this book shares practical tips, examples, and case studies to help you establish a culture of continuous improvement to deliver IT operational excellence and business value to your organization. Praise for: ...will have a permanent place in my bookshelf. —Gene Kim, Chief Technology Officer, Tripwire, Inc. ... provides an unprecedented look at the role that Lean IT 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. —Scott W. Ambler, Chief Methodologist for Agile and Lean, IBM Rational ... 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 ... makes a major contribution in an often-ignored but much-needed area. —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
Most Lean practitioners learn about the three Ms: muda (waste), mura (unevenness or variability), and muri (overburden), and beginners in Lean generally focus on the removal of muda. The impact of muri is not as readily understood. It is extremely significant, however, for those working in government. Decisions on staffing levels and resource allocation are made by elected officials who are generally disconnected from daily operations. Short-sighted cost-cutting makes it difficult to deliver quality services as efficiently as possible. The mantra of "do more with less" creates ever-increasing muri. In contrast to robust Lean programs in privately owned companies, efficiency initiatives are regularly cut from public-sector budgets. Antiquated systems remain in place, with too few workers to operate the existing processes. The debilitating impact of persistent muri brings burnout and turnover, perpetuating a vicious cycle. Despite the muri, a dedicated cadre of public servants is hard at work using Lean techniques and principles to break down bureaucratic red tape and improve the quality of services at every level of government across the country. While the author incorporated examples of Lean initiatives in other states to give readers an idea of all the terrific work that is occurring, this book is really the story of one of those journeys. Using the author’s experience while working for the State of New Hampshire, you’ll learn about the steps along the way. Each chapter tells a story of what they did, what they learned, and how the lessons can be applied. Annotated outlines of White, Yellow, and Green Belt programs, and the Lean for Leaders workshop, as well as two hypothetical scenarios that were used as training exercises are included. These approaches are not intended to be authoritative or prescriptive; they are offered as insights and examples. You’ll read about the challenges and pitfalls, and the creative countermeasures developed by a dauntless team of Lean practitioners. The story is shared to inform and encourage others -- material based on the New Hampshire Bureau of Education and Training’s Lean programs is included throughout the book.
You know that great improvement initiatives abound. What you maynot know is how to implement them effectively; get fast, dramaticimprovement; and sustain those results for the long term. It's acommon problem. But take heart: The next wave of performanceexcellence is here—the seamless integration of today'sleading improvement methods. This integration, described thoroughlyin this book, builds upon the strengths and addresses theshortcomings of each discipline. For example: While Six Sigma provides a disciplined, quantitativeapproach, many efforts fail because they don't address the peopleside of performance improvement and change management. Plus, SixSigma efforts are expensive and take too long to produceresults. Lean Manufacturing techniques can provide quick results,but they lack quantitative tools to reduce variation, and, as aresult, are incapable of addressing numerous high-dollarimprovement opportunities. Though High-Performance Organizations (HPO) createconditions for great motivation, improve intra-organizationalinteractions, and lower employee turnover, many HPO interventionsfail to produce solid business results because members lack adisciplined approach and the tools for improvement.
Lean thinking is too often narrowly focused on physical processes, causing serious shortcomings, which limit Lean’s substantial benefits. Revised to consider the emerging global economy, Lean Performance ERP Project Management, Second Edition integrates strategy, people, process, and information technology into a project management methodology that applies Lean Thinking to all processes. It leverages Lean principles, tools, and practices to improve and then continuously improve management decision processes, information/support processes, and their linkages to Lean physical processes. New in the Second Edition— · Provides project managers an overview of lean benefits and challenges to present to Lean Sponsors and Lean Transformation Steering Committees · Presents a strategy for ERP project managers dealing with Chinese-based manufacturing · Includes a refreshed discussion of current events in the transition to lean in the global economy · Discusses new developments such as e-kanban, Radio Frequency Identification (RFID), Customer TAKT, and Operational TAKT · Features a case study of the Lean Commerce system implemented by Toyota North America Based on the author’s practical management and consulting experience, Lean Performance ERP Project Management: Implementing the Virtual Lean Enterprise clearly demonstrates that a lean tool kit requires the participation from all departments of an organization, from product development to fulfillment.
'Operations Management: policy, practices, performance improvement' is the latest state-of-the-art approach to operations management. It provides new cutting edge input into operations management theory and practice that cannot be found in any other text. Discussing both strategic and tactical inputs it combines and balances service and manufacturing operations. * Cutting edge techniques accompanied by brand new case studies * Challenges standard approaches * Comprehensive coverage of strategic supply management * Critical sample questions to aid discussion * Reading lists and articles to support learning * Additional lecturer support material This outstanding author team is from the Operations Management Group at the University of Bath. Their expertise and knowledge is apparent in the text, and they bring to it their original research and experience in the field of operations management.
In Five Key Principles of Corporate Performance Management, Bob Paladino shares his decades of experience to provide proven, real-world implementation insights from globally recognized and award-winning organizations. You’ll discover what today’s Fortune 100 companies are doing right, and how to implement their enterprise techniques and strategies within your own organization to maximize success.
Praise for Performance Management "We are witnessing a convergence among advanced managementconcepts and practices. Performance management is a means to pullit all together, to understand the strengths and limitations ofeach management practice and leverage it for competitive advantage.Cokins' book walks us through all this in a manner that makessomething confusing much less so. There is no one right answer for any situation. The answer lies ina balance of concepts and the integration of them. PerformanceManagement is the glue that holds them all together. This book helps the reader understand the breadth of PM. It's notjust about measuring!" —John F. Morrow, CPA, AICPA Vice President, The NewFinance "Gary Cokins has articulated the '411' of performancemanagement. His combination of personal anecdotes with fundamentalcost and performance management theories provides business leadersat all levels, in any industry or profession, a solid resource forpracticing their work. This book is not only an invaluable resource for those new toperformance management but provides guidance, wisdom, support, andinsight to all industry leaders and managers. Cokins has organizedand simplified the many complex performance management theories,associated tools, and infrastructure for the reader. Buy it, read it, and give it to your colleagues—thencelebrate your successes!" —Sue Swertfeger, Senior Manager, Owens & Minor