LEADER 03423oam 2200637I 450 001 9910785258403321 005 20230725025118.0 010 $a0-429-24586-6 010 $a1-282-90285-7 010 $a9786612902857 010 $a1-4398-1757-X 024 7 $a10.1201/EBK1439817568 035 $a(CKB)2670000000047828 035 $a(EBL)589866 035 $a(OCoLC)670411983 035 $a(SSID)ssj0000421898 035 $a(PQKBManifestationID)11310165 035 $a(PQKBTitleCode)TC0000421898 035 $a(PQKBWorkID)10416105 035 $a(PQKB)11727300 035 $a(MiAaPQ)EBC589866 035 $a(Au-PeEL)EBL589866 035 $a(CaPaEBR)ebr10417851 035 $a(CaONFJC)MIL290285 035 $a(OCoLC)671642158 035 $a(EXLCZ)992670000000047828 100 $a20180331d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aLean IT $eenabling and sustaining your lean transformation /$fSteven C. Bell and Michael A. Orzen 210 1$aNew York :$cProductivity Press,$d2011. 215 $a1 online resource (372 p.) 300 $aDescription based upon print version of record. 311 $a1-4398-1756-1 320 $aIncludes bibliographical references and index. 327 $aFront cover; Contents; Acknowledgments; Introduction; Section I: Foundation What Is Lean IT and Why Is it Important?; Chapter 1: Why Does Lean IT Matter?; Chapter 2: Foundations of Lean; Chapter 3: The Lean IT and Business Partnership; Section II: Integration Aligning Lean IT and the Business; Chapter 4: Lean IT and Business Process Improvement; Chapter 5: Lean IT Lessons Learned from Lean Manufacturing: Flow and Pull; Chapter 6: Lean Management Systems; Section III: Performance IT Operational Excellence; Chapter 7: Lean IT Operations: ITIL and Cloud Computing 327 $aChapter 8: Lean Software DevelopmentChapter 9: Applying Lean to Project Management; Section IV: Leadership Roadmap; Chapter 10: Leading the Lean IT Transformation; Chapter 11: A Lean IT Roadmap; Section V: Lean IT Case Studies; Case Studies; Appendix A: A Brief History of Continuous Improvement; Appendix B: How Lean and Six Sigma Work Together; Appendix C:Information Wastes; Appendix D: IT Service Desk A3 Example; Index; Back cover 330 $aWinner of a Shingo Research and Professional Publication AwardInformation 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 606 $aInformation technology$xManagement 606 $aInformation resources management 615 0$aInformation technology$xManagement. 615 0$aInformation resources management. 676 $a004.068/4 676 $a658.514 700 $aBell$b Steve$f1960 Sept. 30,$01555138 701 $aOrzen$b Michael A$01555139 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910785258403321 996 $aLean IT$93816804 997 $aUNINA