Lean IT: Enabling and Sustaining Your Lean Transformation and over 2 million other books are available for Amazon Kindle . Learn more
  • RRP: £36.99
  • You Save: £5.74 (16%)
FREE Delivery in the UK.
Only 10 left in stock (more on the way).
Dispatched from and sold by Amazon.
Gift-wrap available.
Quantity:1
Condition: Used: Like New
Comment: Used Good condition book may have signs of cover wear and/or marks on corners and page edges. Inside pages may have highlighting, writing and underlining. All purchases eligible for Amazon customer service and a 30-day return policy.
Trade in your item
Get a £9.50
Gift Card.
Have one to sell?
Flip to back Flip to front
Listen Playing... Paused   You're listening to a sample of the Audible audio edition.
Learn more
See all 2 images

Lean IT: Enabling and Sustaining Your Lean Transformation Hardcover – 28 Sep 2010


See all 4 formats and editions Hide other formats and editions
Amazon Price New from Used from
Kindle Edition
"Please retry"
Hardcover
"Please retry"
£31.25
£26.20 £27.50

Trade In Promotion


Frequently Bought Together

Lean IT: Enabling and Sustaining Your Lean Transformation + Run Grow Transform: Integrating Business and Lean IT
Price For Both: £60.97

Buy the selected items together


Trade In this Item for up to £9.50
Trade in Lean IT: Enabling and Sustaining Your Lean Transformation for an Amazon Gift Card of up to £9.50, which you can then spend on millions of items across the site. Trade-in values may vary (terms apply). Learn more

Product details

  • Hardcover: 370 pages
  • Publisher: Productivity Press (28 Sep 2010)
  • Language: English
  • ISBN-10: 1439817561
  • ISBN-13: 978-1439817568
  • Product Dimensions: 23.1 x 15.5 x 2.5 cm
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Bestsellers Rank: 369,104 in Books (See Top 100 in Books)
  • See Complete Table of Contents

More About the Authors

Discover books, learn about writers, and more.

Product Description

Review

This book will have a permanent place in my bookshelf. In my ten-year study of high performing IT organizations, I’ve found that businesses rely on IT far more than they think. The impacts of poor flow from application development into IT operations can be devastating: ever increasing cycle times and amounts of rework, and an ever increasing amount of heroics required in IT operations to preserve the illusion of stability and reliability.
—Gene Kim, Chief Technology Officer, Tripwire, Inc.

There has never been a more critical time to improve how IT integrates with the global business enterprise. This book provides an unprecedented look at the role that Lean 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. Ten years from now those organizations will have started pulling ahead of their competitors as the result of lean IT. Today this book will show those organizations the path they need to start out on. Will your organization be one of them?
—Scott W. Ambler, Chief Methodologist for Agile and Lean, IBM Rational

... goes both wide and deep in its exploration of Lean … 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

This book makes a major contribution in an often-ignored but much-needed area. It ranges over a huge area – including excellent cases – that will bring IT professionals into the Lean fold but will also enable Lean managers to reach out to IT.
—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

About the Author

Steve Bell, CFPIM brings over twenty years' experience in finance, operations management and information systems. He is the author of Lean Enterprise Systems, Using IT for Continuous Improvement. (2006)

Mike Orzen, CMA, CFPIM, PMP delivers a unique blend of IT, operations management, Lean, Six Sigma, and project management. With a BA from Stanford University in economics and an MBA from the University of Oregon, Mike has been consulting, coaching, and teaching for over 20 years.

Steve and Mike are faculty members of the Lean Enterprise Institute. Together, the authors combine their experience in information systems and process improvement to share their lessons learned.


Inside This Book (Learn More)
Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Back Cover
Search inside this book:

What Other Items Do Customers Buy After Viewing This Item?

Customer Reviews

4.5 out of 5 stars
5 star
1
4 star
1
3 star
0
2 star
0
1 star
0
See both customer reviews
Share your thoughts with other customers

Most Helpful Customer Reviews

Format: Hardcover
IT people live in a changing world: new technologies appear all the time, new software versions and short lived hardware means that they must spend a lot of effort on just following all changes - and even more on staying on top of them and be able to advise their customers and users.

During recent years there has additionally been a lot of almost revolutionary activities in the process domain: method based project management, agile thinking, CMMI, IT Service Management/ITIL, and more has been on the daily agenda. And what to do with all the process improvement activities and changes in management philosophies in the business? How to adapt to all that?

The solution is not simple. IT is a big and complex area which touches bases with just about everything happening in an organization. Efficiency and effectivenes has become buzzwords and cutbacks on staffing, outsourcing and all sorts of automation are eternal threats to job security. Only the best and most needed, who can keep up with the need for speed, can remain in the game.

Steve Bell and Mike Orzen do not offer a solution on this complex of problems, but they do offer an insight into a new and important way of getting IT activities - in the IT department and around in the business - at level with the business activities by using Lean principles for achieving improvements.

Lean IT is, as it might be guessed, the application of Lean principles to IT. Throughout the book more and more areas are uncovered that will benefit from Lean Thinking, and this should be an inspiration for everybody working with IT. Especially managers at all levels could benefit from this by integrating some of the ideas in their own work.
Read more ›
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again
1 of 3 people found the following review helpful By DAniel Breston on 8 July 2011
Format: Hardcover Verified Purchase
After 20+ years in ICT management I have seen many "Good Practice" disciplines come and go. What surprised me was that Lean, as a concept, I had been doing for years. What "Lean IT" provided was an excellent reference guide into how to really use the concepts of Lean in an ICT environment with ICT examples. To often, Lean books only have factory examples, but this book is easy to read, easy to use and has the ability to drive others to use lean daily.

There are other Lean ICT books, but none as simple and thorough as this one.
Comment Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again

Most Helpful Customer Reviews on Amazon.com (beta)

Amazon.com: 14 reviews
9 of 9 people found the following review helpful
Lean IT: Enabling and Sustaining Your Lean transformation 7 Jan 2011
By Steven Boancorsi - Published on Amazon.com
Format: Hardcover Verified Purchase
Book Review by: Steven Bonacorsi, Lean Six Sigma Master Black Belt, ITIL Master, Honorary Advisor to the International Six Sigma Council, Agilest, and Founder of the Lean Six Sigma Group.

Ch 1: The authors outline the key disconnects in areas such as the lack of Integration and synchronization between IT and the business as caused by unnecessary complexity. I cannot agree more, as the business complexity increases with supply chains, mergers and acquisitions;, various as changes in customer and employee needs increase accelerate, SOAS does the complexity of information systems increase. Lean IT engages people, using the framework of lean principles, systems, and tools, to align and synchronize the IT Organization with the business to provide quality information, supported by fast and effective information systems that are accurate and complete. Lean IT outlines how Information Technology systems can change quickly to respond to rapidly changing customer and business requirements.

Ch 2: The authors outline three ages of Lean: Beginning in 1890 with the Age of Scientific Management and Frederic Taylor, Henry Ford, then on to The Age of Engagement following World War 2 with Edward Deming, Joseph Juran, Goldratt's Theory of Constraints, and the Toyota Production System, thru 1995 to the Age of Integration with the evolution of Lean and Six Sigma. The Authors clearly cover the Lean Principles, in that they are about fixing processes, not people, for fact-based improvements. Kaizen, culture, Value Stream Mapping (using IT Examples), A3 thinking, and the 7 Wastes are all covered in addition to many other Lean tools and methods, specifically used in IT.

Ch 3: The Authors recognize that Traditional IT organizational practices typically move slowly and carefully to avoid instability and business disruption, while Lean encourages every individual to notice and fix problems by making small improvements each and every day. System life cycle and legacy systems are compared to a maturity model such as CMMI, ISO, ITIL, Prince 2, or SCOR. Information Waste and Quality is explored and the Authors clarify ways to identify and measure the waste, including how to identify Green Lean and IT and how environmental consequences can be minimized. An extensive list of Information Wastes is provided in the appendix, which may be useful to the reader to spot such wastes within their own environment.

Ch 4: Information Technology's role as a catalyst in business process improvement to bridge functional silos is discussed in detail, with the convergence with of strategy, IT Systems, and Lean Thinking. The balance between Efficiency and Agile flexibility is reviewed so that information is provided at the right time, in the right format, to the right audience. Leveraging best practices and benchmarking aide in comparing current processes using effective and compliant measurements. Business Process Management is reviewed but a real gem in the book is the prioritizing process improvement with strategy, including Innovation processes that reinvent the business and establish differentiation in the eyes of the customer.

Ch 5: This is a deep dive into the Lean tools and methods, such as Information Kanban, Demand planning and Management, Scheduling, Line Balancing, Constraints in flow, and workflow capacity. Sales and Operations Planning (S&OP) is outlined with examples on how to respond when demand exceeds capacity.

Ch 6: The authors point out that most Lean transformations efforts are unable to sustain themselves over time as organizations lose momentum and regress to familiar, wasteful behaviors. The success of a Lean management system relies on collaboration and a smooth flow of quality information. The section on Communication and Knowledge management is brilliant. The authors provide insight into collaborative workspaces, IT Service Desk, performance measurement (including Lean business intelligence) and rapid acquisition and Integration. An overview of Strategy Deployment, and a discussion on how to measure value with Lean vs. Traditional Accounting, helps the reader compare and contrast the importance of the Lean Management System

Ch 7: Functional Silos vs. Value-Adding Service Center is brought attention by the authors with an excellent overview of ITIL (Information Technology Infrastructure Library) established best practices and the integration with Lean IT. Next Cloud Computing and its innovative disruption of IT Systems are presented with success tips for IT service adoption. This chapter was high value to me and I am confident the reader will walk away with a holistic view of how to integrate these various frameworks into a unified model based on sound Lean principles.

Ch 8: Software development is a creative process and differs from many repetitive IT processes. Agile Lean Software Development is compared to more traditional models such as waterfall. The Lean Software Development Life Cycle is covered from requirements definition using the Voice of the Customer, demand management, Execution and test iterations, to customer support and measurements. While I would have preferred to see a section on application development estimation techniques like Function Point Analysis, Pert and Critical Path Methods, Use case Points and Test Case Points, used to estimate the size, schedule, complexity, resource effort, and costs, it would have been beyond the scope of the book to cover completely. But the Implementation and Integrations Lessons Learned were very helpful with leading vs. lagging metrics discussed.

Ch 9: Project Management Institute has set the standard for project management and subscribes to the triple constraint that Quality, Cost, and Scope are all linked so that a change in any one area (let's say an increase in quality) will influence other constraints (such as an increase in cost and/or scope). The authors outline how applying Lean thinking to Project Management which will diminish the triple constraint since Lean targets the waste that reduces costs and scope while at the same time as increasing quality. Plan-Do-Check-Act is covered at both a Macro and Micro level with examples of each phase, demonstrating how Lean Project Management enables the Lean Enterprise.

Ch 10: A critical chapter for Lean IT transformations, makes it crystal clear how where clear strategic objectives can be measured for progress, success, and the effect of the change on the business, customers, and supply chain is crystal clear. Transformation Leadership as it relates to the strategy deployment, effective management systems, demand management, and business process management and governance are well explained. A maturity model of 3 levels of management systems is presented in a simple to understand and execute framework, displayed with comparative differences between the business focus, lean focus, and Information systems focus at various levels of the organization, to enable the Integration of Lean IT.

Ch 11: This chapter is a Deployment Champions lifeline, guiding the leaders with a road map from how to start the Lean IT Transformation, linking strategy of the leadership vision, to the building of the teams and tool kits for rapid project execution. Change management at both the strategic and tactical are discussed so the best setting for the pace of the change can be managed effectively.

Lean IT Case Studies
While numerous company examples are discussed throughout the book, the 8 case studies walk the reader through various IT Transformation projects, tools and methods, and lessons learned.

Appendix A: A Brief History of Continuous Improvement
Appendix B :B: How Lean and Six Sigma Work Together
Appendix C: Information Wastes
Appendix D: IT Service Desk: A3 Example

Overall Summary:

Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Steven Bell and Michael Orzen leave the reader with a clear understanding of how Lean IT can enable and sustain your Lean transformation. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.

Although Llean principles are generally well established and have broad applicability, their extension from manufacturing to IT is only just emerging. Indeed, Lean IT poses significant challenges for practitioners while raising the promise of no less significant benefits. And whereas Lean IT initiatives can be limited in scope and deliver results quickly, implementing Lean IT is a continuing and long-term process that may take years before Llean principles become intrinsic to an organization's culture. With the Lean IT book in the transformation leader's hand, they will have a better understanding of the sand pits and best practices learned through the successful implementation in numerous businesses, globally.

If you are a Lean Six Sigma Champion, Black Belt, Master Black Belt, or Executive Leader, I recommend adding Lean IT to your Business Process Improvement Library, as I am confident it will be an invaluable aide in planning your Lean Transformation and roadmap for IT in how they can actively participate in the overall operational excellence goals.
Even non-IT people can read this 8 Dec 2010
By plan do check act - Published on Amazon.com
Format: Hardcover
I got this book as a support for a task I was given-Selection and Implementation of an ERP system.

This book does a great job of covering the IT landscape (ITIL, Software Development, cloud...) as well as what Lean is all about-The Flow of Information to drive the Flow of Materials so the Customer can receive Value from the Supplier (you.)

This book is a great read for IT and non-IT people to read and come to consensus on better ways of managing IT. Many firms end up with IT "managing" IT but the languages spoken are worlds apart. IT, "011010 10101001 01 1101!!!" Finance, "$$$$, 1/4ROI, IRR$$$!!!!" IT, "OMG 0100111 $%#@" Finace "Budget=0"

This book can help both camps come together so IT can deliver value to the customers at a lower cost, which seems to be the only path to talking with finance.

The organization cannot reach excellence without well designed an implemented systems. Finance usually cannot fund the latest greatest. Lean IT can bring the best value to the customer for the lowest cost creating a win-win-win.
An Excellent Bridge Between Lean and Agile In IT 14 Feb 2011
By Thomas Looy - Published on Amazon.com
Format: Hardcover
This well written and exceptionally researched book is a great resource for anyone looking to see how Lean and Agile bring discipline to an IT organization.

For those in the Agile community it will show how to use Lean's systems thinking to reduce waste and further optimize your processes. If you are coming from the Lean community the book will show you how the disciplines of Agile will give you greater visibility and increased throughput to your organization. If you are neither from the Lean or Agile communities but you are frustrated by current processes in your IT organization that inhibit throughput, this book will give you the tools to identify root causes and direction in breaking these constraints.
Bridging the communication gap 21 Jan 2011
By David Almond - Published on Amazon.com
Format: Hardcover
I wish I had this book a few years ago when I assumed a CIO role for a government agency. I had Lean experience with a Fortune 100 company but had never seen all the Lean concepts assembled together in such a concise and usable manner. Bell and Orzen have masterfully linked Lean to the IT discipline and have created a bridge to help the business and IT better understand each other. As more organizations turn to Lean to improve their operational efficiencies, it will be critical that IT understand the language and principles that the business will be adopting. And it will be critical that IT adopt the same techniques to drive out waste and understand their role in creating the customer experience.
Lean for the end-to-end IT value stream 8 Nov 2010
By Chet Amborn - Published on Amazon.com
Format: Hardcover Verified Purchase
This book fits nicely in my Lean library between "Getting the Right Things Done" and "Implementing Lean Software Development". All of the case studies and examples are based on IT services. There is no need to translate the concepts from Lean product manufacturing. Also, the scope covers the full "Initiative to Results" value stream for IT services. So, the discussion is broader than just an Agile SDLC or the IT project management lifecycle. The Lean principles pyramid in chapter 2 is especially useful for organizing the jumble of Lean buzzwords and concepts into a clear mental model about what's involved in enabling a Lean culture transformation in IT.
Were these reviews helpful? Let us know


Feedback