|
Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. 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.〔Ker, J. I., Wang, Y., Hajli, M. N., Song, J., & Ker, C. W. (2014). Deploying lean in healthcare: Evaluating information technology effectiveness in US hospital pharmacies. International Journal of Information Management, 34(4), 556-560.〕 Although lean principles are generally well established and have broad applicability, their extension from manufacturing to IT is only just emerging.〔See "Deployment and Commercial Support" below.〕 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 lean principles become intrinsic to an organization’s culture.〔 ==Extension of Lean to IT== As lean manufacturing has become more widely implemented, the extension of lean principles is beginning to spread to IT (and other service industries).〔Hanna, Julia. “(Bringing ‘Lean’ Principles to Service Industries )”. ''HBS Working Knowledge''. October 22, 2007. (Summary article based on published research of Professor David Upton of Harvard Business School and doctoral student Bradley Staats: Staats, Bradley R., and David M. Upton. “Lean Principles, Learning, and Software Production: Evidence from Indian Software Services.”. Harvard Business School Working Paper. No. 08-001. July 2007. (Revised July 2008, March 2009.)〕 Industry analysts have identified many similarities or analogues between IT and manufacturing.〔〔Waterhouse, Peter. “(Improving IT Economics: Thinking Lean )& rdquo;. CA White Paper. November 2008.〕 For example, whereas the manufacturing function manufactures goods of value to customers, the IT function “manufactures” business services of value to the parent organization and its customers. Similar to manufacturing, the development of business services entails resource management, demand management, quality control, security issues, and so on.〔 Moreover, the migration by businesses across virtually every industry sector towards greater use of online or e-business services suggests a likely intensified interest in Lean IT as the IT function becomes intrinsic to businesses’ primary activities of delivering value to their customers. Already, even today, IT’s role in business is substantial, often providing services that enable customers to discover, order, pay, and receive support. IT also provides enhanced employee productivity through software and communications technologies and allows suppliers to collaborate, deliver, and receive payment. Consultants and evangelists for Lean IT identify an abundance of waste across the business service “production line”, including legacy infrastructure and fractured processes.〔 By reducing waste through application of lean Enterprise IT Management (EITM) strategies, CIOs and CTOs in companies such as Tesco, Fujitsu Services, and TransUnion are driving IT from the confines of a back-office support function to a central role in delivering customer value.〔''Masters of Lean IT: How 3 Visionary IT Executives Maximize Value and Minimize Waste''. Interviews with John Parkinson (Chief Technology Office, TransUnion), Mike Yorwerth (Group Technology and Architecture Director, Tesco), and Marc Silvester (Chief Technology Office, Fujitsu Services), published by CA, Inc (2009).〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Lean IT」の詳細全文を読む スポンサード リンク
|