Making IT Lean : Applying Lean Practices to the Work of IT

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 ITThe Lean Improvement Model explains Lean concepts and practices and details the authors Lean improvement modelLean 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 analysisLean Problem-Solving (Identifying and Managing Solutions) describes how to use good problem identification as the basis for identifying the right solutionsLean IT Service Management examines IT work from an IT Service Management perspective, using the ITIL framework as a guideImplementing and Sustaining Lean IT Improvements explains how to implement and sustain Lean IT improvementsThroughout the book, the authors use a simple model for Lean Improvement as the framework

This book is aimed at employers, managers and staff in social work agencies. Historically there has been a slowness to acknowledge the risks which social workers routinely face and some employers have adopted a re-active approach, waiting for incidents to occur before taking action. They are thus placed in the position of having to make policy ''on the hoof'' and at a time of crisis. Support to staff who have been attacked has been patchy, and in some instances sadly lacking. The absence of agreed procedures for dealing with violent attacks can leave the staff concerned, feeling unsupported, anxious and stressed. Social work staff, in their turn, may have experienced feelings of guilt when they have been unable to prevent aggression or assault; at best they may lack confidence in the level of understanding and support their line managers will show, and at worst they may feel that they will be blamed for the incident. As a result there is a tendency towards under reporting violent acts. For these reasons a joint approach to the problem is urged which involves social workers, support staff and managers. Personal Safety for Social Workers examines the special issues which social workers, and their employers, need to address. Part 1 reviews some of the information now available about violence in social work settings and within the context of violence in society at large. The respective roles and responsibilities of employers and employees are discussed, and guidance offered on developing a workplace personal safety policy and on the steps which will need to be taken for effective implementation. Advice is given on developing procedures for reporting violent incidents and for providing after-care to staff who have been on the receiving end of violence. This section of the book also looks at the ways in which the design and management of the workplace can enhance personal safety and provides guidelines to social workers on the issues to consider when working away