applicatiebeheer volgens asl peter janssen pearson education benelux het in beheer nemen van een applicatie – asl bisl foundation – het in. ITIL, ASL, BiSL and CobiT in a MM/TQM point of view 2  Janssen, P., , IT-Service Management Volgens ITIL, Addison Wesley. In Dutch.  Pols, R. van der, , ASL een framework voor applicatiebeheer, Ten. processes are present in all versions of ITIL and ASL and likely to be still applicable in ASL – een framework voor applicatiebeheer (1st ed.) Service lifecycle management hoort volgens mij eerder thuis in de continuous.
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It sounds awful as it rolls off your tongue and it should, because muda means ‘waste’, specifically any human activity which absorbs resources but creates no value: Perhaps there are even more.
Fortunately, there is a powerful antidote to muda: In short, lean thinking is lean because it provides a way to do more and more with less and less – less human effort, less equipment, less time, and less space – while coming closer and closer applicatiebeheef providing customers with exactly what they want. Lean thinking also provides volgeens way to make work more satisfying by providing immediate feedback on efforts to convert muda into value.
Value can only be defined by the ultimate customer.
Lean thinking volgens Womack & Jones (2)
Value is created by the producer. Yet for a host of reasons value is very hard for producers to accurately define. What only comes up when we push it to the foreground is the specific products the firm expects specific customers to purchase at a specific price to keep the company in business and how the performance and delivered quality of these products can be improved while their fundamental costs are pushed steadily down.
Can you put yourself in the position of a design as it progresses from concept to launch, an order as information flows from initial request to delivered product, and the physical product as it progresses from raw material to the customer, and describe what will happen to you at each step along the way? In short, the immediate needs of the shareholder and the financial mind-set of the senior managers have taken precedence over the day-to-day realities of specifying and creating value for the customer.
Lean thinking therefore must start with a conscious attempt to precisely define value in terms of specific products with specific capabilities offered at specific prices through a dialogue with specific customers. The way to do this is to ignore existing assets and applicatuebeheer and to rethink firms on a product-line basis with strong, dedicated product teams.
Otherwise the definition of value is almost certain to be skewed. In summary, specifying value accurately is the critical first step in lean thinking. Providing the wrong good or service the right way is muda. Identifying the entire value stream for each product or in some cases for each product family is the next step in lean thinking, a step which firms have rarely attempted but which almost always exposes enormous, indeed staggering, amounts of muda.
Specifically, value stream analysis will almost always show that three types of actions are occurring along the value stream: So lean thinking must go beyond the firm, the standard unit of score-keeping in adl across the world, to look at the whole: In fact, what is needed is the exact opposite.
In an age when individual firms are outsourcing more and themselves doing less, the actual need is for a voluntary alliance of all the interested parties to oversee the disintegrated value streaman alliance which examines every value-creating step and lasts as long as the product lasts.
Make the remaining, value-creating steps flow. However, please be warned that this step requires a complete rearrangement of appllcatiebeheer mental furniture. In addition, to get tasks done efficiently within departments, it seems like further common sense to perform like activities in batches: But this approach keeps the members of the department busy, all the equipment running hard, and justifies dedicated, high-speed equipment. But we all need to fight departmentalized, batch thinking because tasks can almost always be accomplished much more efficiently and accurately when the product is worked on appliccatiebeheer from raw material to finished good.
In short, things work better when you focus on the product and its needs, rather than the organization or the equipment, so that all the activities needed to design, order, and provide a product volgenx in continuous flow.
Henry Ford and his associates were the first applicatiebehheer to fully realize the potential of flow. Ford reduced the amount of effort required to assemble a Model TFord by 90 percent during the fall of by switching to continuous flow in final assembly.
Subsequently, he lined up all the machines needed to produce the parts for the Model Appljcatiebeheer the correct sequence and aso to achieve flow all the way from raw materials to shipment of the finished car, achieving a similar productivity leap.
But he only discovered the special case. His method only worked when production volumes were high enough to justify high-speed assembly lines, when every product used exactly the same parts, and when the same model was produced for many apllicatiebeheer nineteen in the case of the Model T. In the early s, when Ford towered above the rest of the industrial world, his company was assembling more than two million Model Ts at dozens of assembly plants around the world, every one of them exactly alike.
After World War II, Taiichi Ohno and his technical collaborators, including Shigeo Shingo, concluded that the real challenge was to create continuous flow in small-lot production when dozens or hundreds of copies of a product were needed, not millions.
Kanban volgens Henrik Kniberg & Mattias Skarin
This is the general case because these humble streams, not the few mighty rivers, account applicatiebeheee the great bulk of human needs. The most basic problem is that flow thinking is counterintuitive; it seems obvious to most people that work should be organized by departments in batches. Then, once departments and specialized equipment for making appplicatiebeheer at high speeds are put in place, both the career aspirations of employees within departments and the calculations of the corporate accountant who wants to keep expensive assets fully utilized work powerfully against switching over to flow.
In addition, they often stop at the boundaries of the firm paying their fees, whereas major breakthroughs come from looking at the whole value stream. The frequent result is a collapse of morale among those who survive being reengineered and a regression of the organization to the mean as soon as the reengineers are gone. This requires not just applkcatiebeheer creation of a lean enterprise for each product applciatiebeheer also the rethinking of conventional firms, functions, and careers, and the development of a lean strategy.
When flow is introduced, products requiring years applicatiebheer design are done in months, orders taking days to process are completed in hours, and the weeks or months of throughput time for conventional physical production are reduced to minutes or days.
This produces a onetime cash windfall from inventory reduction and speeds return on investment, but is it really a revolutionary achievement? In fact, it is because the ability to design, schedule, and make exactly what the customer wants just when the customer wants it means you can throw away the sales forecast and simply applicatiebehheer what customers actually tell you they need.
That is, you can let the customer pull the product from you as needed rather than pushing products, often unwanted, onto the customer. The demands of customers become much more stable when they know they can get what they want right away and when producers stop periodic price discounting campaigns designed to move goods already made which no one wants.
In fact, your copy is lucky. One half of the books printed in the United States each year are shredded without ever finding a reader! voolgens
How can this be? It takes many as, to reorder books if the bookseller or warehouse runs out of stock, yet the shelf life of most books is very short. Publishers must either sell the book at the peak of reader interest or forgo many sales. The solution to this problem will probably emerge in phases.
In the next few years, printing firms can learn to quickly print up small lots of books and distribution warehouses can learn to replenish bookstore shelves frequently. Applicatirbeheer appropriate solution will be found once the members of the publishing value stream embrace the fourth principle of lean thinking: Pull in simplest terms means that no one upstream should produce golgens good or service until the customer downstream asks for it p.
It dawns on those involved that there is no end to the process of reducing effort, time, space, cost, and mistakes while offering a product which is ever more nearly what the customer actually wants.
Why should this be? Because the four initial principles interact with each other in a virtuous circle. Getting value to flow faster always exposes hidden muda in the value stream. And the harder you pull, the more the impediments to flow are revealed so they can be removed. Dedicated product teams in direct dialogue with customers always find ways to specify value more accurately and often learn of ways to enhance flow and pull as well.
In addition, although the elimination of muda sometimes requires new process technologies and new product concepts, the technologies and concepts are usually surprisingly simple and ready for implementation right now. Nieuwe moed in deze dwaze wereld nieuwe moed in deze vogens wereld Margaret J. Key to victory is deciding which battles appllicatiebeheer fight -and, above all, which battles not to fight. Archief agile alignment 49 applicatiebeheer 62 applicatierationalisatie 27 architectuur asl 35 asl1 vs.
Lean boeken top 5 maart Meest gelezen Capex vs.