In the rapidly emerging Wi-Fi, 802.xx, imbedded intelligence, technology arena, many opportunities, and potential pitfalls abound.  See the IEEE web site at  http://www.ieee802.org/ for updates on the wireless standards alone.  For a sample of new MIS applications see http://www.ianywhere.com.

The massive move of programming, engineering, and information intensive service functions to “potentially lower cost” sites in India, China, and other relatively low-wage countries, pressures MIS organizations to be the lowest cost, highest effectiveness suppliers.

Lean MIS is a multiple ½ day session, 40 to 60 hour workshop, used to improve MIS operations.  In each session, we teach participants lean principles and how to apply and implement the principal(s).  Two or more teams are required for successful LMIS, (1) a LMIS guidance team and  (2) one or more LMIS implementation teams. 

After training in lean principles, the guidance team sets LMIS scope, define initial program scope, and assign LMIS improvement team members.  Both teams are cross-functional, including many MIS customers and suppliers.

LMIS combines the lean manufacturing principles with the Software Engineering Institute’s improvement framework, see http://www.sei.cmu.edu/cmm/cmm.html.  LMIS is designed to improve MIS value streams, flow processes, and support for lean MIS/systems development operations.

We train workshop participants to use the tools and methods, and facilitate or manage new practice startups.

Project steps to completion include:

1. Conduct MIS process evaluation, e.g., define: process steps, what needs to happen at each step, inputs, resources, and outputs
2. Re-engineer to enhance key processes in systems analysis, systems integration, systems development/package selection, production, and service.  Identify and remove waste from each step in the analysis development and operational process,
3. Implement new processes and control plans
4. Update ISO procedures and job descriptions.
5. Develop and launch ongoing improvement system
6. Conduct management briefing.

The team will use analysis and lean assessment tools to develop a base profile of the MIS organization within a lean context, e.g., cultural awareness (of lean in an MIS context), workplace organization and visual management, standardized work, flexible operations, continuous improvement, error proofing, quick changeover capability, total productive maintenance, material control (single piece flow/pull system of work scheduling), and level production.

Based on AMT experience, we recommend two teams:

1. Eight to ten knowledgeable, upper management people representing MIS, sales, supply chain management, maintenance, manufacturing, engineering, quality control, accounting, finance, purchasing, and software/hardware suppliers.

2. Six to 20 representatives from the same groups form an effective LMIS improvement team(s). 

Improved MIS productivity, quality, and cost by elimination of waste and other improvements. Each participant should have a thorough and deep knowledge of the area(s) that he/she represents. 

Team sessions typically last 40 hours (ten, ½-day sessions) to 60 hours (15, ½-day sessions). 

Back