Change Management: Lean Digital Transformation

Change Management: Lean Digital Transformation

Nuno Geada (Polytechnic Institute of Setúbal, Portugal)
DOI: 10.4018/978-1-7998-7452-2.ch008
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Information is the driving force of organizations because it is in information systems that the decisions are made. The need to have adequate infrastructure for collection, storage, processing, and distribution in an organization means that an appreciable part of the organization's effort in terms of human and financial resources is channeled in this direction. This chapter aims at the development and consequent application of change management, for optimization of information and process management based on the Lean methodology in information systems. The analysis and implementation of infrastructure for information management is based on eliminating waste and activities without added value, thus imparting continuous improvement, in order to achieve the goals/objectives proposed towards excellence and success and optimization processes and services. In order to achieve the objective of this project, a survey and analysis of the requirements of the IT processes to be able to construct and implement change management are done.
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Lean Methodology

The Lean concept emerged after the Second World War with the Toyota brand. So, after the Second World War, with the Japanese economy devastated, Toyota defined 7 types of waste and adopted a strategy to eliminate it (Ohno, 1988); (Teresko, 2006). This concept of waste elimination became the basis of the Toyota Production System. This concept was taken to the west under the name of Lean Manufacturing (Womark et al, 1990); (Dennis, 2002) ;(Liker & Meirer, 2007). Lean Management aims to satisfy customers in terms of product and service quality and to reduce simultaneously process lead times (Fane, 2003).

The predefined objective of reducing non-productive times, disorganization, uncontrolled production that fosters and creates excesses. The lack of quality standards and excess production, creates tools and concepts discussed in all organizations of our era, either by consulting firms organized by internal teams of continuous improvement (Bell S., 2006). So, the main objective is to produce flexibly at the lowest possible costs, so it can be possible to become a competitive company. (Liker, 2004).

For an example, after the end of the Second World War, the Japanese industry had very low production levels, and suffered from an excessive scarcity of resources, after been defeated by the Allied forces, by the other way the United States of America and Europe applied mass production policies (Pinto J. P., 2010) and the economy was growing faster. So, in order to overcome the market instability and the post-war crisis, a Japanese company called Toyota Motor Corporation emerged.

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