On the basis of a number of interviews conducted with several individuals in and around the IT function a number of areas for potential improvement have been identified. These findings are based in part on the author’s own understanding of the organisation, partly based on a case study on the company, and finally input from the interviews. The basis for improvement of the current situation is present given the fact that the organisation has al-ready implemented the ITIL processes in question. The biggest problem in this regard appears to be a lack of implementation of the processes, owing mainly to the functional nature of the IT organisation and the company in general, which is based on the achievement of functional, hierarchical targets. This functional goal orientation compromises the customer value aspect inasmuch as the achievement of the goals itself becomes a means to an end rather than focusing on delivering value to customers. Consequently, the mere implementation of the ITIL processes does not suffice per se. The processes must be rigorously applied in every possible context, constituting the basis for all thought and action. Everyone in the organisation must work towards a common goal, instituting an end-to-end flow state of mind in every activity of every process. The application of a Lean methodology, in an IT context as well as any other, is not so much a question of the clever use of tools as it is a change in “the way things are done around here”. The current situation resembles the notion of process villages, in which processes are implemented in every functional area in isolation, but at the expense of the integration of the whole. This lack of perspective ren-ders impossible the focus on the creation of value based on customer demand. The application of a systems perspective in accordance with the Vanguard method to a wider extent ena-bles the organisation to fulfil its purpose. Notions central to the Lean philosophy such as customer value, waste elimination and the application of flow becomes the locus of attention, and targets are constructed to focus operations on fulfilling customer requirements. It has been established that the level of customer inquiries with regard to incidents and requests is general-ly high, leading to difficulties for staff in coping with demand. To a wide extent, however, it is possible to rein in this demand by focusing on removing failure demand such as progress chasing by introducing cer-tain changes. An increased focus on alignment of expectations and supplying customers with the required levels of in-formation is required. Furthermore, customers must be enabled to seek and find this information inde-pendently by means of providing process descriptions and Service Level Agreements.
|Educations||Graduate Diploma in Supply Chain Management, (Diploma Programme) Final Thesis|
|Number of pages||185|