Index
A
Agile BPM, 344–347
Agile compared with Lean, 263–268
Agile Manifesto, 263–264
Agility, 4, 9, 45, 50, 201, 323
Andon, 34, 47, 185, 190–191, 265–266
API (application program interface), 399, 401
APICS, 25
Application integration, 121, 254, 366, 373
Architecture, 328–330
Architecture governance, 62
ARPANET, 25
Assembly cells, 59–60
Automate processes (principle), 67
change management, 172–173
data profiling, 170–171
integration deployment, 172–173
life-cycle, 173–174
pitfalls, 164–167
testing, 171
time-based competition (TBC), 168–169
Wells Fargo Home Mortgage case study, 174–179
Automation. See Autonomation (jidoka)
Autonomation (jidoka), 31–32, 46–47, 197–198, 265, 267, 388–389
B
Batch and queue system, 73, 120
B2B (business to business), 53, 352, 399
B2C (business to consumer), 399
BEST (Business Event State Transition), 330–332
BI Business intelligence, 166, 318, 399
BICC (Business Intelligence Competency Center), 404
Big Bank case study, 70, 85–87
BIGCO case study, 236–240
Break dependencies, 146–150
Brooks, Frederick P., Jr., 7, 253, 333–334
Budget horizon, 214
Build quality in (principle), 67
case study, 198–201
data quality, 182–192
integration quality, 192–198
Business activity monitoring (BAM), 323, 328
Business case development, 216–235
Business context diagram, 287, 313–314
Business event model, 324–325
Business glossary, 284–287, 318–320, 401, 403
Business object, 401
Business process, 401
Business Process Execution Language (BPEL), 399
Business process management (BPM), 321, 399
activities, 326–328
Agile, 344–347
architecture, 328–330
BEST architecture case study, 330–332
data in motion models, 324–326
integration aspects, 322
maturity model, 322–323
Business Process Modeling Notation (BPMN), 327, 400
Business view, 287–288, 313–314, 318, 324
C
Canonical data model, 195, 303, 343, 346, 348, 355, 401
Canonical interchange modeling, 343, 346–349, 355–356
Canonical mapping, 60
Canonical model, 78, 287, 313, 317, 318, 336–350, 401–402
Canonical physical formats, 318, 343, 349–350, 355–356
Capacity-based sourcing, 242–243
Capital vs. operating costs, 223
Case studies
bank (Wells Fargo), 174–179, 330–332
BIGCO, 236–240
BPM (BEST architecture), 330–332
chargebacks, 250–252
decentralized enterprise, 274–279
enterprise data warehouse, 238–240
European Interoperability Framework, 357–359
LEAN-BANK financial management, 250–252
mass customization, 159–161
medical products (Smith & Nephew), 122–130
object-relational impedance mismatch, 359–360
REST and SOA, 269–271
retail (Clicks-and-Bricks), 70, 81–85, 91–101
utility company (Good Energy), 198–201
CDC Changed data capture, 46, 157, 400
Centralization, 211–212, 274–275
Change, fear of, 115
Change agents, 113–117
Change management, 114, 172–173
Chargeback accounting, 240–252
Check sheet, 28
Chief engineer (ICC), 121–122
CMM (Capability Maturity Model), 8, 390
Coach (leadership role), 113
COBIT (Control Objectives for Information and Technology), 8
Code reviews, 196–197
Cohesion and coupling, 343–345
Common business definitions, 323
Common data definitions, 78, 195, 318, 323
Compliance, 188
Consolidated enterprise view, 155–156, 199–200
Continuous improvement. See Kaizen
Continuous improvement case study, 91–101
CORBA (Common Object Request Broker Architecture), 400
Cost allocation chargeback, 244–246
Cost reduction, and data quality, 187–188
Costs, 222–226
Coupling, 343–345, 402. See also Loose coupling
Current-state map, 36–37
Custom-built integrations, 51
Customer demand rate, 35
Customer service, 43
Customer survey, 140–142
Customer value, 33
D
Dashboards, 128–129, 191–192, 198, 378
Data, mass customization, 153–156
Data analysts, 65, 319–320, 353, 355
Data at rest, 286–290, 313, 317–320, 325, 351
Data governance, 61, 130, 187–188, 309–312, 402
Data in motion, 286–290, 313–314
Data integration (DI), 121, 150, 160, 226, 320, 400, 402
Data integration hubs, 61
Data profiling, 170–171
books, 183
business drivers, 186–189
and cost reduction, 187–188
dimensions, 126
golden elements of business, 190
lean principles and, 122–130
prioritizing, 190
process steps, 127
Data Quality: The Accuracy Dimension (Olson), 183
Data semantics, 339–340
Data standardization, 323
Data stewards, 201, 283, 297, 299, 319–320
Data synchronization, 65, 156, 375
Data warehousing, 53, 157–158, 402
DBMS Database management system, 400
Death phase (life-cycle), 80
Decentralized enterprise case studies, 274–279
Decide as late as possible, 146
“Defects = 0” concept (poka-yoke), 28
“Defer commitment,” 146
Dell Computers, 47
Demand-based sourcing, 242–243
Deming, W. Edwards, 25–28, 90, 184
TQM, 25–28
Deployment, 172–173
Deployment teams, 60
Developing Superior Work Teams (Kinlaw), 104
Development factory, 48, 62–63
Differentiating the whole, 147
Direct cost chargeback, 244–246
Direct vs. indirect costs, 223
Diseconomies of scale, 211–212
DQCC (Data Quality Competency Center), 404
Drucker, Peter, 25
E
Early adopters (change agents), 113–114
Economies of scale, 9–10, 16–20, 211
Employees, 24, 27, 33–34, 119, 388
Empower the team. See Team empowerment (principle)
English, Larry P., 183
Enterprise application integration (EAI), 370, 400, 402
Enterprise cost center, 242–243
Enterprise data models, 154, 316
Enterprise data warehouse (EDW), 238–240
Enterprise information integration (EII), 400
Enterprise Integration Patterns: The Canonical Data Model (Hohpe), 340
Enterprise resource planning (ERP) architecture, 8, 154, 277, 345, 371
Enterprise view, 155–156, 199, 287–288, 312–313
Entity relation diagram, 318
Error-proofing (poka-yoke), 28, 32, 45, 184, 265–266, 388
ESB (enterprise service bus), 61, 216, 330, 343, 400, 403
ETL (extract, transform, load), 250, 365–366, 370, 400
ETL COE production support chargeback, 250–251
European Interoperability Framework, 357–359
Event-driven architecture (EDA), 330, 344–345, 400, 403
Event-driven process chains, 327
Exception-based processing (EBP), 178–179, 330–331
Exception messages, 176
Excess capacity, 111
F
Factory knowledge base, 62–64
Factory tools, 62–64
Fear of change, 115
Fielding, Roy, 269–270
Financial management, 205
activities, 214–215
business case development, 216–235
case study (BIGCO), 236–240
case study (chargebacks), 250–252
case study (enterprise data warehouse), 238–240
case study (LEAN-BANK), 250–252
chargeback accounting, 240–249
maturity levels, 206–207
First-in first-out, 82
5 Whys, 38–39, 118, 387–388, 390
Fixed-price chargeback, 244–246
Fixed vs. variable costs, 223
Focus on the customer (principle), 67, 70–74
Ford, Henry, 25–29
Ford automobiles, 51
Ford production system, 26–27
Four core values of lean, 33
Function/information matrix, 287, 310, 313–314
Future-state map, 36–37
G
Gemba, 265–266
General Motors, 26
Gilbreth, Frank Bunker, Sr., 24–26
Gilbreth, Lillian, 26
Global teams, 120
“Go see” (genchi genbutsu), 32, 34, 265–266
Golden elements, 190–191
Good Energy case study, 198–201
Governance committees, 61–62, 122, 125, 298, 310. See also Data governance
H
Hanna, Julia, 43
Hansson, David Heinemeier, 258, 260
Heijunka (production leveling), 31–32, 45, 265–266
Histogram, 28
Hohpe, Gregor, 340
Holistic approach, 11, 22, 147, 315
Hoshin kanri (policy deployment), 32, 34–36, 40, 392
HTTP (Hypertext Transfer Protocol), 270, 400
Human motion study, 26
I
Impedance mismatch, 359–360
Implementing Lean Software Development: From Concept to Cash (M. Poppendieck and T. Poppendieck), 74–75
Improve continuously (principle), 67, 89–101
Improvement types (kaikaku and kaizen), 114
Improving Data Warehouse and Business Information Quality: Methods for Reducing Costs and Increasing Profits (English), 183
Industrial development, 24
Industrial revolution, 25
Industry data models, 166–167
Informatica Analytic Applications, 158
Information architecture, 301–303
activities, 309
challenges, 304–308
data at rest, 317–320
maturity model, 302–303
methodology, 310–312
models, 312–320
prerequisites, 308–309
team interactions, 320
Information life-cycle management (ILM), 81
Information management task, 71, 94, 362
Information models, 287, 313, 317–318, 325, 351
Infrastructure, sharing, 369
Initiation document, 53
Initiator role, 112
Integration, definition, 12–14, 403–404
Integration architect, 122, 157, 159–160, 330
Integration-as-a-service, 65, 70
Integration aspects, 322
Integration Center of Excellence (Integration COE), 404
Integration Competency Center: An Implementation Methodology (Schmidt and Lyle), 293n, 294, 339, 367
Integration Competency Center (ICC), 15–16, 404
chargeback accounting, 240–252
formal standards, 377
functional scope, 376
and the integration factory, 49, 52–55, 64–66
launching ICC, Inc., 109–113
objectives, 378–379
organizational models, 64
organizational structure, 121
portfolio rationalization, 380–385
sample implementation plan, 259
self-funding ICC chargeback, 251–252
self-service ICCs, 64–66
Integration Definition (IDEF), 327
Integration deployment, 172–173
Integration development, 95–100, 168
Integration factory, 404
agility, 50
automation (jidoka), 15, 46–47
Factory Tools, 62–64
flow types, 49
project workflow scenario, 55–57
as self-service ICCs, 64–66
traditional compared with modern, 46–49
variants, 53–55
work-group integrations, 58–62
Integration laws, 90, 339–340, 395–397
Integration methodology, 253–254
activities, 256–263
Agile compared with Lean, 263–268
decentralized enterprise case study, 274–279
engagement services, 271–274
maturity model, 255
REST and SOA case study, 269–271
Integration patterns, 78–79
Integration quality, 183, 192–198
Integration Solutions Group (ISG), 404
Integration systems, 361–364
activities, 371–378
challenges, 369–370
complex, 365
data management, 375–377
industry practices, 370–371
maturity model, 368
portfolio rationalization, 369, 378–385
simple, 364
steps, 371
taxonomy, 364–368
Integration testing, 182
Integration value chain, 87–88
Integration wastes, 74–81
Interaction models, 287, 313, 317, 325
Interchangeable parts, 23–25
Interface specifications, 326, 368
Internal vs. external costs, 223
Interoperability, 357–359
Inventory excesses, 30
IS (information systems) organizational unit, 400
Ishikawa, Kaoru (fishbone diagrams), 25, 28
IT (information technology) organizational unit, 400
ITIL (Information Technology Infrastructure Library), 8, 370–371
J
Japanese adoption of American systems, 26, 27, 29
Japanese Manufacturing Techniques (Schonberger), 25, 28
Jidoka (autonomation), 31–32, 47, 197–198, 265, 267, 388–389
JIT (just-in-time) techniques, 26–27, 31, 50, 389
Job security (layoffs), 112
Jones, Daniel T., 25, 29, 52n, 71–72, 94, 114, 139n, 163
Juran, Joseph (TQM), 25–27
K
Kaikaku, 114
Kaizen, 31–32, 34, 43, 89–91, 99, 114, 153, 389
Kaizen events, 389
Kanban, 28, 31–32, 34, 47, 389, 391
Knowledge base repository, 62–64
Knowledge workers, 134
KPIs key performance indicators, 124, 128
L
Lamport, Leslie, 281
Late adopters (change agents), 113
Layered audit system, 389
Layoffs (job security), 112
Lean
application trends, 41–44
compared with Agile, 263–267
consumption, 139–140
four core values, 32–33
practices, 32, 34–41, 49, 90, 302
production system, 389
LEAN-BANK case study, 250–252
Lean Enterprise Institute, 25, 69n
Lean Enterprise Management System, 23, 31–33, 38
Lean Software Development: An Agile Toolkit (Poppendieck), 132n
Lean Solutions: How Companies and Customers Can Create Value and Wealth Together (Womack and Jones), 139
Lean Thinking: Banish Waste and Create Wealth in Your Corporation (Womack and Jones), 52, 71–72, 94, 114
Learning to See: Value-Stream Mapping to Create Value and Eliminate Muda (Rother and Shook), 69
Legacy integration, 344–345, 347
Level scheduling, 389
Levine, Michael K., 77, 103, 107, 266–267
Life-cycle automation, 173–174
Life-cycle phases, 80–81
Live documentation, 151–152, 173
Logical data map, 287, 313, 325–326
Logical data models, 287, 313, 318, 320
Login process, 85–87
Loose coupling, 148–149, 155–156, 323, 331, 340–342
Loosely coupled systems, 340–342
M
MacArthur, Douglas, 26–27
Machine That Changed the World, The (Womack and Jones), 29
Maier, Mark W., 301
Maintain live documentation, 146–147, 151–152
Make decisions reversible, 146, 150
Manual testing, 171
Manual work queue, 176
Mass customization
case studies, 159–161
compared with mass production, 152–153
of data, 153–156
integration logic, 156–159
Mass production, 24, 29, 152–153
Master data list, 287, 313–314
Material delivery, 30, 32, 74, 200
Maturity levels, 16
Maturity model
business process, 322–323
information architecture, 302–303
integration methodology, 255
integration systems, 367–368
metadata management, 282–283
modeling management, 335
Maxwell, John C., 67
MDM (master data management), 53, 123–125, 158, 304, 338, 400
ME&C (mutually exclusive and comprehensive), 400
Mergers and acquisitions, 188–189
Message queue (MQ), 82–85, 87–88, 366
Metadata management, 151–152, 173
accountability, 292
activities, 295–300
challenges, 289–292
context diagram, 285
framework, 285–289
maturity model, 282–283
practices, 293–295
prerequisites, 292–293
scope, 284–285
team, 61
for increasing speed, 141–142
for reducing costs, 142–143
Middleware, 14–15, 50–51, 61, 77–78, 87, 400
Migration road map, 378
Mistake-proofing. See Poka-yoke
MMO metadata management office, 297–298
Model layers, 351–352
Model (leadership role), 113
Modeling management, 333
activities, 352–356
best practices, 356
canonical models, 340–350
coupling and cohesion framework, 343–345
European Interoperability Framework case study, 357–359
loosely coupled systems, 340–342
maturity model, 335
model layers, 351–352
object-relational impedance mismatch case study, 359–360
semantics, 339–340
step by step process, 354
Modular integration process, 149–150
MOM (message-oriented middleware), 400
Mortgage Industry Standards Maintenance Organization (MISMO), 314, 352–353
Motion study, 26
MRP Crusade, 25
Muda. See Waste
Musket manufacturing, 24
Mythical Man-Month, The (Brooks), 7
N
Net Promoter Score (NPS), 140–141
Non-value-added, 33, 71–74, 135, 137–138
Nontransparent transformations, 342, 350
Not invented here syndrome, 18, 115, 397
O
Obeya, 390
Object-relational impedance mismatch, 359–360
ODS (operational data store), 400, 405
Off-shoring, 116
Ohno, Taiichi, 23–31, 33, 39–41, 392
Olson, Jack E., 183
One-time vs. ongoing costs, 224
Open Source community, 107–108
Operation level agreement (OLA), 377–378
Operational Capacity from New Initiatives (OCNI), 252
Operational workflow model, 325
Operations factory, 48–49
Operations governance, 62, 403
Optimize the whole (principle), 67, 131–143
Orlicky, Joe, 25
Out of the Crisis (Deming), 25, 28
Overorganization, 120
Overproduction (waste), 30, 69, 74–75, 393
P
Pareto chart, 28
Park Nicolett Health Services, 44
Partnering, 189
PDCA (Plan, Do, Check, and Act), 7, 26, 38, 90, 207, 390
Perfection, 29, 31–32, 34, 89, 388
Personal performance vs. group performance, 119
Peters, Tom, 203
Physical data models, 287, 313, 319–320
Physical transformation tasks, 71, 362
Pine, B. Joseph, II, 152
Plan for change (principle), 67
break dependencies, 146–150
maintain live documentation, 151–152
make decisions reversible, 150
mass customization, 152–161
Plant flow layout, 32
Plossl, George, 25
POC (proof of concept), 400
Poka-yoke, 28, 32, 45, 184, 265–266, 388
Poppendieck, Mary, 74–75, 89, 118, 132, 181
Poppendieck, Tom, 74–75, 89, 118, 132, 181
Porter, Michael (Value Chain), 25
Portfolio rationalization, 378–385
Practice of Management, The (Drucker), 25
Practices, 32, 34–41, 49, 90, 302
Problem-solving process, 38–39
Procedural adaptation, 358
Procedural interoperability, 357–359
Process charts, 25–26
Process decomposition, 395–396
Process efficiency, 391
Process models, 283, 287, 313, 317, 324–328, 351
Process stability, 32
Production lead time, 391
Production operations teams, 60–61
Production quotas, 24
Profiling and data quality, 126, 191
Project document, 52, 296, 398
Project governance, 62
Project methodology, 257, 261, 267
Project teams, 60
Project workflow scenario, 55–57
Protocol conversion, 357–358
Protocol definitions, 326
Pull, 52, 63, 185, 190, 264, 266, 389
Q
Quality, 31–32, 391. See also Build quality in (principle); Data quality; Integration quality
Quality circles, 27–28
Quality control, 28
Quality metrics, 140–141
Quality testing, 197–198
R
Rechtin, Eberhardt, 301
Refactoring, 59, 76–77, 108, 146, 207, 303
Reference models, 287, 310–317, 366–367
Regulatory compliance, 188
Reichheld, Fred, 141
Reinventing the wheel, 78–79, 254
Requirements definition, 181–182
Requirements tool, 63
Resource usage chargeback, 244–246
Respect, trust, and commitment (motivators), 108–109
REST (representational state transfer), 260, 269–270, 400
REST and SOA case studies, 269–271
RESTful Web Services (Richardson and Ruby), 258
Retail (Clicks-and-Bricks) case study, 70, 81–85, 91–101
Retirement planning (life-cycle phase), 80–81, 380–384
Revenue, and data quality, 187
Reversible decisions, 150
Richardson, Leonard, 258
Risk assessment, 230–232
Rother, Mike, 69
Ruby, Sam, 258
S
Satisficing, 134
Scatter diagram, 28
Scheduler tool, 63–64
Self-funding ICC chargeback, 251–252
Self-service ICCs, 64–66
Semantic interoperability, 357–359
Semantic transposition, 357–358
Semantics, 339–340
Sequence diagrams, 287, 313, 325
Service-based chargeback, 244–246
Service definitions, 271–274
Service offerings, 274
Shewhart, Walter, 25–26
Shine (seiso), 5S, 193–195
Shook, John, 69
Simon, Herbert, 134
Single-piece flow and pull, 33–34
Singletary, Lester, 12
Six Sigma, 8, 26, 32, 124, 390
SLA (service level agreement), 326, 370, 377–378, 400, 407
Sloan, Alfred P, 26
SMED (Single Minute Exchange of Die), 25, 28, 32
Smith & Nephew case studies, 122–130
SOA COE (SOA Center of Expertise), 404
SOA (service-oriented architecture), 165–166, 269–271, 331, 340, 353, 376, 400, 404, 407
SOAP (Simple Object Access Protocol), 270, 331, 400
Software start-up companies, 109–111
Solution view, 287–288, 313, 318, 325
SOR (system of record), 297, 303, 400, 407
Sorensen, Charles E, 26
Sort (seiri), 5S, 193–195
SQL (Structured Query Language), 400
Stalk, George, 45
Standard work, 31–32, 40, 44, 387, 389, 391
Standardize (seiketsu), 5S, 193–195
Standards, 39–40, 90, 195–196, 248, 396–397
Statement of work (SOW), 56–57
Statistical process control, 25–26
Stenzel, Joe, 3, 89, 115, 119, 131, 205, 241, 247
STP (straight through processing), 53, 175–179, 329–330
Straighten (seiton), 5S, 193–195
Strategic demands, 241–242
Sub-optimizing, 134
Supply and demand mismatch, 210
Supply Chain Council (SCC), 314
Supply-Chain Operations Reference (SCOR), 314
Sustain (shitsuke), 5S, 193–195
Sustainable integration infrastructure, 155–156, 199, 397
Sustaining knowledge, 90
Synchronized manufacturing, 26–27
System complexity estimator, 44
Systems families, 367
Systems framework, 366, 371–372
T
Tactical demands, 241–242
Takt time, 32, 35, 59, 265–266, 392
Tale of Two Systems, A: Lean and Agile Software Development for Business Leaders (Levine), 77, 266
Taylor, Frederick Winslow, 24–25
Team empowerment (principle), 67, 103
ICC, Inc, 109–111
leadership roles, 112–117
organizational structure, 120–122
practices, 117–120
software team examples, 107–109
team characteristics, 105–107
team makeup, 104–105
Technical interoperability, 357–359
Technology decision tree, 377
Technology view, 287–288, 313, 319, 326
Telephone, 25
Test cycles, 181–182
Testing automation, 171
There is no end state (integration law), 115, 396
Tiered flat rate chargeback, 244–246
Time-based competition (TBC), 168–169
Time study, 24–26
TOGAF (The Open Group Architecture Framework), 8
Toyoda, Eiji, 25
Toyota House of Lean, 30–31
Toyota Motor Company, 29
TPI (total process integration), 276–278
TPM (total productive maintenance), 31–32, 392
TPS (Toyota Production System), 23, 27–31, 392
TQM (Total Quality Management), 25–26, 28
Transformation models, 287, 313, 317, 325–326
Transformation rules, 325–326, 337
U
Ultimate Question, The: Driving Good Profits and True Growth (Reichheld), 141
Unnecessary complexity (waste), 79–80
U.S. adoption of Japanese techniques, 28–29
Usage-based chargeback, 242–243
V
Value, 70
Value-added/non-value-added, 33, 71–74, 135
Value chain, 15–16, 25, 85–88, 132, 139, 167
Value proposition, 213, 271–274, 295–296, 379
Value stream mapping, 36–38, 41, 44, 72, 134–139
Value stream optimization, 265
Value stream view, 32
Values, 32–33
Variable staffing model, 168–169
Variation, 79–80
Versioning, 59
Victor, Bart, 152
Visual management, 31, 32, 34, 36, 38–40, 190–193, 198, 392
W
Waste, 393
manufacturing and production, 74–87
and 5S programs, 193–195
software development, 74–75
types and eliminating (principle), 30, 67, 74–87
Web architecture, 269–270
Web Services Description Language (WSDL), 331, 407
Weill, Peter, 321
Wells Fargo Home Mortgage, 174–179, 330–332
Whitney, Eli, 23–25
Wight, Ollie, 25
Wikipedia, 108–109
Wipro, 43–44
Womack, James, 25, 29, 52n, 71–72, 94, 114, 139, 163
Work cell design, 32, 36, 59, 393
Work-group integrations, 58–62
Workflow, 408
X
X-matrix, 35
XML (eXtensible Markup Language), 368, 400, 407
XQuery, 336
Z
Zero defects, 28
Zero waste, 34
Zuse, Konrad, 25