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Figures and Tables
by David Lyle, John G. Schmidt
Lean Integration: An Integration Factory Approach to Business Agility
Title Page
Copyright Page
Contents
Praise for Lean Integration
Figures and Tables
Foreword
Preface
Acknowledgments
About the Authors
Introduction
Part I. Executive Summary
Chapter One. What Is Lean and Why Is It Important?
Chapter Two. A Brief History of Lean
Chapter Three. The Integration Factory
Part II. Applying Lean Principles
Chapter Four. Focus on the Customer and Eliminate Waste
Chapter Five. Continuously Improve
Chapter Six. Empower the Team
Chapter Seven. Optimize the Whole
Chapter Eight. Plan for Change and Mass-Customize
Chapter Nine. Automate Processes and Deliver Fast
Chapter Ten. Build Quality In
Part III. Implementation Practices
Chapter Eleven. Financial Management
Chapter Twelve. Integration Methodology
Chapter Thirteen. Metadata Management
Chapter Fourteen. Information Architecture
Chapter Fifteen. Business Process Management
Chapter Sixteen. Modeling Management
Chapter Seventeen. Integration Systems
Appendix A. Lean Terminology
Appendix B. Integration Laws
Appendix C. Glossary
Index
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Foreword
Figures and Tables
Figure 1.1
Definition of integration
13
Figure 1.2
Evolution of integration technology and management practices
15
Figure 1.3
Diminishing returns and economies of scale
19
Figure 2.1
Manufacturing management system chronology
25
Figure 2.2
Toyota “House” of Lean
31
Figure 2.3
Lean Enterprise Management System
32
Figure 2.4
Value stream mapping
37
Figure 2.5
Lean Enterprise Management System problem-solving process
38
Figure 2.6
Applying Lean to nonmanufacturing business functions
41
Figure 3.1
Four flow types in an Integration Factory
49
Figure 3.2
Example factory process
56
Figure 3.3
Integration team interactions
58
Figure 3.4
Development factory information flow tools and repository
63
Figure 3.5
ICC organizational models
64
Table 5.1
Integration Development Cost Projections Based on Custom Project Silo Approach
95
Table 5.2
Integration Development Cost Projections Based on Integration Factory
95
Table 5.3
Business Case Results after Three Years of Integration Factory Operation
100
Figure 6.1
Model for team development and performance
107
Figure 6.2
ICC organizational structure
121
Figure 6.3
Data quality dimensions
126
Figure 7.1
Value stream map for an integration change request
137
Figure 7.2
An alternative value stream map for an integration change request
138
Figure 9.1
Integration problem tickets closed by month
172
Table 9.1
Before and After Metrics for HUD Review of FHA-Insured Loans
177
Figure 10.1
Good Energy enterprise subject area model
200
Table 11.1
Financial Management Maturity Levels
206
Figure 11.1
Demand and supply mismatch
210
Figure 11.2
Business case development steps
217
Figure 11.3
Sample factory business case graph
227
Table 11.2
Industry Cost Benefits Metrics
228
Figure 11.4
Sample MBF charts
239
Table 11.3
MBF Action Plan for EDW Rationalization Project
240
Figure 11.5
Economic framework
242
Figure 11.6
Chargeback models
244
Table 11.4
Project-Based Direct Purchase
245
Table 11.5
Tiered Flat Rate Chargeback for Enterprise License Scenario
245
Table 12.1
Integration Methodology Maturity Model
255
Figure 12.1
Integration methodology activities
256
Table 12.2
Sample 120-Day ICC Implementation Plan
259
Table 12.3
Agile Principles Compared to Lean Principles
264
Figure 12.2
Procure-to-pay process
277
Table 13.1
Metadata Management Maturity Model
283
Figure 13.1
Metadata dimensions
284
Figure 13.2
Metadata context diagram
285
Figure 13.3
Information architecture framework
287
Table 13.2
Objection Handling with Metadata Management
291
Figure 13.4
Metadata management implementation steps
295
Table 14.1
Information Architecture Maturity Model
302
Figure 14.1
Information architecture within a data governance methodology
311
Figure 14.2
Information architecture models
313
Figure 14.3
Data-at-rest models
317
Figure 14.4
Information architecture team interactions
320
Table 15.1
Business Process Management Maturity
322
Figure 15.1
Data-in-motion models
325
Figure 15.2
BPM architecture for channel integration or straight-through processing
329
Table 16.1
Modeling Management Maturity Model
335
Figure 16.1
Services in an SOA creating a new integration hairball
337
Figure 16.2
Canonical models and data services in an SOA
338
Table 16.2
Loose Coupling Practices and Their Cost Implications
341
Figure 16.3
Coupling and cohesion relationship
344
Figure 16.4
Canonical techniques in relation to the coupling-cohesion framework
347
Figure 16.5
Modeling management required for data services support
351
Figure 16.6
Modeling management 11-step process
354
Figure 16.7
Graphical representation of the European Interoperability Framework
358
Figure 16.8
Semantic example of object-relational impedance mismatch
360
Figure 17.1
Conceptual view of information exchange between business systems
363
Figure 17.2
Example of a “simple” integration system
364
Figure 17.3
Example of a complex integration system including a variety of components
365
Figure 17.4
Taxonomy of integration systems
366
Table 17.1
Integration Systems Maturity Model
368
Figure 17.5
Steps to establish a sustaining integration systems capability
371
Figure 17.6
ICC functional scope framework
374
Figure 17.7
Example ICC functional scope
376
Figure 17.8
Seven-step portfolio rationalization methodology
380
Table 17.2
Application Rationalization Table
382
Figure 17.9
Infrastructure migration road map
383
Figure A.1
MBF template
390
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