{"id":7126,"date":"2012-06-28T12:04:16","date_gmt":"2012-06-28T12:04:16","guid":{"rendered":"http:\/\/www.smartdatacollective.com\/index.php\/post\/lean-not-destination-it-s-journey\/"},"modified":"2012-06-28T12:04:16","modified_gmt":"2012-06-28T12:04:16","slug":"lean-not-destination-it-s-journey","status":"publish","type":"post","link":"https:\/\/www.smartdatacollective.com\/lean-not-destination-it-s-journey\/","title":{"rendered":"“Lean is not a destination, it\u2019s a journey.”"},"content":{"rendered":"

 Lessons in Quality, Reliability, and Risk<\/em><\/span><\/span><\/strong><\/span><\/p>\n

 <\/em><\/span>Originally published on Hub Designs Magazine<\/a> May 2012<\/span><\/p>\n

<\/p>\n

 Lessons in Quality, Reliability, and Risk<\/em><\/span><\/span><\/strong><\/span><\/p>\n

 <\/em><\/span>Originally published on Hub Designs Magazine<\/a> May 2012<\/span><\/p>\n

 <\/span><\/span><\/p>\n

“Lean” and “Agile” concepts have infiltrated aspects of many different kinds of businesses, from managing manufacturing processes to developing software. While there are several principles that define Lean processes, one of the most important ones is to provide more value more quickly to customers (both internal and external).<\/span><\/span> <\/span>There now seems to be interest in applying Lean and Agile to data governance, including very specific applications for data integration, MDM and data quality. <\/span><\/span><\/p>\n

One of the difficulties for discussions of Lean\/Agile concepts is that different constituencies in different industries and professional roles can have disparate definitions for Lean and Agile. Also important to remember: Lean and Agile have resulted in varying results, some good and some not-so-good. The following list covers what many who advocate for Lean consider the core principles (but many variations – and debates – exist): <\/span><\/p>\n

The five-step thought process<\/a> for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve: <\/em><\/span><\/p>\n

1.     <\/em>Specify value from the standpoint of the end customer by product family.<\/em><\/span><\/p>\n

2.     <\/em>Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.<\/em><\/span><\/p>\n

3.     <\/em>Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.<\/em><\/span><\/p>\n

4.     <\/em>As flow is introduced, let customers pull value from the next upstream activity.<\/em><\/span><\/p>\n

5.     <\/em>As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.<\/em><\/span><\/p>\n

The fifth principle is the well-known concept of continuous improvement, which underscores initiatives for data governance and management, as well as data quality. If an enterprise is working on establishing an over-arching data strategy along with sensible processes and practices to enact the strategy, the enterprise needs concepts that will lead to very good results. Lean and Agile are tempting roads to travel, but will they take the enterprise to an optimal “destination”? <\/span><\/p>\n

  <\/p>\n

Lean Data Governance <\/strong><\/span><\/p>\n

The mantra of Lean management principles is often: Lean Is Not a Destination, It’s a Journey<\/em>. The reality for data management and governance initiatives is that the work is never done simply because data-related processes must evolve as the business and its markets change and contort, and as data strategies mature and point the way for providing more value to business needs. <\/span><\/p>\n

We know that data governance is a convergence of many areas that directly impact the relevance and usability of data in an organization: besides data-related practices and solutions, business process management and risk management are also part of the mix. Even more important are considerations for people and politics (or ‘culture’). Lean data governance<\/a> must reflect all of these areas, or undesirable results can easily occur. Risk management, as a means to minimize risk levels for operational and other processes, has synergy with Lean principles through concepts such as eliminating “waste”, bringing more value to customers (internal and external), and engendering continuous improvement. <\/span><\/p>\n

  <\/p>\n

Lean Data Integration <\/strong><\/span><\/p>\n

Recently interest in lean data integration has increased as organizations seek faster means for integration processes, while still effective and comprehensive. Forrester lists “lean integration” as one of the Seven Top Integration Trends For 2011 To 2012<\/em><\/a>.<\/em> Paralleling the principles of Lean for manufacturing and adding Agile software development approaches, Forrester’s take on lean integration includes: <\/span><\/p>\n