Lean Transformation Framework for Software Intensive Companies: Responding to Challenges Created by the Cloud

Kuusela, Raija; Koivuluoma, Mika

doi:10.1109/seaa.2011.74

Cited by 8 publications

(8 citation statements)

References 11 publications

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“…Various authors like Dahlgaard et al (2011), Kundu and Manohar (2012), Malmbrandt and Ahlstrom (2013) and Machado Guimarães and Crespo de Carvalho (2014) have worked on developing frameworks/models for Lean services. As Lean thinking gained momentum in services, a strong committed leadership for its sustainment and applicability at an enterprise level was recognised as an important element (Radnor, 2010; Bonaccorsi, 2011; Dahlgaard et al , 2011; Kuusela and Koivuluoma, 2011; Machado Guimarães and Crespo de Carvalho, 2014).…”

Section: Taxonomy Of Lean Service Literaturementioning

confidence: 99%

Lean services: a systematic review

Gupta

Sharma

Sunder

2016

IJPPM

172

180

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Purpose The purpose of this paper is to highlight the importance of Lean methodology through an exhaustive literature review, and its implications and application in the service industry right from its initiation in 1990s till date. Design/methodology/approach The paper summarises the evolution of Lean in services and has systematically classified the reviewed literature in four dimensions, namely time, publisher, region and content. Further under “time” dimension, the literature is classified into Pre-Lean era, Lean awareness era, Lean Exploration era and Lean implementation era. Under the “content” dimension, the categories include theoretical foundation, frameworks/models and application/case studies. Findings The analysis inferred; Lean is gaining roads in services, though the research is still at nascent stage. Lean is applicable in services though transfer of Lean manufacturing principles to services has certain limitations because of the characteristics of services. The need is to focus on process difference between services and manufacturing. Respect for people and employment engagement is critical to Lean in service. The authors identified the necessity to standardise the Lean service definition, principles, and tools and to develop guidelines for structured implementation in service industry. Research limitations/implications Though multiple databases have been taken-up but that does not assume that the literature presented in this paper is by any means comprehensive. Development of a standard model/framework for Lean services is critical for future research. Rigorous industry-specific studies, specifically in developing nations are another area for future research. Future studies could analyse the impact of join applications and possible links between Lean service and other approaches like TQM, Six Sigma, etc., with an aim of process improvement. Practical implications This paper would serve as a resource for Lean practitioners as well as researchers as a fundamental platform, contributing to Lean body of knowledge. Social implications Service industry has special significance to the society in large. Many services including governments, public interest services, non-profit organisations, healthcare, banking, consulting, etc., has a significant share across markets. Lean being a proven methodology for successful process improvements has to be looked at from a services perspective. This paper helps in such interest. Originality/value Publications reviewing the adoption of Lean in services is scarce in literature. This paper serves as an excellent resource for research on the subject and will facilitate academicians and practitioners to objectively understand Lean in service sector.

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Section: Taxonomy Of Lean Service Literaturementioning

confidence: 99%

Lean services: a systematic review

Gupta

Sharma

Sunder

2016

IJPPM

172

180

View full text Add to dashboard Cite

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“…Leadership is essential because it provides the resources needed to eliminate waste and achieve a flowing value stream. Moreover, work on lean transformation has emphasized that the evolution toward a lean enterprise needs both top-down and bottom-up management strategies [8]. The leadership/lean transformation section of LESAT for software can help to initiate and to foster the transformation into a lean software enterprise.…”

Section: Discussionmentioning

confidence: 99%

“…The TTL roadmap provides a practical framework for assisting organizations in their effort to transform into lean. In the domain of LSD, LAI-MIT's TTL roadmap has inspired the recent work of Kuusela and Koivuluoma [8], who presented a lean transformation framework for software-intensive companies. Kuusela [8, p. 4].…”

Section: B Lean Transformation and Assessmentmentioning

confidence: 99%

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Adapting the Lean Enterprise Self-Assessment Tool for the Software Development Domain

Karvonen

Rodríguez

Kuvaja

et al. 2012

2012 38th Euromicro Conference on Software Engineering and Advanced Applications

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Lean principles have attracted the attention of software development companies due to their potential to improve competitiveness. However, the application of such principles in the software domain is still in its infancy. This paper presents a proposal for adapting the Lean Enterprise Self-Assessment Tool (LESAT) to guide the transformation of software development companies toward Lean. LESAT, developed by the Lean Advancement Initiative (LAI) at the Massachusetts Institute of Technology (MIT), has been widely used in other domains. In this study, concepts and expressions of LESAT were analyzed and mapped to software development following the ISO/IEC 12207 standard. Seven assessment items concerning life-cycle processes were modified from the original LESAT. The modified LESAT for software was compared with a lean assessment approach called "Lean amplifier," which has been developed and successfully used in practice by Ericsson R&D in Finland. The results indicated that LESAT may complement lean assessment in the software domain at enterprise level, involving the entire value stream. Moreover, they clearly emphasized the role of leadership in the transformation.

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“…Product development in Spotify follows Lean Startup [6], [9]. When the organisation decides that it is worth moving forward, it builds a Minimum Viable Product (MVP), which is just enough to feel the narrative, but far enough for the feature to be complete.…”

Section: Spotify Modelmentioning

confidence: 99%

Spotify Tailoring for B2B Product Development

Salameh

Bass

2019

2019 45th Euromicro Conference on Software Engineering and Advanced Applications (SEAA)

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Agile software development has become increasingly common in the context of large-scale organisations. Typically, software organisations tailor agile methods to fit their needs and ultimately maximise success. The size of the organisation, business goals, and operative models are some examples of factors for which agile methods are tailored. Spotify model is introduced to facilitate the development of a very large-scale project with a Business-to-Consumer (B2C) model, but mission-critical large-scale projects with Business-to-Business (B2B) model are not addressed by the model. Hence, a question that imposes itself is: What are practitioner perceptions of agile tailoring when using the Spotify model? In this paper, we conduct a longitudinal embedded case study to investigate practitioner perceptions of agile method tailoring on a large-scale mission-critical project in B2B environment. The case study lasted over 21 months during which 14 semi-structured interviews were conducted. To analyse the collected data, the Grounded Theory (GT) is adopted. As a result, we identify 44 tailored practices and attributes for B2B product development. Based on this tailoring, 4 influential factors on "Spotify Tailoring" have been derived. These derived factors are worth considering for other organisations concerned with agile method tailoring for large-scale missioncritical projects in B2B context.

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Lean Transformation Framework for Software Intensive Companies: Responding to Challenges Created by the Cloud

Cited by 8 publications

References 11 publications

Lean services: a systematic review

Lean services: a systematic review

Adapting the Lean Enterprise Self-Assessment Tool for the Software Development Domain

Spotify Tailoring for B2B Product Development

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