Pravab

LEAN MANAGEMENT In recent years, lean has become a powerful management philosophy that many of the companies have adopted but only few have actually achieved. This is because lean management is an ever ending journey and most of the companies have diverted their resources somewhere else after achieving lean (Trent, 2008). During his research with companies and cases, Trent found out that almost all the previous work in lean is towards manufacturing firms and the operations within manufacturing and explains that the managers should realize that lean practices goes beyond organizations to supply chain (Trent, 2009). Also researchers such as Sandelands (1994) and Avery (2003) asserted the importance of lean supply strategy outside the manufacturing firms. Lean is defined as ‘the systematic removal of waste by all members of the organization from all areas of the values stream’ where value stream mapping is mapping and analysing the activities in the processes (Womack and Jone...

IT governance is aligning the IT strategy of an organization with its overall strategy so that it meets its goal and objective (Wallace and Webber, 2009). IT governance inherits characteristic from corporate governance and IT management to ensure transparency of management and control of IT assets through corporate governance and effective management of IT resources and efficiency through the IT management (Carter-Steel, 2009). For the successful implementation of an IT Governance framework three elements are essential: structures, processes and mechanism. Structure defines roles and responsibilities of committees of IT planning and operation. Process is the strategic planning of IT system and management of monitoring, control and process definition tools such as ITIL. Mechanism defines the relationship between IT and business. The specific combination of structure processes and mechanism is the IT Governance framework (Fernández and Llorens, n.d.). There are many frameworks and ...