It Knowledge 2008-03-26

Front 1

Information Technology Infrastructure Library Version 3 (ITIL v3)

Back 1

Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement

Front 2

Service Strategy (ITIL v3)

Back 2

Output is a strategy for the design, implementation, maintenance and continual improvement of the service as an organizational capability and a strategic asset. Key areas of this volume are Service Portfolio Management and Financial Management.

Hint 2

focuses on the identification of market opportunities for which services could be developed in order to meet a requirement on the part of internal or external customers. The output is a strategy for the design, implementation, maintenance and continual improvement of the service as an organizational capability and a strategic asset. Key areas of this volume are Service Portfolio Management and Financial Management.

Front 3

Service Design (ITIL v3)

Back 3

Develop the strategy into a design document which addresses all aspects of the proposed service, as well as the processes intended to support it. Key areas of this volume are Availability Management, Capacity Management, Continuity Management and Security Management.

Hint 3

Service Design focuses on the activities that take place in order to develop the strategy into a design document which addresses all aspects of the proposed service, as well as the processes intended to support it. Key areas of this volume are Availability Management, Capacity Management, Continuity Management and Security Management.

Front 4

Service Transition (ITIL v3)

Back 4

Implementation of the output of the service design activities and the creation of a production service or modification of an existing service. There is an area of overlap between Service Transition and Service Operation. Key areas of this volume are Change Management, Release Management, Configuration Management and Service Knowledge Management.

Hint 4

Service Transition focuses on the implementation of the output of the service design activities and the creation of a production service or modification of an existing service. There is an area of overlap between Service Transition and Service Operation. Key areas of this volume are Change Management, Release Management, Configuration Management and Service Knowledge Management.

Front 5

Service Operation (ITIL v3)

Back 5

Activities required to operate the services and maintain their functionality as defined in the Service Level Agreements with the customers. Key areas of this volume are Incident Management, Problem Management and Request Fulfillment. A new process added to this area is Event Management, which is concerned with normal and exception condition events:
Informational events -- which are logged
Warning events -- also called alerts, where an event exceeds a specified threshold
Critical events -- which typically will lead to the generation of Incidents

Hint 5

Service Operation focuses on the activities required to operate the services and maintain their functionality as defined in the Service Level Agreements with the customers. Key areas of this volume are Incident Management, Problem Management and Request Fulfillment. A new process added to this area is Event Management, which is concerned with normal and exception condition events. Events have been defined into three categories:
Informational events -- which are logged
Warning events -- also called alerts, where an event exceeds a specified threshold
Critical events -- which typically will lead to the generation of Incidents

Front 6

Continual Service Improvement (ITIL v3)

Back 6

Ability to deliver continual improvement to the quality of the services that the IT organization delivers to the business. Key areas of this volume are Service Reporting, Service Measurement and Service Level Management.

Hint 6

Continual Service Improvement focuses on the ability to deliver continual improvement to the quality of the services that the IT organization delivers to the business. Key areas of this volume are Service Reporting, Service Measurement and Service Level Management.

Front 7

Muda (TPS)

Back 7

There are 7 (8) kinds of muda targeted in the TPS:
1.over-production
2.motion (of operator or machine)
3.waiting (of operator or machine)
4.conveyance
5.processing itself
6.inventory (raw material)
7.correction (rework and scrap)
----------------------------
8.unused employee creativity

Front 8

Toyota Production System (TPS)

Back 8

The main goals of the TPS are to design out overburden (muri), inconsistency (mura) and eliminate waste (muda). There are 7 (8) kinds of muda targeted in the TPS. The elimination of 'muda' has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In The TPS many initiatives are triggered by 'Mura' or 'Muri' reduction which drives out 'Muda' without specific focus on its reduction.

Hint 8

The main goals of the TPS are to design out overburden (muri), inconsistency (mura) and eliminate waste (muda). The biggest effects on process value delivery are achieved by designing a process to be capable of delivering the required results smoothly; by designing out 'mura'. Next in line is to ensure that the process can flex as much as required without stress or 'muri' since this generates 'muda'. Finally the tactical improvements of waste reduction or the elimination of 'muda' are very valuable. There are 7 kinds of muda targeted in the TPS:
1.over-production
2.motion (of operator or machine)
3.waiting (of operator or machine)
4.conveyance
5.processing itself
6.inventory (raw material)
7.correction (rework and scrap)
----------------------------
8.unused employee creativity
The elimination of 'muda' has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In The TPS many initiatives are triggered by 'Mura' or 'Muri' reduction which drives out 'Muda' without specific focus on its reduction.