lean summit india - lean management institute of india · quality into the system as business as...

Lean Summit India – 2014 Indian Institute of Science, Bangalore

Lean in Digital Distributed Value Chain (Capgemini Lean Foundations & Digital Distributed Delivery)

YORAM Bosc-Haddad & MATTEO Barbazza

Lean Summit India

5/6 November 2014, Bangalore

Copyright © Capgemini 2014. All Rights Reserved Copyright © Capgemini 2014. All Rights Reserved

Lean in Digital Distributed Value Chain Lean Summit India - 5/6 November 2014, Bangalore

Yoram Bosc-Haddad & Matteo Barbazza

You can find me or

@: [email protected]

Matteo BARBAZZA

Engineer degree from “Politecnico di Milano”

Certified Black Belt 6 Sigma from “Centrale Paris School of Management”

1. IBM: 1998 - 2000

⁻ Operations Reengineering

2. 4ward Consulting: 2000 - 2004

⁻ Supply Chain consultant

3. Andrew Corporation 2004 - 2007

⁻ EMEA Supply Chain Manager

4. Capgemini 2007 - 2013

⁻ Opex & Lean

5. Capgemini Group Lean Officer 2014 -




Yoram BOSC-HADDAD

• PhD Computer Science - Paris-Sud Master Statistics and Economics - ENSAE ParisTech

• Arcelor Mittal 1990-1995

• Capgemini Consulting 1995-2009

⁻ Performance management and improvement

⁻ Coporate and transverse functions organization

⁻ Industry / Life Science / Energy & Utilities

• Capgemini Group Lean Officer 2009-2013

• CVP Capgemini & Senior Partner Ylios 2014 -

• Governance board member in 4 non-profit organizations You can find me

or





Company Profile & Key Figures (as of December 31, 2013)

• Present in over 40 countries • With almost 140,000 employees (50,000 in India)




PRODUCTIVITY Deliver more value faster (less is more)

Reduce waste throughout the value chain

These pilots led to a five years journey, with three main operational objectives

QUALITY Deliver value according to business’s needs

Reduced rework end to end

TIME TO MARKET

Deliver customer value earlier

Reduced lead times




How to continuously improve instead of reinvent the wheel

Challenges are the stepping stones to learning…

…and in this journey we learn by doing!

How to measure benefits

START (2009)

How to become business as usual

How to cope with distributed teams

Never ending story…




Challenge #1


START (2009)





Innovation & value added activities are those which provide an improved user experience

Lean is not just another tool… …but a new way of thinking as a whole!

A balanced approach for:

• Behavioral change • Operating model improvement • Benefits realization




The Capgemini Lean Foundations: to improve our BAU operating model

A set of tools to develop a deep understanding of what is

valuable to the client

VoC: Voice of Customer

1

8 Lean Behaviors to challenge the ‘Status Quo’ and promote

continuous improvement

LE: Leadership Engagement

2

A rigorous process to develop cross functional skills and

balance capacity VS demand

SM: Skills Management

3

A set of organizations’ best practices to break the silos & generate end-to-end value

OF: Organization Flexibility

4

A set of principles to promote a continuous pull flow of value,

moving away from batch to reduce risks & lead time

FM: Flow Management

5

A standard meetings framework to steer operations effectively

in an action-oriented way

OMF: Operations Meeting Framework

6

A structured visual boards framework to focus on the

“vital few” information, promote transparency &

develop trust

VM: Visual Management

7

Standard policies to embed quality into the system

as business as usual

BiQ: Built in Quality

8

Standard Operational KPIs to provide a true picture of front

line performances & trigger the “measure to improve”

OD: Operations Dashboard

9

A scientific approach to embed continuous

improvement in business as usual

CI: Continuous Improvement

10

A structured process & governance to transform an improvement into standard

practices

SW: Standard Work

11




CLF movie: https://www.youtube.com/watch?v=Qfvxo2LalBg&feature=youtu.be

https://www.youtube.com/watch?v=Qfvxo2LalBg&feature=youtu.be




Make IT visible!

FROM “Every day looks like the same”

Every morning 900+ “d-STUM” are fostering the value we deliver to our Clients!

TO “Adapting daily to manage flow”




Developing people before developing software!

Skills Matrices are used to close gaps and foster quality & cross functional teams

Local skills management (in silos)

Domain 1 Domain 2 Domain 3

Skill 1

Skill 2

Skill 3

Proactive and transverse skills managementDomain 1 Domain 2 Domain 3

Skill 1

Skill 2

Skill 3

FROM Local vertical skills silos

Local skills management (in silos)

Domain 1 Domain 2 Domain 3

Skill 1

Skill 2

Skill 3

Proactive and transverse skills managementDomain 1 Domain 2 Domain 3

Skill 1

Skill 2

Skill 3

TO Proactive cross functional skills management




VOC: Enable our clients’ innovation through value added IT

Business Process Focus Method

Kan

o w

ork

sho

p




Kano movie




Go, Look, See

Coaching

Team spirit

Issues as an opportunity

Root Cause Analysis

Small, quick improvements

Transparency

Anticipation

Leadership Engagement: Daily coaching on lean behaviors

TO AVOID TO DEVELOP

• Views are based on interactions with a privileged few

• Remote, report-based management

• Seeing the situation as it really is (and not as it’s supposed to be) based on facts from the front line

• Frequent field visits (Gemba walks) • Listening to the front line (bottom-up)

• Top-down policies deployed without explanation • Feedback during annual review, if it happens at all

• Systematic, practical coaching of team members is done by spending time in the field with them

• A Skills Management process is deployed to develop knowledge workers

• Only ‘those in the know’ can master the complex tools used for problem-solving

• Every team member is coached on A3 Thinking & problem-solving tools

• Issues are avoided, or delegated to others • Issues are ‘treasures’ – they are made visible, shared in a

transparent way, and dealt with via A3 Thinking

• Issues are treated superficially by addressing the symptoms

• Respect for facts, openness and transparency on problems, investigation into the deep root causes

• Long & complex improvement plans that don’t last • Infrequent / insufficient sharing of results

• Rapid execution of small, concrete and visible steps, aiming for perfection

• Permanent quest to improve efficiency and effectiveness

• Political & personal criteria used to make decisions • Challenge the status quo in the interests of the company

• Reactive ways of working according to today’s activities / emergencies

• Prioritization under pressure

• Anticipation and good time management • Priorities managed enabling focus on the “Vital Few” • Exemplary punctuality, ignoring non-critical ‘emergencies’




A3 Thinking as the cornerstone of our Continuous Improvement behaviors & mindset

A3 not as a tool but as a new way of thinking & coaching!




How to continuously improve instead of reinvent the wheel

Challenge #2


START (2009)





Building internal lean capabilities is key to continuously increasing maturity

Before learning by doing, we trained more than 3.000 colleagues in Lean Bootcamps, Lean for Leaders & Lean Deep Dive weeks




Continuously updating and sharing standards harnessed through the power of feedback loop

…to continuously update the STD according to feedback

Global Lean Office

Country Lean Leaders

Change Agents network

Stay connected as a global network community…




To be recognized as a global delivery player leveraging distributed lean

Morocco

LATAM

UK

North America

Central-est Europe

North Europe

France Delivery Center

South Europe

China

Vietnam

India Delivery centers

…and above all END-TO-END with many of our clients leveraging: • Agile development (weekly iterations) • Kanban (daily delivery) • DevOps (continuous delivery)




Challenge #3


START (2009)





3D – Digital Distributed Delivery: the digital Lean experience to cope with distributed teams

GRC Global Resources Capabilities

VVM Virtual Visual Management

MMx Maturity Matrix

Connecting the dots all along the E2E IT Value Chain

RTD Real Time Dashboard

CiPortal Continuous Improvement Portal

eSOP Engagement Standard Operating Procedures




3D – Digital Distributed Delivery: the digital Lean experience to cope with distributed teams

FRANCE VIETNAM VVM - ONE DIGITAL TEAM

We eat our own dog food and develop these application leveraging… • Lean Start-up approach to incrementally succeed via hypothesis, experiments, MVP, pivot & perseverance… • The CLF-3D because we are a distributed team across 7 countries • Short Agile iterations to deliver small software enhancements that works • Lean UX, to make applications that people are happy to use & maximize the value provided by each delivered feature




Challenge #4


START (2009)





A credible KPI story which links implementation and sustainability with tangible benefits

Standard Capgemini KPIs

• Unit TCO

• Engagement CM E2E & DVI

• Client satisfaction (OTACE)

• Employees satisfaction

• New /renewed business (Booking)

INVEST

• In Change Agents • In people’s time • In Leadership Engagement

Aware people

Trained EM

Experienced Change Agent

Launch A3s

CLF Maturity

+

Impactful A3s

+

CLF Maturity + Action Plans

Improve the operations

Ops KPI & Flow Metrics

+

Pyramid Management

+

Success Stories

http://talent.capgemini.com/global/pages/hubs/global_functions/lean/




Constantly measure the maturity progress of the CLF & take actions if necessary to move to the next level

There are 5 maturity levels to be…

…assessed on a bi-monthly basis

And the results are part of the SBUs’ dashboards




In summary…4 takeaways for you!

CAPABILITIES Internal capabilities must be built to continuously improve and persevere in a sustainable way

LEARN from MISTAKES

Learning from experiments, mistakes & pivots is the foundation to relentlessly improve

LONG JOURNEY Accept the fact that “Rome wasn’t build in a day” - adapt the pace of change

(You’ll always have people that continue to think like this… never-mind, persevere & HAVE FUN!)

BAU Lean is not “just another initiative” but a new way of thinking & operating




Thank you. You can find me

or


You can find me or

@:[email protected]

lean summit india - lean management institute of india · quality into the system as business as...

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