The collaborative relationship has been a key criterion for the success of our Lean Program.

Global Lean Program Director“

Lean Transformation of an IT Organization

The Situation Our client is providing IT infrastructure services to more than 50 group companies in 24 countries. The company has more than 3,000 employees and manages nearly EUR 1bn in IT spending. As an in-house service provider, our client aims to assist their customers in attaining the most efficient use of their IT infrastructure, reducing ongoing operational costs while delivering consistent, high quality service.

In 2012, they decided to launch a Lean Transformation program as a key element of an overall 3-year strategic program, specifically in order to ensure that the full efficiency gains from technical transformation projects were captured, and to promote new ways of working throughout the company. Encouraged by Capgemini’s successful deployment of Lean in its own internal IT operations, Capgemini Consulting was chosen as the right partner to drive and support their challenging lean transformation journey.

The Solution As the client has a decentralized organization, it was important to demonstrate in each country that Lean would be an effective way to help the company in achieving its strategic objectives. Capgemini Consulting deployed their proven Capgemini Lean Foundations©* methodology, a bottom up lean transformation approach, which is encouraged by a clear top down management support and commitment. After a successful initial pilot in the UK, the board gave its approval for a controlled scale-up, leading to further pilots in France, Germany, Belgium and India. Full-time Lean practitioners or ‘navigators’ were selected in each region according to strict criteria and the consultants prepared them for their following 1st project wave by an

How Capgemini Consulting

supported a Lean

Transformation journey

of an IT infrastructure

provider that led to a 20%

workload reduction with

an increased quality of

service delivery

About Capgemini Consulting

Capgemini Consulting is the global strategy and transformation consulting organization of the Capgemini Group, specializing in advising and supporting enterprises in significant transformation, from innovative strategy to execution and with an unstinting focus on results. With the new digital economy creating significant disruptions and opportunities, our global team of over 3,600 talented individuals work with leading companies and governments to master Digital Transformation, drawing on our understanding of the digital economy and our leadership in business transformation and organizational change.

Find out more at:

www.de.capgemini-consulting.com

the way we do itApplication Services

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Contact

Reinhold PfeifferHead of Operational Excellence+49 151 4025 1191reinhold.pfeiffer@capgemini.com

Ralph Schneider-MaulPrincipal+49 151 4025 1247ralph.schneider-maul@capgemini.com

About CapgeminiWith more than 125,000 people in 44 countries, Capgemini is one of the world’s foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Colla- borative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model.

Find out more at:

www.de.capgemini.com

intensive training: a 1-week Lean ‘Bootcamp’. All managers in the scope of the Lean pilots attended a ‘Lean for Leaders’ event, during which they learned about Lean behaviors and their specific role during the project and beyond. Each pilot followed a pre-defined 16-week approach, comprising a ‘diagnostic’ phase to identify major sources of waste and mobilize the front line teams, and an implemen-tation phase to deliver improvements and embed new ways of working through the progressive introduction of the Capgemini Lean Foundations©. One key success factor was to maintain a balance between the ‘cashable’ benefits associated with waste removal (e.g. subcontractor release), tangible non-financial benefits (e.g. SLA improvement, lead time reduction, cross-skilling, employee perception) and the less measurable benefits of employees working with a new continuous improvement dynamic.

The Results

• Reduced workload up to 20%

Workload reduction benefits achieved primarily from the bottom-up identification and prioritization of wastes during the diagnostic phase. The top priority wastes were tackled through A3 Thinking - a structured approach to problem-solving. In addition, organizational redesign measures and a consistent meeting structure to manage operations effectively led to this overall efficiency improvement.

• Shaped service delivery processes

By removing wastes within the main service delivery processes, Capgemini Consulting was able to significantly reduce overall lead times (e.g. server ordering process -50%). Based on the fundamental principle of Lean to strictly adjust all activities to the customer demand and not just listen but really consider the voice of the customer, an improved perceived delivery quality and an increased customer satisfaction was realized.

• Embedded new ways of working

Capgemini Consulting intensively trained new Lean practitioners in a way that they could run a Lean project without support after two project waves. Our client is now able to continue his successful lean transformation journey towards operational excellence driven by a continuously evolving organization.

The collaboration A key focus of this program was the quick and efficient creation of a competent team of Lean practitioners in every region however the real knowledge came from ‘learning by doing’ rather than classroom theory. In the early stages of each project, consultants would lead each activity, with the client practitioners observing and supporting. As the Lean practitioners grew in confidence, the consultants would gradually transition from a ‘leading’ to a ‘supporting and coaching’ role. One-to-one coaching sessions with each practitioner were held weekly, and individual capability development was reviewed formally twice during each wave. But it’s not just about the Lean practitioners; for Lean to be sustainable, field teams and managers also needed to get to grips with new ways of working. The team helped all employees in scope to adopt the new ways of working, and all managers received specific training. This included how to demonstrate Lean behaviors and move from a ‘command and control’ approach to a leadership culture that would ‘challenge and support’ their teams, encouraging them to constantly challenge the status quo and improve their daily work towards operational excellence.

* The Capgemini Lean Foundations© are a set of best practices for Lean operations and ways of working in distributed IT services, developed during the Capgemini internal Lean transformation program and regularly updated based on feedback from field teams globally.