1. The road tocontinuous improvementSandrine Olivenciawww.theleanedge.org www.operae.fr

2. Once upon a time Large bank back office lean deployment: 6 M savings first year 21 M after 3 years High levels of satisfaction among employees Next logicial step: lean and ITFind a pilot projectFind an IT lean coach 3. Story outlinePlan:the problem Do:lean implementation Check: results Adjust : lessons learned 4. Plan phase: the problem 5. The context Team: integrated 10 person team with a real problem Clients: banks agency network Value: deliver simple, yet fully functional solutions in less than 4 months 6. The problem # Cumulative no.Objective: 11 ProductionProjects delivered 9 10 deliveries in 9 months62 20 0 1 1 1Customer Satisfaction 52.33.7 Quality # incidents per delivery 40.75 7. Learning to see: 3-day kaizen workshop 8. Voice of the client Give me exactly what I want Where I want When I want Be reliable Dont make me waste my time 9. Waste hunt7 Wastes Overproducing Waiting Conveyance Processing Inventory Motion Correction 10. Quality Auto-quality 11. VariabilityMen Machine Method Material 12. Do phase: implement lean 13. The lean methodVisualize the production to reveal problems React immediately, dont let problems get out of control Solve problems one by one searching for the root cause To improve our work and managerial practices 14. The lean practise for visualizing production:the obeya 15. Macro planWeekly planPerformanceindicators See together Problemsolving wallModelsLearn Act together togetherVoice of the client 16. Visualize production to reveal problemsreact immediately, and resolve problems one by oneto improve work and managerial practices 17. Macro plan 18. Weekly planAutres Maintenance Taches tasks TachesProjectprojetstasks Incidents Incidents 19. Performance wall Cost distribution Pace ofErrors / reworksdeliveryRespect ofCustomerdeadlines satisfaction 20. Ex: pace of delivery 21. Ex: customer satisfaction 22. Ex: Errors and reworks 23. Ex: Cost distribution 24. Red binsVisualize production to reveal problemsreact immediately,and resolve problems one by one to improve work and managerial practices 25. Visualize production to reveal problems react immediately,and resolve problems one by oneto improve work and managerialpractices 26. Visualise production to reveal problems react immediately, and resolve problems one by one to improve work and managerial practices 27. Visualise production to reveal problems react immediately, and resolve problems one by one to improve work and managerial practicesObeya Problem solving in teams Templates and checklists for collecting client needs New process for validating user requirements Application design checklist Project planning and estimating template Functional test template and standard Project follow up templateetc. 28. One problem solving example 29. Time NOK OK 30. Check phase: the results 31. 3 day Workshop and2 month on-site coaching# Cumulative no. ofdeliveries11 Production 9Objective = 106 2 2 00 1 1 1 MonthCustomer Satisfaction53.7 2.3Quality# incidents per delivery4 0.75 32. Adjust phase: lessons learned 33. Adjust phase: lessons learned I do what I must to protect my clients I make it a point to keep lead time under control I aim to reduce project lead time And this will help me reduce my costs I need to see results as quickly as possible 34. All to the gemba 35. Conclusion Lean = > developing people (!=Taylorism = > improving productivity) The hard part is finding the right problem quickly and resolving it rigorously to find the true solution The sensei, at the beginning, is able to instantly point out the good problems and sets the bar high for learning Managerial challenge is the fuel to continuous improvement 36. Thank youwww.operae.fr www.leanedge.org