Visual Management – Info Centre's Lean Training, Schneider IO

8th December 2010

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Ground rules

20101019_OperationLeanTraining.pptx

Arrive on time,

keep to time

Be open, honest and supportive

Turn mobile phones off

Be succinct (summarise) where possible

Be constructive- not destructive No

grenadesLeave your ego at the door

Make sure jargon/language is not a barrier

One voice at a timeEveryone

give 110%

Be vocal, ask questions, if it is not clear then you are not the only one – ASK !

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Agenda

Introductions & Ground Rules– 15 mins

Delivery Plan for Visual Management– 5 mins

Info Centres– 15 mins

Daily Meetings– 10 mins

Actions / Next steps– 10 mins

Q&A / Close– 5 mins

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How will we implement Visual Management in Schneider?

Tailor / Design Training

Train Team Members

Design, Agree and Implement Trial

Information Centre – one hour workshop for

each workstream

Support Team and Team Leaders, coaching behaviours

and modifying Info Centre if necessary

Document KPI collection / updating

methods

Diagnostic Implement / Sustain

2w.c 8/11

3w.c 15/11

4w.c 22/11

5w.c 29/11

6w.c 6/12

7w.c. 13/12

Chris

tmas

Bre

ak

8w.c. 3/1

9 10 11

Roll out to Team

Managers

Info Centre Installed and Used

We are here !

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Discussion topic

– What are potential issues around communication within your team or the organisation?

– What types of communication would you like to see / would be of benefit?

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What is Visual Management?

Project KPI Board

Test Team Information Centre

Info Centre

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Information Centres can take different sizes, shapes and colours. They can be adapted to suit the team but the main theme of a daily place to meet, understand performance and drive

improvement must remain.

Information Centre: Examples

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What’s in it for me?

Quality - An info centre seeks to make errors and issues immediately apparent.

Quantity - An info centre shows progress or delays against plans

“Make your workplace into a showcase that can easily be understood by anyone at a glance”. Taiichi Ohno

• Having a method to escalate issues quickly• Being able to see your own performance• Choosing your own KPI’s, including

customer service• Choosing your own levels at which to react

• Seeing your process clearly• Bottom up and Top Down

communication through Layered Approach

• Having a method to improve issues

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The Info centre makes internal communication easier

Voice of the customer

• Client vision / expectations

• Owner: DP• Frequency:

monthly

The team

• Orga chart (FO project, BO

project, client)• Owner: DP• Frequency:

depends on changes

Zoom

• Zoom on an ongoing project (today: BAU Lean)• Owner: Project leader• Frequency: Weekly

Info sharing

• Exchange of information

within the team (events, etc)

• Owner: Whole team

• Frequency: daily

Performance indicators

• Contractual KPI and

communication of client

assessment• Owner: Project

director• Frequency:

monthly

Twice a month, Project Director gathers the whole team in the front of the project Info centre for an internal communication meeting

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Resource Plan

BAU ‘U’

Skills Matrix

Productivity

CCC Strips

Training Plan

Successes

Cost

Daily Task List

Quality

Lead Time

NAME OF TEAM Info Centre

What Information is on an Info Centre?

Contact List Behavioural

PEOPLE PERFORMANCE CONTINUOUS IMPROVEMENT

Team Specific Metrics

Performance is monitored against the standards to drive

towards targetsGraphs should be simple,

focused, easy to understand and easy to update

The long term section of the board contains the people, planning and direction setting for the team.

The CCC Board controls the continuous improvement section

of the Information centre. The CCC Strips can be used for

problems or ideas to track them through to implementation.

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Learns…

The long term section of the board contains the people, planning and direction setting for the team.

Other documents can include Standard Work and Value Steam Maps to highlight the teams key roles and responsibilities.

1 – People / Long Term

Plans VSM

Successes Skills / Availability

Success!!

A lessons learned / success area of the board can be powerful in communicating the teams

achievements, positive client feedback and key lessons learned

MATALAN WEEK NUMBERSWK 41 WK 42 WK 43 WK 44

December 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th 14th 15th 16th 17th 18th 19th 20th 21st 22nd 23rd 24th 25th 26th 27th 28th 29th 30th 31stT W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T

Moughal, Omar C C C C C C C C C C C C C C C C C C H E C C C

Foster , Derek E E E E E M M M M SA SU E M M M M L L H H H H H E EWright, Danny E E E E SU M M M M M SA M M M M L L L L L O O O O OHutchinson, Anthony E E E E SA M M M M M SU M M M M M L L L L BHO L E E E

Elston, Kate M M M M SA SU M M M M M L L H H H E E E E H SA E E M HShallcross , Mike M M M H H H M M M M H L L L L H E E E E H H M M MHogarth, Mandy M M M M M M M M M L L L L L E E E E H SA L M M L

Helsby, Brian M M M M L L L L L H E E E E M M M H H H SU H H H HLamb, Steve L M M M SA SU L L H H H E E E E E M M M M H SU H M M MCrosbie, Richard M M M M L L L L L E E E E E M M M M BHO SA SU BHO M M M

Harr ison, Paul H H H H H E E E E M M M M M H H M M M M H E L L LFallon, Maria E L L L E E E E E M M M M M SA SU M M M M BHO L L L MWilliams, Phillip L L L L E E E E E H H H H H SA SU M M M M BHO BHO L L L

The Shift Plan and Skills Matrix make sure the right people are in to cover all vital duties.

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A Skills matrix is made up of 3 parts

1 The matrix with all skills

2An overview on functional skills: per team…

2… on the whole project

The same for technical skills

3

3

Instructions

20101019_OperationLeanTraining.pptx

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Example of a skills matrix

20101019_OperationLeanTraining.pptx

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Team Mood: How did you feel today?

TRANSPARENCY : do you really care about your team mood ?If not, what are you managing for ?

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Performance is monitored against the standards to drive towards targets

Graphs should be simple, focused, easy to understand and easy to update (by hand!)

The performance charts on the KPI board then show the performance over a week,

month etc.

If there is a dip in performance or a worrying spike then a Concern Strip is raised to investigate. An Ideas Strip may also be raised if a better way of completing the process is found

Problem Solving techniques such as Pareto and 5 Why’s can be used to solve the route cause of the problems

Process changes are then trialled and success monitored to ensure

the route cause has been eliminated.

Standard Work can be updated and staff re-trained.

Targets / times are set

Start / End

2 – Performance / KPI

KPI Board

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Production KPIs

20101019_OperationLeanTraining.pptx

Dashboard of delivery KPIs

Rework rateCode review rate

Profitability indicatorProductivity indicator

Quality indicators

Process steps

Productivity per step and per order

Profitability per order

Overall profitability per teams

Profitability / productivity indicators

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Examples of delivery boards

20101019_OperationLeanTraining.pptx

Daily tasks Schedule

Team members

Week days

Daily task plan by a programmer, supporting the daily stand-up meeting

Problems met

Demand list

Cycle phases

Info. on progress

Production Board

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CCC Board

A concern around KPI’s or other areas can be raised and summarised onto the CCC Strip. This starts the problem solving process

A containment action is agreed and put in place to stop the problem getting worse

Problem solving activities such as 5 Why’s and Fishbone diagrams help to find a countermeasure to eliminate the route cause

The tracking area provides the frequency to check to ensure the problem is solved before removing the CCC Strip from the Information centre

The CCC Board controls the continuous improvement section of the Information centre. The CCC Strips can be used for

problems or ideas to track them through to implementation.

3– Continuous Improvement /Structured Problem Solving: Concern, Containment and Countermeasure (CCC)

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Discussion topic Visual Management is…

– The use of displays and controls as a communication tool to ensure that key information is always at hand.

– It enables you to identify any issues or problems that arise and ensure that they are acted upon quickly

Question:– Where you have seen examples of Visual Management being used

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Examples of Visual Management…

So now you know what Visual Management is, how do you use it?

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A short and focused day to day meeting provides a vehicle for :-1. Team communication 2. Business performance management3. Continuous improvement

Correct use of Information centres & meetings provide the foundation for:-

4. Target reviewing and setting5. Communicating key information6. Capturing concerns about performance and process7. Solving concerns at the appropriate level8. Informing, involving, and engaging all employees9. Showcasing to other areas/visitors the active management of

the area

Daily Meetings

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5 minute meetings: why is it so important...

Condition the team to be productive – Listen to issues and sort them…

Steer delivery– Distribute the work across team members– Share results with the team

Give the tempo

Motivate the group– Reinforce team spirit– Create interactions– Promote synergies

…For the team

leader?

The quickest a concern is identified, the less costly it will be for the organization

help those who bring their Added Value to the client producing in the best conditions

…For team members? Rugby scrum instead of relay race

…To make it happen daily?

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Stick to the timing!!

Stop all sources of

disruption!!

Stand-up meeting!!!

Meeting’s Must-Have

• Force participants to focus on important topics• It will prevent participants impacting their own

schedules…

• Meeting is short but efficient• One of the meeting’s goals is to align the team on the

different topics, hence it requires full attention from all of them

• No phones, blackberrys or laptops!

• A more dynamic and voluntary posture• Force to listen and focus• Force to be pragmatic and direct, in order to avoid

standing up for too long

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Daily Stand-Up meeting is supported by visual boards enabling to have a view on…

20101019_OperationLeanTraining.pptx

Anyone should be able to get a clear view on the situation anytime he / she comes on the floor Make IT visible ! It also support the whole team in

steering their delivery

… delivery status

…KPIs

…Concerns / action log

Problem resolution

board

… Skills matrix

… other informatio

n

Productivity / cost

Delay

Quality

Mood

By name

2 modes:2-week scheduleBy cycle phase

An action has:Name / short

description with a verbOwnerDeadline

Vacation / training

schedule

… overall project / entity Project Info Centre

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Standard structure of a daily stand-up meeting (Proposal)

How did you feel yesterday? (Mood reporting)

What did you do / deliver yesterday?

What are you going to do / deliver today

What concerns did you meet?

20101019_OperationLeanTraining.pptx

Progress status on action plan

This daily meeting is action-oriented. It happens in the front of visual supports. They enable to display the progress status and give an overview of

the situation in a flash.

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Information Centres: The Capgemini Standards

Focused on a team (or sometimes a process)

Made up of a Whiteboard or Interactive whiteboard – Permanence is key.

Daily 15 minute meetings – not once a week, not 3 times a week… Daily

Content must be clear, simple to understand (the 3-minute rule), easy to update (preferably by hand)

The board must contain the team’s mood Teams must be able to influence the KPI’s, ideas, issues and problems on the

board

Teams are made up of individuals… therefore highlighting individual performance is a requirement

The group’s vision is for the whole company to be using Visual Management by end-2011… now is the time to shape what it looks like

Video

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Get the process right • Meeting structure, attendance, frequency, team reviews,

countermeasure close-out, 3 minute mgt.

Have appropriate content • Appropriate KPI’s in place i.e. measures that the teams can affect,

linked to company cascaded KPI’s

Ensure right behaviours • Respect for individual, follow-up/process confirmation outside of

meetings (Go, Look & See), structured problem solving

What do we need to do to make Visual Management successful?

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How will we implement Visual Management in Schneider?

Tailor / Design Training

Train Team Members

Design, Agree and Implement Trial

Information Centre – one hour workshop for

each workstream

Support Team and Team Leaders, coaching behaviours

and modifying Info Centre if necessary

Document KPI collection / updating

methods

Diagnostic Implement / Sustain

2w.c 8/11

3w.c 15/11

4w.c 22/11

5w.c 29/11

6w.c 6/12

7w.c. 13/12

Chris

tmas

Bre

ak

8w.c. 3/1

9 10 11

Roll out to Team

Managers

Info Centre Installed and Used

Here is an example of a draft Info Centre for DCS ‘Other’ IT Costs......

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DCS ‘Other’ IT Costs – Draft Info Centre

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Actions…..

Please bring your thoughts to the Info Centre Workshop

What could an Information centre for your team look like?

What Information would you like to see on your Info Centre?

How can we implement this for your workstream successfully

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Any questions?....

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Appendices

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Information Centre Ground Rules

A stand up meeting.

10 minutes at the boards.

Full attendance on time.

One conversation at a time.

Manage by exception.

KPIs updated before the meeting.

Deal with data and facts not opinions.

Don’t problem solve during the meeting.

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Leading an Information Centre Meeting

Responsibilities:

Managing attendance and timing. Establishing that the board is up to date. Maintain focus. Practise / Support “Go and See”. Ensure concerns are raised for “No Good” conditions. Ensure that root causes of concerns are addressed. Offer coaching and support.

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Participating in an Information Centre Meeting

Responsibilities:

Update KPIs before the meeting. Raise a concern strip if your KPI is in the red. Attend the meeting on time. Stay focused. Provide brief clear feedback on your concerns. Support concern resolution.

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Summary

Information Centres record and display key metrics to empower all business levels to make informed data based decisions.

They provide a clear and visual representation of your part of the business at a given moment.

Information flows up and down the organisation in a clear and immediate way.

Deal with Data and Facts not opinions. It is your Information Centre - it may not right first time, so be willing

to vary the KPIs.

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CCC - What triggers a concern? What are the next steps?

All problems affecting process / performance should prompt a concern – priority calls may need to be made to focus efforts

1-

Concern and Countermeasure Strips are raised

2-

Countermeasures are tracked against the plan with the PDCA cycle

Concern is new, with a containment in place within that shift

Countermeasure is known and planned (PLAN)

Countermeasure is being implemented (DO)

Countermeasure is complete and being tracked for effectiveness (CHECK)

Countermeasure was successful, standards are updated (ACT)

3-

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Raise concern C/M and plan dateInvestigate if countermeasure (C/M) is within team’s capacity

Agree and implement Containment

Allocate responsibility

Agree C/M and date

Success – Enter onto success log

Implement

Move strip to review section

Move strip to tracking section

Tracking period complete

Move strips to “In progress” status

Update standard

CCC strip process (Concern-Containment-Countermeasure)

Start Here

If problem not resolved