A MEI Lean IT case study - European Lean IT Summit 2012
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A MEI Lean IT case study - European Lean IT Summit 2012

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A Lean IT case study from MEI presented by Richard Mathis at the European Lean IT Summit 2012. More videos and presentations on www.lean-it-summit.com

A Lean IT case study from MEI presented by Richard Mathis at the European Lean IT Summit 2012. More videos and presentations on www.lean-it-summit.com

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A MEI Lean IT case study - European Lean IT Summit 2012 A MEI Lean IT case study - European Lean IT Summit 2012 Presentation Transcript

  • 22 & 23 November, 2012 Paris, FranceDoubling the output of the team and still freeing up resources for the future By Richard Mathis, MEI MEI Company Confidential
  • Agenda • MEI Introduction • The story begins • Lean manager • Lean & software • Lean & Team • Conclusion MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • MEI Inc Gaming Retail Vending Transport What We Do Leading manufacturer of payment solutions Global Presence 850 employees across 10 sites, distributors in 50 countries Significant Volumes 600’000+ payment systems supplied 2011 globally Currency Experts 100+ currencies covered – banknotes & coins Experience Over 40 years, 125’000 note acceptors into Transport TVMs Global Market Share No.1 in Gaming, Retail, Vending & Transport Markets MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion View slide
  • MEI locations Long history In USA, Europe Reading China... UK Geneva Switzerland Tokyo Japan Shanghai China Querétaro Manufacturing Beijing Mexico Pennsylvania China USA World HQ MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion View slide
  • Twice the products? 2007 2008 2010 2011 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • 5 days Kaizen Event • Value stream map – 65 big steps – We couldn’t finish all the value stream • 88 improvement actions plan • Possible 30% lead time decrease MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Planning & Team 1.2 year of development ahead MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Lean manager ? Sales Marketing Technical support Engineering Reporting, planning, Communication 4.5h per day Manager Could I be at Gemba ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Root causes • No information available online • Lack of trust from the project requestors ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Planning board Initial version MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Planning board MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Reporting 2009 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Rolling annual yearly average lead time Reporting 2012 Studies per type & per product type Variance of the lead time on a rolling annual basis MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Lean Manager today? • 5h per week spent on reporting, planning & communication • Once we agree on a date, 99% of the people stop requesting status reports MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • How to deal with transparency? • Transparency is scary • Transparency builds trust MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Data management 2008 • Over 1 TeraByte of data, • Tens of thousands files • Different for each product type • Risk of data loss Immediate action Continuous improvement MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Data management 2009 • Clear separation between the releases and the studies files • Standardization of the file naming • Standardization of the directories MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Data management 2012 • Some improvements must be done even though some people are reluctant After 4 iterations Version control System MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Release process 2011 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Release process 2012 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Software obsolescence 2011 70 different types of software tools Why ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Software obsolescence MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Lean & Tools We improved the process by creating the right applications to the right place We increased the number of applications to handle Our new tools became a burden MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Lean & Tools • Automatic non regression tests • New release : From 3 weeks to 1 day • 1 day for a new person ready to develop MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Team What is the impact on the team ? How the team reacted? How did they deal with so many improvements? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Method • Focus on little but visible improvements • Relocation of the laboratory • 5S MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Security & ergonomics Version 1 Version 2 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Lean & Team 2008 Lean ? 2012 Lean ? Can we do this Well… or this or this… ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Lean & Team Negative No opinion Positive MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Team today 2009 2012 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Feeling • Teammates seem happier – They work on more interesting things (more value added) • Lots of ideas arise – Prioritization of the ideas became mandatory: too many MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Improvement results • 42% Lead time reduction in 2009 • 30% Productivity increase in 2010 • 75% Lead time Variance reduction in 2011 • 97% reduction of the release process in 2012 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • Doubling the output MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  • 22 & 23 November, 2012 Paris, FranceMore Lean IT presentations and videos on www.lean-it-summit.com MEI Company Confidential