ATH2013-Krishnamurty Pammi- Power your business through implementing Lean


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  • Value and WasteValue— The moments of action or thought creating the product that the customer is willing to pay for. In other words, value is defined in the eyes of the external customer. Imagine a customer was observing the work in your office. At what moments would they be willing to reach into their pocket, pull out money, and give it to you?…Waste— All other moments or actions that do not add value but consume resources. Wastes come from overburdened workers, bottlenecks, waiting, handoff, wishful thinking, and information scatter, among many others
  • ATH2013-Krishnamurty Pammi- Power your business through implementing Lean

    1. 1. “Power Your Business through implementing lean Tenants” Krishnamurty VG Pammi IVY Comp etch Private Limited Hyderabad India
    2. 2. Context No Program Areas that Revenue Duration needed Attention Sustenance Engineering - Test the Compatibility of 2000 selected 1 50 Million 3 years Application suit on Pre-released and Released Operating systems Development and Maintenance of Telecom Apps (DNS and DHCP 2 4.5 Million 3 years services for IPv4 and IPv6 networks) 3 Evangelize pre-released products Yukon (SQL Server 2005) – Whidbey (Visual Studio 2005) and Long Horn server (Business Layer) 1 Million 1.5 Years Lean Tenants Applied - Value Stream Mapping Method - Dependency Structure Matrix - Work Load Levelling (through Complexity Analysis, Resource Profiling Work Load Levelling) - 5S (Sort, Straighten, Shine, Standardize and Sustain) - Single Minute Exchange of Dies (Test Automation) - Time To Market is - Value Stream Mapping Method more - Visual Control Boards - Low Quality - Work Allocation - Customer - Dependency Matrix Structure Involvement - 5 Why - Long Cycle Service Requests with AS-is Process (Clarifications, Scope Increase, low - Value Stream Mapping Methods end user touch - Visual Control Boards time) - Concurrent Engineering - Long Cycle Regression Window - Less productivity - Ineffective Work Allocation Process - Long Setup Stabilization Time Lean Benefits 20% 16% 13%
    3. 3. Context… No Program Areas that Revenue Duration needed Attention Sustenance Engineering - Support a 47.5 4 Pharmaceutical Company's IT Million Division 3 years Development of Scan, Sync and Setup tools that replaces CD based 5 software updating procedure and 0.5 Million 1 Year testing the same on Localized languages Lean Tenants Applied -Value Stream Mapping Methods of top 20% Incident generation Modules -Team unable To Work Load Levelling (through Complexity meet Service Levels Analysis, Resource Profiling during Transition Work Load Levelling) Visual Boards '-Ineffective Collaboration - Respond To Change was Poor Concurrent Engineering Visual Control Boards Lean Benefits 11% 12%
    4. 4. Business Levers… Value Driven Development - Establish common understanding about the value we create for customer across the performing team Continuous Stakeholder involvement - Enable Early Feedback through continuous integration and short cycle iterations Rolling Waving Planning – A Framework that helps us address requirement ambiguities “Right Person for the Right Task” – Establish an efficient work allocation process.
    5. 5. Business Levers… “No Compromise on Quality” through set of handy standards and guidelines Empowering individuals at the front-line, thereby motivating them Incorporating continuous improvement mindset. Looking at the ways to decrease the possible Waste in this process. Visual Controls – Establish framework to help detect early warnings
    6. 6. Practical Insights…. Goal – “Sustainable shortest lead time, best quality and value (to people and society), most customer delight, lowest cost, high morale, safety”. Respect For the People Create process flow to surface problems Use pull systems to avoid overproduction Level out the workload Stop when there is a quality problem Standardize tasks for continuous improvement Use visual control so no problems are hidden Use only reliable, thoroughly tested technology Continuous Improvement Go-See Kaizen 5 Whys Learn to see the “whole” – Adapt “Kaizen” mindset (each individual employee is given the opportunity to find problems in his own way of working, to solve them and to make improvements.)
    7. 7. Experiments with Lean Tenants No Focus Area 1 Understand Customer definition of Value & Connect Customer Value to single piece flow 2 3 4 5 Lean Tenants A) Value Stream Mapping Method B) Takt Time A) Design Structure Matrix Work Allocation Process B) Work Load Leveling C) Value Stream Mapping Method Optimize Test Setup A) 5S Media Management B) Pull App Library Issues C) SMED D) Visual Controls E) Concurrent Engineering F) 5 WHY A) Visual Controls B) 5 WHY C) Visual Controls Continuous Improvements/Efficiencies D) Automation E) Concurrent Engineering F) Value Stream Mapping Method Capacity Utilization A) Work Load Levelling
    8. 8. 1. Value Stream Mapping Flow – Value Stream Mapping methods helps us optimize as a whole Everybody understands what customer expects and corresponding acceptance criteria Expose hidden Bottlenecks in the flow Brings good information as to what is really going on in the field Team will arrive at common point of thinking Team Bonding because of transparent communication and collocation Productivity Improvement and cycle Time Reduction Team is now open for new ideas.
    9. 9. 2. Design Structure Matrix R1 R3 R4 Benefits Lets you analyze the dependencies among the requirements R2 Helps you identify Cyclic Dependencies Take preventive actions Requirement R3 R1 R2 R4 Independent R3 X Coupled R1 1 X 1 Coupled R2 1 1 X Dependent R4 1 1 X
    10. 10. 3. Level the workload Establish efficient Work Allocation process through application of lean tenants “Takt Time” [ No. of Features/ Unit Time] “Design Structure Matrix”, “Work load levelling”. DSM Analysis Complexity Analysis Work Allocation Resource Profiling
    11. 11. 4. Concurrent Engineering 5 Core Principles of Concurrent Engineering  High value features first  Multiple phases with smaller release cycles  Detailed planning (DSM)  Early Feedback through continuous integration and short cycle iterations  Elaborative approach – set based thinking  Design alternatives  Rapid Prototyping  Implement quickly  Reuse of prototypes  Early completion with additional headcount  Integrated Review with Coding – pair programming  Delay decisions as late as possible  Phase concurrency between development &  Push features requiring clarity to later test releases When Requirements keep changing, Concurrent Engineering helps planning iterative releases taking Customer, Team into confidence.
    12. 12. 5.Continous Improvement Single Minute Exchange of Die Automation Usage of Out of Box Tools like Medusa etc. 5S ID Task 1 Select configuration 1.1 Chassis options 1.2 Modem options 1.3 Traffic generator options 1.4 Optional components 2 Schedule resources 3 Shelf assembly 3.1 Collect components 3.2 Seat cards 3.3 Interconnect 4 Download package 5 Initialize setup ON OFF
    13. 13. 6. Improve Quality Through “Go and See Yourself”, “5 whys” “Standardize the procedures”
    14. 14. 7. Visual Controls Bug Trend (Bug Created Vs Bug Resolved) Bug Count 20 18 16 14 12 10 8 6 4 2 0 14- 15- 16- 17- 18- 21- 22- 23- 24- 25- 28- 29- 30- 3114511/6/ 11/7/ 11/8/ Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Nov- Nov- Nov2013 2013 2013 13 13 13 13 13 13 13 13 13 13 13 13 13 13 13 13 13 Created # 0 6 3 3 2 4 9 6 6 9 9 11 1 13 3 5 6 4 4 11 Resolved # 0 8 5 3 2 3 7 13 18 5 2 10 1 0 5 4 18 6 3 6 #QA Verified + Closed 0 2 6 11 0 12 12 4 16 1 13 3 0 3 1 2 1 2 8 5
    15. 15. Lean – Accelerator our business: It helped us focus on creating value to customers – Thus, we achieved high customer satisfaction It helped us establish Handy and Flexible practices It empowered individuals at front line and thus achieved high motivation levels Team inculcated “Continuous mind-set” Financial benefits we are able to power up