Lean nsn customerandsupplier_03262010
Upcoming SlideShare
Loading in...5
×
 

Lean nsn customerandsupplier_03262010

on

  • 1,295 views

Lean as a management tool to increase

Lean as a management tool to increase

Statistics

Views

Total Views
1,295
Views on SlideShare
1,284
Embed Views
11

Actions

Likes
0
Downloads
48
Comments
0

4 Embeds 11

http://www.linkedin.com 8
http://www.lmodules.com 1
http://www.slideshare.net 1
http://localhost 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Lean nsn customerandsupplier_03262010 Lean nsn customerandsupplier_03262010 Presentation Transcript

  • Pierre Jannez NSN Christian Ignace Operae
  • The challenge Miserable results What is going on? Getting the right things done Replay Lean or not lean ? Agenda
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge delivering complex features A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge for a billing solution A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge on time & with high level of reliability A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge 40 times a year A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • 2007 The Challenge Annual Negotiation A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge 10% A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge 50% A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • a Telecommunication Company The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • Partner to 75 of the world’s top 100 operators The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • 60,000 employees The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • Serving 1,400 customers The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • in 150 countries across 5 continents The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • managing networks serving more than 130 million subscribers The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • Generating 12,6 billions € net sales in 2009 The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
    • Over 20 millions of end customers impacted
    • 1 million of parameters used 24/24
    • 40 projects per year
    • 10 000 parameters update 4 times per month
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • Well Done !? The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • Lean The Challenge A day an happy customer decided to challenge his supplier who bravely took it up and jump to an immediate solution & a less immediate one.
  • Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … together with the customer & the supplier
  • Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … to understand the process
  • Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … looking for Value & Waste
  • Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … to streamline the value chain
  • Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … and reduce the lead time
  • Miserable Results We started working… … abandoning our own supplier… … with unexpected results.
  • Miserable Results We started working… … abandoning our own supplier… … with unexpected results.
  • What’s going on? Why you supplier are so bad? Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… Yes but…
  • our customer is in a bad mood What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… Quality
  • What’s going on? We don’t like that very much… Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? because… we are unable to explain what is going on… Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… We are
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? … and go to the Gemba Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? … to walk the process Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… Inefficient working organization.
  • Different ways to do the same thing What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • Knowledge in brain of few experts What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • Loss of knowledge What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • Oral competence transfer What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … see a quality
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … visibly deteriorating
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … see projects
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … delivered on time but… without any visibility
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … not always mastered … see costs
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … which makes him
  • … in a very very bad mood What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  • What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … pushing us to get the right things done:
  • Restore customer satisfaction What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… 0 defect
  • Getting the right things done Kaizen Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Supplier teams don’t see the customer and have a vague feeling of him. What’s going on? Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Graphs & operational indicators are not known by internal & external teams What’s going on? Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • What’s going on? Time To Deploy Except Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • What’s going on? No global vision of the process Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • What’s going on? 18 projects in // with constrained dead line continuously… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Supplier NSN Customer Team A Team B TL TL PM PM MOA Marketing Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … external supplier teams in several regions on several sites on several floors What’s going on? Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • What’s going on? … exchanges done by e-mail or call-conference Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • No time to solve more than the last visible symptom What’s going on? Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Lot of “problems” but no measurements What’s going on? Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done A stratified project’s organization Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Preventing people to see… Getting the right things done Customer Challenge Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … and to work as a team. Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • “ Success” is monitored with KPIs… Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … instead of using Operational Indicators. Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • KPI’s are defined from the past… Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … without involving Teams and PMs… Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … leaving them blind Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … to quality and delays requirements Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done No time for developing people: Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done A process sustained by… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … a collection of hyper competences Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … creating as many bottlenecks Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Teams used 100% of their time Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Trained as it comes… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … with a huge turn over rate… Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … prevent development of people Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … which is reinforced Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … by inappropriate standards Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … old Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … empty or inaccessible Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … used too soon or too late Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • … by lack of rules to manage documents Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Tools are missing or faulty Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … by unstable inputs with uneven quality… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … delivered late, several times… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … and corrected or modified all along projects. Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Engage all teams (supplier & NSN) in writing problems by hand on wall to solve them Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Starting by “pebble” in the shoe. Don’t write problem by yourself. Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Don’t forget to solve problems ! Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Less excel, more pencils! Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Show the global process Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Adjust, Do, Check & resume. Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Show the “to do/done” per project to all stakeholders including supplier Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Start by the team that is willing to do it Sustain with constancy Adjust template Support team leader & team members Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Gemba, Gemba, Gemba! Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Encourage the various managerial levels to do so. “ We are coming to help not to control” Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Get out of your office! Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Promoting and ritualizing physical or remote meetings. Frequency: Daily, weekly, monthly Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done PM drives daily “Scrum”… with operational staff including suppliers Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Daily “Scrum”: 3 questions: Is everything OK? What have been done/solved? What is blocking? Daily follow up with supplier Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Train supplier managers to co-animate Kaizen Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Kaizen in face to face , in team premises, on a regular basis: each 2 months with operators, on recent problem. We don’t know yet how to run efficiently a Kaizen in remote mode Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Display problems resolution status Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Share progress of actions with customer & supplier each 2 weeks Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Show customer’s mood & Operational Indicators Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Share the same level of operational information between customer, internal team & supplier Unify reporting standards Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Identify two experts… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done … and plan time for training to Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Write detailed Mode Of Operations Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done and a configuration map Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done From a naïve & heavy approach… Configure then Test Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done to Jidoka… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action Make problems visible as soon as they are produced
  • Problem solving with supplier Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Create check lists (pre-study, roll out, …) Update the check list to depict real actions (one check box per action,...) Require the utilization of the checklist during roll out. The check boxes have to be filled with a pencil. Adjust the check list to the modified environnement Action forgot during roll out, why? New comer did not know he had to make this gesture. Another action forgot during next roll out, why? Check list was filled the day after using laptop One check box for 6 repeated actions Human & technical environment is modified Another action forgot during next roll out, why? Another action forgot during next roll out, why? Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  • Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action Naming rules
  • Internal actors define the naming & storing rules for deliveries Adjusted in 25 iterations in 19 months More than 85 projects per year By 45 people in 5 distinct entities 10 to 20 new files co written and read per day Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action Naming rules
  • Replay Good results But… … so 2008 2009 /3 0 % Defects
  • Replay Good results But… 2008 2009 -30 % Lead Time
  • Replay Good results But… … so action… 2008 2009 x2 Volume
  • Replay Good results But… 2008 2009 +20 % Work force
  • Replay Good results But… The supplier appropriates Kaizen & organizes them alone
  • Replay Good results But… 2009 November
  • Replay Good results But… Back to the future
  • Replay Good results But… … a new supplier
  • Replay Good results But… Within 3 months, same raisons, same consequences…
  • Replay Good results But…
  • Replay Good results But… … Customer
  • Replay Good results But… … so action ! … and teams
  • G- Continuous improvement Challenge Variability Waste C- Comitment Teamwork & Respect H - Quality H - Delays H - Costs E – Train & write standards: Abacus, Check-list, detailed mode of operation & map D – Solve problems one by one: PDCA & Kaizen A – Go & See by yourself: Genchi Genbutsu & Visual Management F – Satisfy customer completely Replay Good results But… … so action ! B Give me exactly what I want Where I want When I want Be reliable Don’t make me loosing my time
  • Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Lean or not lean? lean lean lean
  • Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Pro’s Cost Lead time Con’s Wrong challenge at the beginning Quality first Lean or not lean?
  • Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Pro’s Many gemba walks done by the coach Con’s NSN, Supplier & Customer Management not fully involved. Lean or not lean?
  • Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Pro’s Many Kaizen organized by coach Kaizen organized by supplier himself Many problems solved Standards created & modified accordingly Lean or not lean?
  • Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Pro’s People have been empowered to tackle problems by themselves Supplier has been trained to deliver quality and to be more efficient. Con’s Difficulty to maintain stability of teams for the long run. Lean or not lean?
  • Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Pro’s Kaizen organized with all stakeholders. Problems solved by teams. Silos broken. Lean or not lean?
  • Lean or not lean? Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Challenge Kaizen Respect Team Work Genchi Genbutsu Continuous Improvement Respect for People Toyota Way