Lean nsn customerandsupplier_03262010

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Lean nsn customerandsupplier_03262010

  1. 1. Pierre Jannez NSN Christian Ignace Operae
  2. 2. The challenge Miserable results What is going on? Getting the right things done Replay Lean or not lean ? Agenda
  3. 3. 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.
  4. 4. 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.
  5. 5. 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.
  6. 6. 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.
  7. 7. 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.
  8. 8. 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.
  9. 9. 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.
  10. 10. 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.
  11. 11. 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.
  12. 12. 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.
  13. 13. 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.
  14. 14. 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.
  15. 15. 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.
  16. 16. 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.
  17. 17. 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.
  18. 18. 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.
  19. 19. 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.
  20. 20. 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.
  21. 21. 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. <ul><li>Over 20 millions of end customers impacted </li></ul><ul><li>1 million of parameters used 24/24 </li></ul><ul><li>40 projects per year </li></ul><ul><li>10 000 parameters update 4 times per month </li></ul>
  22. 22. 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.
  23. 23. 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.
  24. 24. 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.
  25. 25. 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.
  26. 26. 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.
  27. 27. 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.
  28. 28. 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.
  29. 29. Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … together with the customer & the supplier
  30. 30. Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … to understand the process
  31. 31. Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … looking for Value & Waste
  32. 32. Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … to streamline the value chain
  33. 33. Miserable Results We started working… … abandoning our own supplier… … with unexpected results. … and reduce the lead time
  34. 34. Miserable Results We started working… … abandoning our own supplier… … with unexpected results.
  35. 35. Miserable Results We started working… … abandoning our own supplier… … with unexpected results.
  36. 36. What’s going on? Why you supplier are so bad? Explain ! We have to see… … to understand. In the meantime the customer…
  37. 37. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  38. 38. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… Yes but…
  39. 39. our customer is in a bad mood What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… Quality
  40. 40. What’s going on? We don’t like that very much… Explain ! We have to see… … to understand. In the meantime the customer…
  41. 41. 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…
  42. 42. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… We are
  43. 43. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  44. 44. What’s going on? … and go to the Gemba Explain ! We have to see… … to understand. In the meantime the customer…
  45. 45. What’s going on? … to walk the process Explain ! We have to see… … to understand. In the meantime the customer…
  46. 46. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  47. 47. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  48. 48. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… Inefficient working organization.
  49. 49. Different ways to do the same thing What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  50. 50. Knowledge in brain of few experts What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  51. 51. Loss of knowledge What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  52. 52. Oral competence transfer What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  53. 53. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … see a quality
  54. 54. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … visibly deteriorating
  55. 55. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … see projects
  56. 56. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … delivered on time but… without any visibility
  57. 57. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … not always mastered … see costs
  58. 58. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … which makes him
  59. 59. … in a very very bad mood What’s going on? Explain ! We have to see… … to understand. In the meantime the customer…
  60. 60. What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… … pushing us to get the right things done:
  61. 61. Restore customer satisfaction What’s going on? Explain ! We have to see… … to understand. In the meantime the customer… 0 defect
  62. 62. Getting the right things done Kaizen Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  63. 63. 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
  64. 64. 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
  65. 65. What’s going on? Time To Deploy Except Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  66. 66. 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
  67. 67. 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
  68. 68. 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
  69. 69. … 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
  70. 70. 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
  71. 71. 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
  72. 72. 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
  73. 73. 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
  74. 74. 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
  75. 75. … 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
  76. 76. “ 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
  77. 77. … 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
  78. 78. 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
  79. 79. … 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
  80. 80. Getting the right things done … leaving them blind Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  81. 81. 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
  82. 82. 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
  83. 83. Getting the right things done A process sustained by… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  84. 84. 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
  85. 85. Getting the right things done … creating as many bottlenecks Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  86. 86. 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
  87. 87. Getting the right things done Trained as it comes… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  88. 88. … 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
  89. 89. … prevent development of people Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  90. 90. … which is reinforced Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  91. 91. … by inappropriate standards Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  92. 92. … old Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  93. 93. … empty or inaccessible Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  94. 94. … 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
  95. 95. … 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
  96. 96. 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
  97. 97. 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
  98. 98. Getting the right things done … delivered late, several times… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  99. 99. 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
  100. 100. 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
  101. 101. Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  102. 102. 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
  103. 103. 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
  104. 104. Getting the right things done Less excel, more pencils! Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  105. 105. Getting the right things done Show the global process Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  106. 106. Getting the right things done Adjust, Do, Check & resume. Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  107. 107. 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
  108. 108. 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
  109. 109. Getting the right things done Gemba, Gemba, Gemba! Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  110. 110. 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
  111. 111. 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
  112. 112. 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
  113. 113. 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
  114. 114. 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
  115. 115. 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
  116. 116. 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
  117. 117. Getting the right things done Display problems resolution status Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  118. 118. 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
  119. 119. 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
  120. 120. 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
  121. 121. Getting the right things done Identify two experts… Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  122. 122. 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
  123. 123. 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
  124. 124. Getting the right things done and a configuration map Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  125. 125. 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
  126. 126. 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
  127. 127. Problem solving with supplier Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action
  128. 128. 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
  129. 129. Getting the right things done Engage the supplier Gemba, Gemba, Gemba… People first Then method Finally process Examples of action Naming rules
  130. 130. 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
  131. 131. Replay Good results But… … so 2008 2009 /3 0 % Defects
  132. 132. Replay Good results But… 2008 2009 -30 % Lead Time
  133. 133. Replay Good results But… … so action… 2008 2009 x2 Volume
  134. 134. Replay Good results But… 2008 2009 +20 % Work force
  135. 135. Replay Good results But… The supplier appropriates Kaizen & organizes them alone
  136. 136. Replay Good results But… 2009 November
  137. 137. Replay Good results But… Back to the future
  138. 138. Replay Good results But… … a new supplier
  139. 139. Replay Good results But… Within 3 months, same raisons, same consequences…
  140. 140. Replay Good results But…
  141. 141. Replay Good results But… … Customer
  142. 142. Replay Good results But… … so action ! … and teams
  143. 143. 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
  144. 144. Challenge Go & See Problem Solving Respect For People Team Work Toyota Way Lean or not lean? lean lean lean
  145. 145. 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?
  146. 146. 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?
  147. 147. 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?
  148. 148. 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?
  149. 149. 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?
  150. 150. 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

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