Kanban for Procurement - A SwiftKanban Customer Case Study

1,342 views
1,102 views

Published on

A presentation by Gigante Consultoria, Brazil on their successful consulting with Poiesis – a Culture, Language and Literature Support Institute - to improve their Procurement Process, using Kanban and SwiftKanban

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,342
On SlideShare
0
From Embeds
0
Number of Embeds
179
Actions
Shares
0
Downloads
34
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Kanban for Procurement - A SwiftKanban Customer Case Study

  1. 1. Kanban as a Business Analysis Tool A Case-study
  2. 2. Introduction Clarinha Prado • Consultant in business analysis and information technology. • 20 years of experience in companies from various branches, mainly in the financial sector. • Graduated in computer engineering, with postgraduate studies in business administration. clarinha.prado@giganteconsultoria.com.br
  3. 3. Introduction • Gigante Consultoria is a consulting company that works with: – – – – Business Analysis Project Management System Analysis Training • This presentation refers to one of our projects, where we worked to improve the procurement process of one customer.
  4. 4. Objective • Present the Kanban as a tool to support business analysis. • Describe the introduction of Kanban in the procurement process of Poiesis – a Culture, Language and Literature Support Institute.
  5. 5. Agenda Contextualization: • Description of the company, the procurement area and its process. Problems Encountered: Suggested solution: • Problems that prompted the hiring of consultancy. • Suggested actions by consulting. Deployment of Kanban: • Stages of deployment, key challenges, obtained results. Conclusion: • Main conclusions and recommendations.
  6. 6. Contextualization
  7. 7. Poiesis - Culture, Language and Literature Support Institute • Where are we? São Paulo – state of Brazil. SÃO PAULO Area: 248.209 km2 Population: 43.663.669 inhabitants
  8. 8. Poiesis - Culture, Language and Literature Support Institute • Non-governmental organization, qualified by the State Government of São Paulo. • Promotes socio-cultural and educational development, focused on project management in cultural spaces. • Develops programs and research in cultural spaces geared to the training of students and the general public.
  9. 9. Poiesis - Culture, Language and Literature Support Institute • Performs the management of 29 cultural units : – – – – 21 Cultural workshops, 5 Culture factories, 2 Museums, 1 Reading space.
  10. 10. Procurement Department • Responsible for making purchases for cultural spaces managed by Poiesis and to the headquarters of the Organization. Approximate volume of 400 procurements/month.
  11. 11. Procurement Department Organizational structure: Administrative Manager Contract Manager Procurement Manager 5 buyers 1 intern
  12. 12. Procurement Process Receive Request Assign Buyer Quote or Negotiate Get Signatures Draw Up A Contract Approve Purchase Wait For Delivery Validate Delivery Request Payment
  13. 13. Motivation to Contract Business Analysis
  14. 14. Problems Faced by Poiesis • Lack of transparency to solicitants. • Process time consuming, complex and bureaucratic. • Lack of clarity in the distribution of responsibilities. • Lack of knowledge of business rules. • Problems in the purchases prioritization. • Uneven distribution of workload between buyers. • Lack of management information.
  15. 15. The Business Analysis
  16. 16. The Business Analysis • The consulting company Gigante held a job of diagnosing problems and proposal for improvements. • Several actions were proposed to address the problems singled out, among them the introduction of a Kanban.
  17. 17. The Kanban Proposal • Use the Kanban as a tool for: – Increase the transparency of the procurement process. – Enable strategic management over acquisitions. – Control the flow of the department purchases. – Optimize productivity quickly.
  18. 18. The Kanban Proposal 1st phase – Physical Kanban: Process modeling, board assembly, training, daily meetings 2nd phase - Automated Kanban: Choice of tools, training, definition of indicators, acquisition of TV.
  19. 19. 1st phase – Physical Kanban Deployment of Kanban
  20. 20. 1st phase – Physical Kanban • Start: May 14, 2013. • Used for about 2 months. • Deployment steps: – Process modeling with managers. – Team training. – Monitoring the deployment. – Use of available materials: brown paper, masking tape, post-its, A4 sheet.
  21. 21. 1st phase – Physical Kanban Profile of purchases Staff overload Identification of bottlenecks
  22. 22. 1st phase – Physical Kanban Capacityconstrained resource Non-instant availability resource
  23. 23. Manually Extracted Metrics
  24. 24. Board Customizations • Suggestions from the team, during the daily meetings.
  25. 25. Board Customizations • Stamp: standardization and practicality for a low cost.
  26. 26. Last Board Configuration
  27. 27. Main Challenges • Fixing the frame and the cards. • Motivation for the team to use the new tool. • Establishment of new concepts. • Manual generation of metrics. • Maintaining the daily meeting.
  28. 28. Obtained Results • The team's involvement in the proposed improvements and troubleshooting. • Customer awareness. • Sharing information. • Workload visualization. • Analysis of performance metrics. • Reducing the index of complaint.
  29. 29. 2nd phase - Automated Kanban Deployment of Kanban
  30. 30. 2nd phase - Automated Kanban • Start: September 16, 2013. • Deployment steps: – Selection and hiring of the Kanban application. – Team training. – Import of the cards. – Customization of indicators.
  31. 31. Kanban Products Analysis A B C D
  32. 32. 2nd phase - Automated Kanban
  33. 33. 2nd phase - Automated Kanban
  34. 34. Obtained Metrics
  35. 35. Obtained Metrics
  36. 36. Main Challenges • Choice of the Kanban tool. • Two months interval between automated and physical Kanban. • Adaptation of the team to the new system. • Loss of board visibility, that used to be displayed on the Department wall.
  37. 37. Obtained Results • Ongoing purchases controlled by Swift-Kanban. • Metrics to support managerial activity: – Data in real time, backlog, productivity, costs, purchase volume, lead time, cycle time. • Customized web page to search for the purchase status. • The contracts area wants to start using Swift-Kanban.
  38. 38. Conclusion
  39. 39. Conclusions • Kanban is a solution easy to adopt, with an affordable cost. • Helped solve the main encountered problems. • Gave the manager support through the workflow visualization and analysis of indicators.
  40. 40. Kanban as a Business Analysis Tool A Case-study

×