"Deploying Lean in a bank IT department" by Paul Thysens
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"Deploying Lean in a bank IT department" by Paul Thysens

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This very concrete presentation was shared by Paul Thysens, CIO of BNL bank during the 1st European Lean IT Summit held in Paris in October 2011.

This very concrete presentation was shared by Paul Thysens, CIO of BNL bank during the 1st European Lean IT Summit held in Paris in October 2011.

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"Deploying Lean in a bank IT department" by Paul Thysens "Deploying Lean in a bank IT department" by Paul Thysens Presentation Transcript

  • Copyright © Institut Lean France 2011 Deploying Lean in BNL IT department Paul Thysens
  • Deploying Lean in BNL IT department Paul Thysens – CIO BNL BNPP Group Lean IT Summit October 14, 2011
  • BNL in the BNP Paribas Group Through BNP Paribas Group, BNL offers to its Italian customers access to the most extensive international banking network Through BNP Paribas Group, BNL offers to its Italian customers access to the most extensive international banking network EUROPE 162 200 ASIA 11 000 AFRICA 9 800 MIDDLE EAST- 2 200 OCEANIA 600 FRANCE 65 400 ITALY 19 100 BELGIUM FRANCE BELGIUM ITALY LUXEMBOURG AMERICAS 19 400 NORTH AMERICA 15 100 SOUTH AMERICA LUXEMBOURG 4 300 3 900 18 300 As of 31.12.10 205 000 Employees 2
  • BNL History From birth to BNPP Integration BNL becomes a Limited Company BNL becomes a multi-specialist Bank BNL enters in the Group BNPP BNL is listed on Milan Stock Exchange Birth of BNL (Istituto Nazionale per la Cooperazione) 2006 1992 1998 1913 1929 BNL becomes a State owned bank 2001 2011 Integration of Fortis Integration of Bank Privèe Integration of Artigiancassa 2009 20102008 3
  • Lean in BNL: ACE Program Since 2006 BNL has adopted the Lean methodology with “ACE” in the Back Office in order to an operational efficiency and a simplify Acquisition By BNP Paribas Back Offices Simplification and standardization of processes IT Department Development and monitoring 2006 2009 2.000 people involved 30M€ of recurring gains +20% points for the customer satisfaction -50% defects Up to -90% reduction in lead time +20% of productivity 400 people involved 13 projects 1M€ of recurring gains -28% defects -73% reduction in lead time Quality Improvement Reduce Operational Risks Valuing People Increase Competitiveness ACE: Amélioration Continue de l‘Efficacité (Continuous Improvement Efficiency) ACE: Amélioration Continue de l‘Efficacité (Continuous Improvement Efficiency) 4
  • The Problem Budget 70% 30% CHANGE Projects RUN Assets Production Work on the maintenance of the Run the Bank costs!Work on the maintenance of the Run the Bank costs! 2011 y 5 Trend Keep the same Budget Usage systems and costs of IT increase with volumes Work on assets cost containment, understanding the activities covered Run the bank tends to grow Loss of budget for projects Actions ► Quality Plan to stabilize the trend Reduction applications consumer that allowed to absorb the volumes in 2 years ► Lean on Assets to reduce costs Free effort and budget to invest in Change the Bank and/or to reduce the RUN cost As is
  • Strategy Quality Plan Lean in maintenance activities ► Improve the quality of applications in production ► Consolidate the results already obtained from optimization activities ► Help define standards and rules for the development of new applications ► Understand the case and discover the potential for improvement ► Reduce non quality (corrections and support) ► Free maintenance time to reinvest in projects Quality Improvement Reduce Operational Risks Valuing People Increase Competitiveness 6
  • SPOC Support Model Move manteinance team skills on the SPOC Recurrent support to the SPOC Provide tracks , FAQ. Telephone Self ticketing SPOC BACK OFFICE Maintenance Team (Focal Point) SUPPORT Level I Level II Level III USER NEW Acting on level III to improve the current support model and to increase the effectiveness and efficiency of service Focus on Maintenance Team 7
  • Results Corrections Support Volumes Lead time Volumes Lead time ► 5 teams involved (30 total) - equal to 30% of corrections and support effort ► 50 people involved (internal + external) ► 1 year of work -28% -57% -30% -73% Maintenance Budget 5.3 M€5.3 M€ 1M€ 1.9k€ Internal 3.4k€ External Stakes Free Internal Effort to be reallocated on project activities/ assets quality 8
  • Focus on a Maintenance Team 9 Volumes #tickets per month 29 1 19 Volume #tickets per month 120 80 Lead time Average 13 days 21h1 Corrections Support
  • Benefits vs People 10 Teams visualizing their own work ►Teams design performance indicators reflecting their customers’ expectations and put them on a wall ►People create their own Visual Management tools to make visible their daily work ►Every morning, they meet for 10-15 minutes to detect and solve problems early Striving to really understand the problems ►Classifying incidents and support requests ►Mapping the sources of incidents and requests ►Listening and talking to real users! Solving problems with “low cost” solutions ►Clarifying confusing error messages and help texts ►Collaborating with Help Desk to create or improve FAQs ►Training team members and writing check lists ►Developing tiny, targeted software evolutions
  • A Managerial Revolution for… 11 Goals Proposals&results ? ► Go & see ► Encourage proposals from employees ► Small steps instead of big solutions ► Involvement of middle management ► Increase team building ► Work is less stressful and more interesting ► Can propose and implement improvements ► Increase face-to-face communication ► Work naturally with other groups ► Understand the E2E process, including the customer perspective …motivated and happy People
  • Working with Suppliers 12 ► Active involvement ► Visual management installed in the supplier offices and shared with their people ► “Monetization" of the recovery of operational efficiency through the renegotiation of contracts with suppliers within the medium- long term partnership ► Share economical benefits ► Encourage and reward improvements
  • Next Steps 13 ► Accelerate the deployment on maintenance teams (Yokoten method) ► Create of a new organizational structure to ensure the management and continuous improvement of the applications ► Use E2E model during the analysis and the solution of the problem (i.e. from one single ticket of Help Desk to application) ► Always work in synergy with Business teams in order to give a follow up on maintenance performance and to provide information " market oriented" ► Align senior managers through Lean strategy deployment
  • Copyright © Institut Lean France 2011 www.lean-it-summit.com 14 | 08/11/2011 |