"Make problems visible and users happy" by Catherine Chabiron

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A presentation about lean at Faurecia, automotive manufacturing

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"Make problems visible and users happy" by Catherine Chabiron

  1. 1. Copyright © Institut Lean France 2011Make problems visible and users happy Catherine Chabiron – Lean Office Faurecia
  2. 2. Copyright © Institut Lean France 2011Make users happy How ?
  3. 3. Copyright © Institut Lean France 2011 The happy end user• He / she expects (progressive stages) : 1. Accuracy 2. Availability (when and where) 3. Partnership 4. Advice
  4. 4. Copyright © Institut Lean France 2011Accuracy and availability availability accuracy First 2 basic stages
  5. 5. Copyright © Institut Lean France 2011Is this situation under control ?
  6. 6. Copyright © Institut Lean France 2011Is this situation under control ?
  7. 7. Copyright © Institut Lean France 2011 Can you positively answer the following questions ?• Do we understand the target / mission ?• Can we separate bad from good ?• What are the major quality issues ?• Where are the latest customer claims ?• Are we late or on time ?• Etc …
  8. 8. Copyright © Institut Lean France 2011 We had a strong suspicion that :• If we could capitalize on what we know as best practices• And implement means to spot any deviation versus those practices• We could improve accuracy and availability
  9. 9. Copyright © Institut Lean France 2011Hence the idea to implement work standards Any idea what those are?
  10. 10. Copyright © Institut Lean France 2011 Proposed definition– Sequence of tasks– In a given time– Based on field observation– To efficiently manage recurrent tasks and free time for complex or extra-ordinary issues
  11. 11. Copyright © Institut Lean France 2011 Why work standards ?– Share and learn from experience (best known sequence)– To better spot problems : • A problem is a deviation versus a standard– And enter a continuous improvement process (kaizen) A P C D
  12. 12. Copyright © Institut Lean France 2011A problem is a deviation versus a standard P C D Evolution of production unbilled deliveries 7000 6000 5000 4000 3000 2000 1000 0 3 4 5 6 6 6 7 7 7 7 8 8 8 8 9 9 9 9 0 0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .1 .1 26 01 12 03 16 23 07 13 21 27 12 18 21 27 02 08 18 28 02 14 Evolution of production unbilled deliveries 7000 6000 5000 4000 3000 2000 1000 0 3 4 5 6 6 6 7 7 7 7 8 8 8 8 9 9 9 9 0 0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .0 .1 .1 26 01 12 03 16 23 07 13 21 27 12 18 21 27 02 08 18 28 02 14
  13. 13. Copyright © Institut Lean France 2011 Check and Adjust• We observe execution of standard : – Why did not we work at standard ? – Is the work standard adequately covering the risk ?• And we adjust : – Train to standard A P – Improve the standard C D
  14. 14. Copyright © Institut Lean France 2011 Right, but which standards ?• Plant work standards ?
  15. 15. Copyright © Institut Lean France 2011 ITIL standards ?• ITIL tells you what to do• but does not explainhow
  16. 16. Copyright © Institut Lean France 2011 Need to come back to work standard definition– Sequence of tasks– In a given time– Based on field observation– To efficiently manage recurrent tasks and free time for complex or extra-ordinary issues Spot recurrent tasks
  17. 17. Copyright © Institut Lean France 2011 IT recurrent tasks impacting accuracy and availability• Projects – Roll-outs – Code• Operations – Changes to production environment – Monitoring and alerts• Support – Helpdesks, call centers – Support chains
  18. 18. Copyright © Institut Lean France 2011So how do we start ?
  19. 19. Copyright © Institut Lean France 2011First attempt with FMEA (critical systems)
  20. 20. Copyright © Institut Lean France 2011First attempt with FMEA (critical systems) Not bad but painful approach
  21. 21. Copyright © Institut Lean France 2011 So we went back to Gemba ! • A work standard is based on field observation :Plant ITObserve a product launch Observe a software rolloutStop the line to spot causes Get key IT actors on board toof a defect at assembly spot causes of an IT outage that just occurred
  22. 22. Copyright © Institut Lean France 2011We started with projects
  23. 23. Copyright © Institut Lean France 2011 We observed project wastes• Buy more than the need• Buy redundant solutions• Loose track of the initial need• Forget to involve users who will use the tool• Develop unused functionalities• Develop and go (support ? maintenance ?)• ….
  24. 24. Copyright © Institut Lean France 2011And started collecting what we knewPrinciple :• 7 risk areas• 5 Gate Reviews• Asking questions on the riskmitigation rather than proposingready-made solutions to addressthem
  25. 25. Copyright © Institut Lean France 2011 We added some features Criticalquestions Corrective action plan if answer is no Questions on risks, rather than ready- made solutions
  26. 26. Copyright © Institut Lean France 2011 And used every single incident to improve the standard Monitor physical Order bar move of Master equipment, servers code readers unscheduled jobs … (GR2b) in time (GR3) (GR2b) Wait for architecture design to order hardware (GR2a) Add outage Reformulatecommunication Reformulate support chain system for support (2009) users (2011) (2010)
  27. 27. Copyright © Institut Lean France 2011Problems are now visible
  28. 28. Copyright © Institut Lean France 2011 Efficient ?• 75 % of projects on time (64 % in Jan 2008, est < 50 % before 2007)• 100 % of projects severely off track had not followed the approach• 11 800 users rolled out on SAP in 4 years as per plan
  29. 29. Copyright © Institut Lean France 2011We also worked on support and operations
  30. 30. Copyright © Institut Lean France 2011Learn from ITincidents with QRCI Describe, measure and protect user = 24 h Confirm causes = 10 WD Correct, learn and share = 60 WD
  31. 31. Copyright © Institut Lean France 2011Analyse deviation vs standard In this example, standard not But standard complied with itself was not clear enough
  32. 32. Copyright © Institut Lean France 2011 Create or correct standard Hence the Lessons Learned Sheet :• Clear Before / After• Share it
  33. 33. Copyright © Institut Lean France 2011 Examples of results brought by work standards NRFT Data Quality PSS plants 70,0% 60,0% NRFT30 3 2 50,0%25 3 3 3 nb of plants not 3 analyzed 40,0%20 8 8 8 8 Nb of plants with no 16 20 30,0%15 0 0 incidents 7 Nb pf plants with level 20,0%10 8 1 to 2 issues 15 15 5 10,0% 5 nb of plants with level 6 8 4 4 3 issues 0,0% 0 2 J 2011 F M A M J 2011-M01 2011-M02 2011-M03 2011-M04 2011-M05 2011-M06 Global tickets backlog per user0,2600,2400,2200,2000,1800,1600,1400,1200,100 v v 10 l l 11 ar ar ay p p ai ju ju no no se se m m m m n n ja Ja
  34. 34. Copyright © Institut Lean France 2011Partnership and Advice advice partnership availability accuracy Ultimate stages of user satisfaction
  35. 35. Copyright © Institut Lean France 2011Supply chain : rollout a process rather than a tool Plants rolled out : - 2 days of stock 2.4 plant / month vs 0.4
  36. 36. Copyright © Institut Lean France 2011Reduce investment decision lead time by 60% 60 days 20 days Technical validation Budget approval
  37. 37. Copyright © Institut Lean France 2011Help collect best practices on cross border flows
  38. 38. Copyright © Institut Lean France 2011Or on customer self billing
  39. 39. Copyright © Institut Lean France 2011Conclusion
  40. 40. Copyright © Institut Lean France 2011What we have implemented A P C D FCP Work standardsprevention Management PMS control, visual FMEA management Alert systems Line QRCI A3reaction Plant QRCI Continuous improvement Process breakthrough
  41. 41. Copyright © Institut Lean France 2011 Why ?• Each of us needs to manage : – Daily operations – AND – Continuous improvement Invest in kaizen Time for complex issues Firefighter Manage standards
  42. 42. Copyright © Institut Lean France 2011 Traps and difficulties• Difficulties : – Convince management to develop their own standards• Traps : – Design standards away from where things happen – Never change standards

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