Company Presentation Technical Director How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House Sua...
Agenda <ul><li>Business Overview </li></ul><ul><li>Lean </li></ul><ul><ul><li>The Foundations of Suaju </li></ul></ul><ul>...
Business Overview <ul><li>A Bristol, UK based company Founded 2009 </li></ul><ul><li>Employees recruited on a need basis <...
<ul><li>Certification / Status: </li></ul><ul><ul><li>ISO 9001:2008 - Quality Management System Certified by ACS Registrar...
Lean <ul><li>The Foundations of Suaju </li></ul><ul><li>Waste </li></ul><ul><li>Our Core Values </li></ul>
Lean – The Foundations of Suaju <ul><li>Lean Manufacturing or Lean Production </li></ul><ul><li>Used in the Toyota Product...
Lean – Waste <ul><li>Transfer of skills/Items </li></ul><ul><li>Catalogue/Storage Size </li></ul><ul><li>Irrelevant activi...
Lean - Our Core Values  <ul><ul><li>Keep Core Capabilities In-house </li></ul></ul><ul><ul><li>Shared Services Approach </...
Business Lines <ul><li>Lean Management </li></ul><ul><li>Business Process Intelligence (BPI) / Business Process Management...
Business Lines - Lean Management <ul><li>Continuous Improvement </li></ul><ul><ul><li>Long term vision </li></ul></ul><ul>...
Business Lines –BPI / BPM <ul><li>Business Process Intelligence (BPI) </li></ul><ul><ul><li>Process and Activities monitor...
Business Lines – Lean Software <ul><li>Apply the Lean Principles to Solutions </li></ul><ul><li>Development combines leadi...
Working Model <ul><li>Inception </li></ul><ul><ul><li>Business needs, Understand/Clarify the problems, What value can be a...
Lean Implementation Walkthroughs <ul><li>Top-Down </li></ul><ul><li>Bottom-Up </li></ul><ul><li>Make-Way </li></ul>
Lean Implementation Walkthrough 1 Top-Down <ul><li>Scenario “flowed down organisation to project team” </li></ul><ul><li>S...
Lean Implementation Walkthrough 2 Bottom-Up <ul><li>Scenario “increase employee moral and motivation” </li></ul><ul><li>A ...
Lean Implementation Walkthrough 3 Make-Way <ul><li>Scenario “make way for a change in process” </li></ul><ul><li>The Manag...
The Lean Journey
The Lean Journey <ul><li>Lean introduced into organisation </li></ul><ul><li>Review organisation process structure </li></...
Q & A How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House
Contact email:  [email_address] tel:  +44 (0) 117 902 4532 fax:  +44 (0) 207 022 1663 web:  suaju.com Suaju Ltd PO BOX 292...
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Suaju Company Presentation

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A Suaju Company Presentation Covering all business lines: Lean Management, Business Process Intelligence (BPI) / Business Process Management (BPM) and
Lean Software with Lean Implementation Walkthroughs/

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Suaju Company Presentation

  1. 1. Company Presentation Technical Director How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House Suaju Ltd
  2. 2. Agenda <ul><li>Business Overview </li></ul><ul><li>Lean </li></ul><ul><ul><li>The Foundations of Suaju </li></ul></ul><ul><ul><li>Waste </li></ul></ul><ul><ul><li>Our Core Values </li></ul></ul><ul><li>Business Lines </li></ul><ul><ul><li>Lean Management </li></ul></ul><ul><ul><li>Business Process Intelligence (BPI) / Business Process Management (BPM) </li></ul></ul><ul><ul><li>Lean Software </li></ul></ul><ul><li>Working Model </li></ul><ul><li>Lean Implementation Walkthroughs </li></ul><ul><ul><li>Top-Down </li></ul></ul><ul><ul><li>Bottom-Up </li></ul></ul><ul><ul><li>Make-Way </li></ul></ul><ul><li>The Lean Journey </li></ul><ul><li>Q & A </li></ul>
  3. 3. Business Overview <ul><li>A Bristol, UK based company Founded 2009 </li></ul><ul><li>Employees recruited on a need basis </li></ul><ul><li>Founder worked 15 yrs IT in leading companies: </li></ul><ul><ul><ul><li>Assystems - Silver Atena </li></ul></ul></ul><ul><ul><ul><li>Rolls-Royce - Data Systems & Solutions </li></ul></ul></ul><ul><ul><ul><li>BAE Systems – ATS/Reflectone </li></ul></ul></ul><ul><ul><ul><li>GEC-Marconi </li></ul></ul></ul><ul><li>Business Scope: </li></ul><ul><ul><li>“ Lean Management and Consulting Services, Implementing </li></ul></ul><ul><ul><li>Business Process Improvements, Software Development </li></ul></ul><ul><ul><li>Techniques and associated Hardware” </li></ul></ul><ul><li>Why Suaju: </li></ul><ul><ul><li>A need for a Lean Approach </li></ul></ul><ul><ul><ul><li>Bureaucracy </li></ul></ul></ul><ul><ul><ul><li>Paper Work </li></ul></ul></ul><ul><ul><ul><li>Process </li></ul></ul></ul><ul><ul><ul><li>Uncontrolled costs </li></ul></ul></ul><ul><ul><li>Attended the ‘Lean Government’ Conference in Westminster </li></ul></ul>
  4. 4. <ul><li>Certification / Status: </li></ul><ul><ul><li>ISO 9001:2008 - Quality Management System Certified by ACS Registrars, UKAS </li></ul></ul><ul><ul><li>Information Commissioners Office (ICO) - Data Protection Act 1998 </li></ul></ul><ul><ul><li>FEANI - Federation of Professional Engineers, Combing 31 European Country Engineering Association Workings </li></ul></ul><ul><ul><li>Fair-Trade Workplace </li></ul></ul><ul><li>Our Business Lines </li></ul><ul><ul><li>Lean Management </li></ul></ul><ul><ul><li>Business Process Intelligence / Management </li></ul></ul><ul><ul><li>Lean Software </li></ul></ul>Business Overview
  5. 5. Lean <ul><li>The Foundations of Suaju </li></ul><ul><li>Waste </li></ul><ul><li>Our Core Values </li></ul>
  6. 6. Lean – The Foundations of Suaju <ul><li>Lean Manufacturing or Lean Production </li></ul><ul><li>Used in the Toyota Production System </li></ul><ul><li>Resources other than adding customer value is waste </li></ul><ul><li>Principles: </li></ul><ul><ul><li>Understanding Customer Value </li></ul></ul><ul><ul><ul><li>Only what customer perceives </li></ul></ul></ul><ul><ul><li>Value Stream Analysis </li></ul></ul><ul><ul><ul><li>Only add steps that add value </li></ul></ul></ul><ul><ul><li>Flow </li></ul></ul><ul><ul><ul><li>Dedicated production cells </li></ul></ul></ul><ul><ul><li>Pull </li></ul></ul><ul><ul><ul><li>Work only on what is required </li></ul></ul></ul><ul><ul><li>Perfection </li></ul></ul><ul><ul><ul><li>Continuous Improvement </li></ul></ul></ul>
  7. 7. Lean – Waste <ul><li>Transfer of skills/Items </li></ul><ul><li>Catalogue/Storage Size </li></ul><ul><li>Irrelevant activity </li></ul><ul><li>Waiting for items </li></ul><ul><li>Production overkill </li></ul><ul><li>To much processing </li></ul><ul><li>Deficiency not conforming to requirements </li></ul>
  8. 8. Lean - Our Core Values <ul><ul><li>Keep Core Capabilities In-house </li></ul></ul><ul><ul><li>Shared Services Approach </li></ul></ul><ul><ul><li>Understand the Business Cultures </li></ul></ul><ul><ul><li>Never compromise Quality </li></ul></ul><ul><ul><li>Accountability </li></ul></ul>
  9. 9. Business Lines <ul><li>Lean Management </li></ul><ul><li>Business Process Intelligence (BPI) / Business Process Management (BPM) </li></ul><ul><li>Lean Software </li></ul>
  10. 10. Business Lines - Lean Management <ul><li>Continuous Improvement </li></ul><ul><ul><li>Long term vision </li></ul></ul><ul><ul><li>Always work towards evolution and innovation </li></ul></ul><ul><ul><li>See facts for oneself </li></ul></ul><ul><li>Respect for people </li></ul><ul><ul><li>Stakeholders </li></ul></ul><ul><ul><ul><li>Mutual Trust </li></ul></ul></ul><ul><ul><ul><li>Problems taken seriously </li></ul></ul></ul><ul><ul><li>Employees </li></ul></ul><ul><ul><ul><li>Manager takes responsibility of their employees objectives </li></ul></ul></ul><ul><ul><ul><li>Listen and work bottom-up </li></ul></ul></ul>
  11. 11. Business Lines –BPI / BPM <ul><li>Business Process Intelligence (BPI) </li></ul><ul><ul><li>Process and Activities monitored Realtime </li></ul></ul><ul><ul><li>Identifying bottlenecks, interruptions, external events </li></ul></ul><ul><li>Business Process Management (BPM) </li></ul><ul><ul><li>Holistic Management Approach </li></ul></ul><ul><ul><li>Aligning organisation aspects with the requirements of the Customer </li></ul></ul><ul><ul><li>Design-Modelling-Execution-Monitoring-Optimization </li></ul></ul>
  12. 12. Business Lines – Lean Software <ul><li>Apply the Lean Principles to Solutions </li></ul><ul><li>Development combines leading methodologies </li></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><li>UML </li></ul></ul><ul><ul><li>Waterfall </li></ul></ul><ul><li>Worldwide workforce to hand </li></ul><ul><ul><li>Finland </li></ul></ul><ul><ul><li>Ukraine </li></ul></ul><ul><ul><li>Poland </li></ul></ul><ul><ul><li>India </li></ul></ul><ul><ul><li>China </li></ul></ul>
  13. 13. Working Model <ul><li>Inception </li></ul><ul><ul><li>Business needs, Understand/Clarify the problems, What value can be added, Produce Findings </li></ul></ul><ul><li>Elaboration </li></ul><ul><ul><li>Identify scope, Schedule, Resource Profile, Risks, Top layer of solution </li></ul></ul><ul><li>Construction </li></ul><ul><ul><li>Produce full solution, Verify solution meets stakeholder needs </li></ul></ul><ul><li>Transition </li></ul><ul><ul><li>Deliver solution, Install, Stakeholders validate solution </li></ul></ul><ul><li>Maintain </li></ul><ul><ul><li>Keep Dialogue </li></ul></ul>
  14. 14. Lean Implementation Walkthroughs <ul><li>Top-Down </li></ul><ul><li>Bottom-Up </li></ul><ul><li>Make-Way </li></ul>
  15. 15. Lean Implementation Walkthrough 1 Top-Down <ul><li>Scenario “flowed down organisation to project team” </li></ul><ul><li>Senior Management Discuss Lean Vision </li></ul><ul><li>Project Leaders are informed of the vision and a Project Leader is selected to lead the Lean approach for a Pilot </li></ul><ul><li>Lean Project Leader is given Objectives </li></ul><ul><li>Project Leader Objectives are flowed down to team members where negotiation takes place and team members are listened to </li></ul><ul><li>The Lean Principles are flowed down to the team members </li></ul><ul><li>Lean Project Leader is given a project where the Client has agreed the Lean Implementation Approach </li></ul><ul><li>The Lean Project Leader and their team members give feedback on a regular basis to senior management where lessons learnt are fed back into the system </li></ul><ul><li>Roll out pilot to other Project Leaders </li></ul>
  16. 16. Lean Implementation Walkthrough 2 Bottom-Up <ul><li>Scenario “increase employee moral and motivation” </li></ul><ul><li>A meeting is set up on a regular basis with employees (no managers) to discuss how things could be done better within their organisation and team </li></ul><ul><li>An idea is voted by the team and presented to their manager </li></ul><ul><li>The manager discusses this with senior managers </li></ul><ul><li>The idea is progressed – motivation and moral is increased within the team </li></ul>
  17. 17. Lean Implementation Walkthrough 3 Make-Way <ul><li>Scenario “make way for a change in process” </li></ul><ul><li>The Manager of a company is given the option to choose any process that requires improving and improve it </li></ul><ul><li>Clear path for change with support from senior managers is given </li></ul><ul><li>Form a direct, simplest, movement of information for those who produce it </li></ul><ul><li>Form a direct, simplest, movement of information for those that use it </li></ul><ul><li>Result in reduced cycle times and inventory </li></ul>
  18. 18. The Lean Journey
  19. 19. The Lean Journey <ul><li>Lean introduced into organisation </li></ul><ul><li>Review organisation process structure </li></ul><ul><li>Changes proposed showing added value </li></ul><ul><li>Changes implemented into organisation </li></ul><ul><li>Changes reviewed and shared with rest of organisation </li></ul>
  20. 20. Q & A How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House
  21. 21. Contact email: [email_address] tel: +44 (0) 117 902 4532 fax: +44 (0) 207 022 1663 web: suaju.com Suaju Ltd PO BOX 2927, Bristol BS3 9EZ United Kingdom Company Registered in England 6884790 © Suaju Ltd, UK. all rights reserved

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