The road to continuous improvement - Sandrine Olivencia

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The road to continuous improvement - Sandrine Olivencia

  1. 1. The road to continuous improvement Sandrine Olivencia www.theleanedge.org www.operae.fr
  2. 2. Once upon a time… • Large bank back office lean deployment: 6 M savings first year 21 M after 3 years High levels of satisfaction among employees • Next logicial step: lean and IT Find a pilot project Find an IT lean coach
  3. 3. Story outline Plan: the problem Do: lean implementation Check: results Adjust : lessons learned
  4. 4. Plan phase: the problem
  5. 5. The context • Team: integrated 10 person team with a real problem • Clients: bank’s agency network • Value: deliver simple, yet fully functional solutions in less than 4 months
  6. 6. The problem # Cumulative no. Objective: 11 Production Projects delivered 9 10 deliveries in 9 months 6 2 2 0 0 1 1 1 Customer Satisfaction 5 2.3 ☺ 3.7 Quality # incidents per delivery 4 0.75
  7. 7. Learning to see: 3-day kaizen workshop
  8. 8. Voice of the client • Give me exactly what I want • Where I want • When I want • Be reliable • Don’t make me waste my time
  9. 9. Waste hunt 7 Wastes • Overproducing • Waiting • Conveyance • Processing • Inventory • Motion • Correction
  10. 10. Quality Auto-quality
  11. 11. Variability Men Machine Method Material
  12. 12. Do phase: implement lean
  13. 13. The lean method Visualize the production to reveal problems React immediately, don’t let problems get out of control Solve problems one by one searching for the root cause To improve our work and managerial practices
  14. 14. The lean practise for visualizing production: the « obeya »
  15. 15. Macro plan Weekly plan Performance indicators See together Problem solving wall Models Learn Act together together Voice of the client
  16. 16. Visualize production to reveal problems react immediately, and resolve problems one by one to improve work and managerial practices
  17. 17. Macro plan
  18. 18. Weekly plan Autres Maintenance Taches tasks Taches Project projets tasks Incidents Incidents
  19. 19. Performance wall Cost distribution Pace of Errors / reworks delivery Respect of Customer deadlines satisfaction
  20. 20. Ex: pace of delivery
  21. 21. Ex: customer satisfaction
  22. 22. Ex: Errors and reworks
  23. 23. Ex: Cost distribution
  24. 24. Red bins Visualize production to reveal problems react immediately, and resolve problems one by one to improve work and managerial practices
  25. 25. Visualize production to reveal problems react immediately, and resolve problems one by one to improve work and managerial practices
  26. 26. Visualise production to reveal problems react immediately, and resolve problems one by one to improve work and managerial practices
  27. 27. Visualise production to reveal problems react immediately, and resolve problems one by one to improve work and managerial practices Obeya Problem solving in teams Templates and checklists for collecting client needs New process for validating user requirements Application design checklist Project planning and estimating template Functional test template and standard Project follow up template etc.
  28. 28. One problem solving example
  29. 29. Time NOK OK
  30. 30. Check phase: the results
  31. 31. 3 day Workshop and 2 month on-site coaching # Cumulative no. of deliveries 11 Production 9 Objective = 10 6 2 2 0 0 1 1 1 Month Customer Satisfaction ☺ 5 3.7 2.3 Quality # incidents per delivery 4 0.75
  32. 32. Adjust phase: lessons learned
  33. 33. Adjust phase: lessons learned • I do what I must to protect my clients • I make it a point to keep lead time under control • I aim to reduce project lead time • And this will help me reduce my costs • I need to see results as quickly as possible
  34. 34. All to the gemba
  35. 35. Conclusion • Lean = > developing people (!=Taylorism = > improving productivity) • The hard part is finding the right problem quickly and resolving it rigorously to find the true solution • The sensei, at the beginning, is able to instantly point out the good problems and sets the bar high for learning • Managerial challenge is the fuel to continuous improvement
  36. 36. Thank you www.operae.fr www.leanedge.org

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