A MEI Lean IT case study - European Lean IT Summit 2012

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A Lean IT case study from MEI presented by Richard Mathis at the European Lean IT Summit 2012. More videos and presentations on www.lean-it-summit.com

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A MEI Lean IT case study - European Lean IT Summit 2012

  1. 1. 22 & 23 November, 2012 Paris, FranceDoubling the output of the team and still freeing up resources for the future By Richard Mathis, MEI MEI Company Confidential
  2. 2. Agenda • MEI Introduction • The story begins • Lean manager • Lean & software • Lean & Team • Conclusion MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  3. 3. MEI Inc Gaming Retail Vending Transport What We Do Leading manufacturer of payment solutions Global Presence 850 employees across 10 sites, distributors in 50 countries Significant Volumes 600’000+ payment systems supplied 2011 globally Currency Experts 100+ currencies covered – banknotes & coins Experience Over 40 years, 125’000 note acceptors into Transport TVMs Global Market Share No.1 in Gaming, Retail, Vending & Transport Markets MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  4. 4. MEI locations Long history In USA, Europe Reading China... UK Geneva Switzerland Tokyo Japan Shanghai China Querétaro Manufacturing Beijing Mexico Pennsylvania China USA World HQ MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  5. 5. Twice the products? 2007 2008 2010 2011 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  6. 6. 5 days Kaizen Event • Value stream map – 65 big steps – We couldn’t finish all the value stream • 88 improvement actions plan • Possible 30% lead time decrease MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  7. 7. Planning & Team 1.2 year of development ahead MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  8. 8. Lean manager ? Sales Marketing Technical support Engineering Reporting, planning, Communication 4.5h per day Manager Could I be at Gemba ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  9. 9. Root causes • No information available online • Lack of trust from the project requestors ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  10. 10. Planning board Initial version MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  11. 11. Planning board MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  12. 12. Reporting 2009 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  13. 13. Rolling annual yearly average lead time Reporting 2012 Studies per type & per product type Variance of the lead time on a rolling annual basis MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  14. 14. Lean Manager today? • 5h per week spent on reporting, planning & communication • Once we agree on a date, 99% of the people stop requesting status reports MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  15. 15. How to deal with transparency? • Transparency is scary • Transparency builds trust MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  16. 16. Data management 2008 • Over 1 TeraByte of data, • Tens of thousands files • Different for each product type • Risk of data loss Immediate action Continuous improvement MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  17. 17. Data management 2009 • Clear separation between the releases and the studies files • Standardization of the file naming • Standardization of the directories MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  18. 18. Data management 2012 • Some improvements must be done even though some people are reluctant After 4 iterations Version control System MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  19. 19. Release process 2011 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  20. 20. Release process 2012 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  21. 21. Software obsolescence 2011 70 different types of software tools Why ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  22. 22. Software obsolescence MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  23. 23. Lean & Tools We improved the process by creating the right applications to the right place We increased the number of applications to handle Our new tools became a burden MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  24. 24. Lean & Tools • Automatic non regression tests • New release : From 3 weeks to 1 day • 1 day for a new person ready to develop MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  25. 25. Team What is the impact on the team ? How the team reacted? How did they deal with so many improvements? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  26. 26. Method • Focus on little but visible improvements • Relocation of the laboratory • 5S MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  27. 27. Security & ergonomics Version 1 Version 2 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  28. 28. Lean & Team 2008 Lean ? 2012 Lean ? Can we do this Well… or this or this… ? MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  29. 29. Lean & Team Negative No opinion Positive MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  30. 30. Team today 2009 2012 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  31. 31. Feeling • Teammates seem happier – They work on more interesting things (more value added) • Lots of ideas arise – Prioritization of the ideas became mandatory: too many MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  32. 32. Improvement results • 42% Lead time reduction in 2009 • 30% Productivity increase in 2010 • 75% Lead time Variance reduction in 2011 • 97% reduction of the release process in 2012 MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  33. 33. Doubling the output MEI©Company Confidential 2012 MEI. All rights reserved.Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
  34. 34. 22 & 23 November, 2012 Paris, FranceMore Lean IT presentations and videos on www.lean-it-summit.com MEI Company Confidential

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