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The story of our Lean IT journey Melanie Noyel, Acta Mobilier

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A year and a half ago, Melanie Noyel started the Lean transformation of Acta Mobilier IT team. At the Lean Digital Summit, she explained what Lean changed to the day-to-day work and how the team members have become proud of their achievements.
Discover more stories of lean transformation on www.lean-digital-summit.com

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The story of our Lean IT journey Melanie Noyel, Acta Mobilier

  1. 1. How Lean helped out IT team take pride in their work Story of our « Lean IT journey » Mélanie Noyel, Head of IT
  2. 2. Interior contractor specialist Hotel, Offices, Shop, Stand, Point-of-sale publicity… « Everything’s possible » Mass customization Short delivery time High level quality
  3. 3. The team • Story with team members unchanged since 1 year: • 3 network project leaders • 2 development projects leaders • Everyday lives • Hotline / Support • Projects • Development and maintenance for 18 business applications • Various IT training
  4. 4. Lean Manufacturing thinking in the factory side but limited attempts in the office side. Early 2018 : A disappointing statement on efficiency and image of the IT Team : • Working life Quality • Team over loaded under support - over 25h of support per week • Customer satisfaction • First NPS mesure – 67 • Delay • 30 projects open, 0 closing • 100 demands or pbs waiting in backlog • Demands forgotten • Quality • Many bugs in production Feel down in the dumps Fortunately … Lean IT academy start in may 2018 ! A disappointing statement… … but a positive environment
  5. 5. Some verbatim from team… • Natacha : « Plus on avance, plus on se rend compte de l’état « abandonné » de certaines choses…» • Dylan : « C’est brouillon. » « On perd beaucoup de temps pour des petites choses. »
  6. 6. Some verbatim from customers… • Mélanie, preparation workshop : « ça fait 100 fois qu’on remonte le problème alors maintenant on fait avec…» • Nicolas, maintenance : « C’était X qui devait s’en occuper mais je n’ai pas de nouvelles. » • Guy, concrete workshop manager : « Ça fait longtemps qu’on en parle mais rien ne bouge. » • Alain, director : « L’équipe informatique est un service support. Elle doit être au service du reste de l’entreprise. »
  7. 7. Our « Lean IT Journey » 30 may 2018 – departure Targeted goal : Better satisfaction for each of our customers… (The company Acta and each app or IT users) Quality Cost Delay … and for us ! Security Environment
  8. 8. 30/05/18 - BAM Focus on deliver value to customers Customer satisfaction measurement PDCA 15/06/18 - SwissLife Paris Importance of visual management First contact with rituals Start of PDCA use 09/18 – SwissLife Roubaix Importance of Work Life Quality Prioritization matrix First try for daily ritual First try to report support time 18/10/18 - Lean Digital Summit Portugal Motivation ! Importance to share successes First try to report customer satisfaction 20/12/18 - Sopra Steria Heijunka Box Skills matrix First try to report tickets backlog 06/02/19 - Theodo A3 Score customer demands (value and effort) 19/03/19 – Keepeek Takt for app development Kanban to report app updates Heijunka Box 26/04/19 – Les furets.com Obeya for projects 29/05/19 – Acta- Mobilier Daily with finite capacity organization 21/06/19 – No Parking Delays visualization « Lean IT Journey »
  9. 9. June 2018 - PDCA to solve problems What we learned • Not being afraid of reccuring problems • Work with right persons • Understand and fight the right problem First results • Fixed problem during shipment pending for 1 year • 15 min saved per shipment, 40 shipment per week => 10h saved per week • Dynamism to make PDCA Long term results (1.5 year later) • 12 PDCA opened including 10 closed • Systemic treatment of recurrent problems with PDCA • Support time reduced from 25h per week to 10h per week • Happy team to close recurring subjects • Self confidence in solving complex problems
  10. 10. From september 2018 to today – Our « daily » to communicate and organize • Team more welded • « Perfect day » satisfaction • Feel less « overbooked » What we learned • Share only important things • Commit to daily goals • Delegate and divide work together • Ask questions face to non-delivery Results • Pareto with causes for non-delivery
  11. 11. February 2019 – Evolution to our « daily » to cover different topics What we learned • Talk about a topic everyday to make it important • Share only important things • Bring out the problems • Pull the andon for dissatisfaction • React faced to dissatisfaction Results • + 2 min (18 to 20) despite increasing nb of subjects • From 2 improvements per month (2018) to 30 (june 2019) • Monthly individual interview : • April 2019 – 3 positive subjects versus 13 negative • September 2019 – 16 positive subjects versus 6 negative • Recognize and react to dissatisfaction • Reassured to know that number 1 priority is the work life quality
  12. 12. September 2018 – Paper tickets to never forget What we learned • Physical materialization for demands • Standardization of problem solving • Systematic customer feedback to improve continuously • Visual delay thanks to ticket’s color (1 per month) • What is important for each customer in each situation Results • 0 forgotten demands • Reminders pushed by the team • Customers feel considered • NPS • October 2018 - NPS = 67 • Since february 2019 – NPS close to 100 • No need to remember lot of things in memory • Happy to collect good feebacks
  13. 13. September 2018 – A matrix to prioritize and reduce backlog What we learned • Scoring with customers • Make clear prioritization within the team • Make clear prioritization with customers • A satisfied customer starts to show type 2 then 3 problems • Set goals on solded per week and analyze gaps Results on the Backlog • December 2018 - 100 tickets • September 2019 – 60 tickets • 40 tickets solded by month • Visual help to argue about delays with difficult customers • Reduction of backlog means a more reliable system, and so pride of a better quality work +Recurrence-
  14. 14. September 2018 - Oversight and Andons What we learned • Importance of the IT System reliability for users • Detect problems and react before they happen (anticipation) • Poka yoke for human mistakes that can not be prevented otherwise Results • Problems solved before users notice its • Visual problems and no longer suffered • Recurrence decrease • Encourage to share skills inside the team • Reassured about IT System reliability whitout paying attention all the time
  15. 15. September 2018 – Alignment on a same common goal (team and customers) « Reduce support time» What we learned • Solve root causes • Support interventions penalize the work organisation • Skills management with skill matrix • Visual management allows each IT member to ask himself the right questions to improve the global results Results • The whole team pulls in the same direction • Centralize support on one person a day to unload others • Support time : • Oct 2018 – 25h per week • Sept 2019 – 10h per week • 12 PDCA open hanks to that including 10 closed • Enrichment of a knowledge base and creation of standards • Give sense to the team work • Less overbooked by support • Satisfaction of working more on added value
  16. 16. March 2019 – Software development tracking What we learned • Taking requests into account as scored tickets • Reporting development quality and costs • Reporting development problems • Debrief around non-qualities to share learning • Thoughtful timing (takt) for updates • Levelling development activity on the week (Heijunka Box) Results • Reduce development costs • May 2019 -- 35h per month • Sept 2019 – 20h per month • Patchs after bugs • May 2019 – 5 per month • Sept 2019 – 1 per month • 2 updates per week • Satisfied customers show more improvement ideas • Satisfaction of more quality work • Satisfaction when apps come back to life thanks to users who reclaim its • Growing competences
  17. 17. Avril 2019 – Obeya to work on projects What we learned • Focus on one project at a time • Visualization on project walls to facilitate discussions • Trying to measure performance in project progress • Timing (takt) of project points during the week • Balance time between production and project every day Results • 6 projects closed on 2019 - 0 closed on 2018 • Increased attendance at project points • 2018 – less than 50% • 2019 – 85% • Reassuring team work on big subjects
  18. 18. To put it in a nutshell Before After Support time 25h per week 10h per week Nb of QVT improvements 2 per month 30 per month Subjects in monthly interview 3 positive / 13 negative 16 positive / 6 negative Forgotten demands More than 5 per week 0 NPS customer 67 100 Backlog 100 60 Tickets solded Variable 40 per month Development costs (same value added) 35h per month 20h per month Patchs after bugs 5 per month 1 per month
  19. 19. Some verbatim from customers ! • Xavier : « Je suis trop content, ça ressemble enfin à ce que j’avais imaginé !» parlant de l’application « Protos » • Karine : « L’équipe est plus présente sur le Gemba, on la sent beaucoup plus impliquée. » • Alain : « La réactivité de l’équipe informatique n’est vraiment plus un problème » • Sophie : « L’équipe est beaucoup plus réactive et sérieuse qu’avant » « Leur communication est claire et structurée »
  20. 20. And some verbatim from the team ! • Zim : « On se sent vraiment intégré à l’équipe, même quand on a des profils différents » • Dylan : « C’est beaucoup plus structuré ». « On n’est plus dérangé tout le temps grâce à notre nouvelle organisation à plusieurs niveaux. » « On est au courant de tout. »
  21. 21. And especially ! We take pride in our work ! Thanks for attention Do you have any questions ?

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