The document discusses quality improvement techniques from other industries that could be applied to translation services, including Lean, Six Sigma, and Kaizen. Lean focuses on eliminating waste through techniques like value stream mapping, 5S, Kanban, and poka-yoke. Six Sigma aims for near-perfect process performance through measurement, analysis, improvement, and control. Kaizen promotes continuous incremental improvement through standardization, measurement, innovation, and ongoing cycles of improvement. Applying these approaches could help translation services better define and measure quality, identify sources of waste and errors, and continuously refine processes.

1. SDL Proprietary and ConfidentialSDL Proprietary and Confidential
Change the way you
work: lessons from
other industries
Massimo Ghislandi

2. 3
AREAS OF IMPROVEMENT
PROJECT
QUALITY
WASTE

3. 1. LEAN
LEAN: 1988. Derived from Japanese manufacturing industry
What is it?
A set of tools that assist in the identification and
elimination of waste
POKAYOKE
KANBAN
5S
VALUESTREAM
MAPPING

4. 1. LEAN – Differences between manufacturing and services
Understand customer demand
what you are going to get a lot of
and train for standard
Use specialists for exceptions
Pass the information ‘cleanly’ so
the specialist or the next step has
all the right information
STANDARDIZATION
Might not always useful in
Service industry
Can service industry and translation benefit from some of the
lean manufacturing techniques?
VALUE DEMAND
companies are in
business to serve these
demands
FAILURE DEMAND
Caused by failure to do
something or
something right for the
customer
MANUFACTURING
Companies are in
business to
manufacture a product
WASTE
Caused by failure to
achieve the right
quality in a produce
item
Reduce waste Reduce failure demand

5. 1. LEAN – What does it entail?
• Bad Translation
• Poor
terminology
• Wrong
document
• Manual tasks
• Wrong
resource used
• Change over
between jobs
• Non
streamlined
process
• Fluctuations in
customer
demand
• Can be caused by
Muda and Mura
• 100% utilization
• Absenteeism
1. Muda
3. Muri
2. Mura
SMED
Pull Method
Customer
value
Continuous
flow
Waste
elimination
Continuous
improvement

6. 1. LEAN - SMED
Quick change over influencing: Economic lot size
SMED: Single-Minute Exchange of Die
If change over can be reduced, economic lot size can
also be reduced
• Observer the current methodology (Separate
internal / external activities)
• Convert internal activities into external ones
• Streamline the remaining internal activities by
simplifying them
• Streamline the external activities
• Document the new procedure
• Do it all again!
• Observe the current process (Separate activities that
can be only done at the end of the project from those
that can be done during the project in parallel)
• Transform internal into external (File preparation from
translator to project manager)
• Consider specializing (Translation / QA / Review)
• Look at project preparation / Processing and simplify
• Document the new procedure
• Do it all again!
Quick processing of different jobs
IN TRANSLATION
If you can reduce the change over / preparation time
You will be able to take on more smaller jobs

7. 1. LEAN - Value Stream Mapping
Value stream mapping is a
lean manufacturing technique
used to analyze and design the
flow of materials and
information required to bring
a product or service to a
consumer.

8. 1. LEAN - What does it take to localise?
Steps No
TMS
WS WorldSer
Identify & package files for localisation  One integrated system = no ha
Handoff files to localisation vendor/group  Vendor access WorldServer di
Process files to generate scope and cost quote  Filters, translation memory, sc
Review “blind” quotes, negotiate & signoff on cost  WorldServer computes cost
Process files to generate projects for translators  Filters, centralized TM/TD, aut
Send out translation projects manually via mail or ftp  Workflow
Vendor performs scoping & translation   Minimized by ICE and SPICE m
Manage issues raised by translator & exchange comments  Workflow
Vendor processes projects to create review files  Direct generation of XML on sa
Client performs linguistic and quality reviews  
Exchange spread sheets with comments  Issue tracking and segment co
Manually update changes in translation memory tool  Browser translation workbench
Process projects to create final files  Architecture: direct generation
Perform production and DTP on files  Automated output, multilingual
Handoff final files for publishing and archive  One integrated system
Update, merge, store, maintain TM manually  Changes never made outside o

9. 1. LEAN – Mapping a translation process
Collate
BCU
Bruges
BCU
Singapore
BCU
Eindhoven
• Mainstream
• Hi-end
• DTV + FTV
Sign-off
Create
Commission
Translate Localise
Localise
&
translate
NSO’s
x17
Trade
Consumer
NSO’s
x17
Sign-offContent
DB
AKBS
MDB
Media
Ware
P3C
6 months
Product Catalogue Content Process
3 months
5 months
Web Content Process for Catalogue
4 months
4 months = new AKBS 2 months = update AKBS
Regional
Marketing
AKBS
Collate
Spain
Sweden
x17
x17
x17x17
x17
x17
Over 9,000
communications
required to source
content for catalogue
Translation happens
twice for the same
content
Content takes 4
months to
reach the web
Regional marketing
act as a ‘post-box’
and are a bottle-
neck
Different people
are chasing the
same content
Only 18% of
product leaflets
get to
production
Source: Philips presentation at SDL GIM conference, UK, November 2006

10. Content Manager
Determines what
content requires
translation
Process Start
Content Manager
Sends translation
request (email or FTP)
Content Manager
Manually extracts
content metadata for
localization
Content Manager
Manually extracts
content from content
store
Loc Manager
Reviews translation
request / manually
gathers content /
sends content
Vendor Loc Mgr
Sends translation
assets to translator
(email/FTP)
Vendor Loc Mgr
Performs word count
analysis and sends
quote
Loc Manager
Reviews quote
Translators
Collects content to
translate via email or
FTP
Translators
Translates content
Translators
Send translation
assets to Loc Project
Manager
Quote
Approved?
Vendor Loc Mgr
Adjusts / /resends to
Loc Manager (email/
FTP)
YES
NO
Pain:
Manual extraction of
translatable content
Pain:
Lack of automation
(integration into
content stores)
Loc Manager
Updates / maintains
Translation Memories
(if used)
Translators
Saves translation
assets in required
encoding
Pain:
No ability to
dynamically review in-
context (on-line)
Content Manager
Receives/collects
translated assets
(email or FTP)
In-country Reviewers
Review translated
assets
Content Manager
Sends assets/ref
assets to reviewers
(email or FTP)
Process End
Pain:
Manual gathering of
content to localize
Pain:
Vendor file analysis
results in excess cost/
delays
In-country Reviewrs
Retrieves assets
(email or FTP)
Pain:
Manual gathering of
content to review
Translations
Approved
Loc Manager
Retrieves translation
assets from reviewers
with status/notes
In-country Reviewers
Emails Loc Manager
with approvals or
suggested changes
NO
Content Manager
Retrieves translation
assets
Content Manager
Manually inserts
translation assets into
content store
Pain:
Lack of automation
(integration into
content stores)
Pain:
Manual retrieving of
translation assets
YES
Pain:
If changes made
directly to translation
assets, TM leverage /
reuse lost
Pain:
Increased cost / time
due to additional file
analysis and re-
translation
Pain:
No ability to
dynamically review in-
context (on-line)
Pain:
Unknown quality /
accuracy of TM
leverage,
Pain:
Increased costs due to
vendor TM
management / lack of
insight into TM quality
Company “A” manual steps aided /
automated with SDL TMS
Translation Vendor manual steps
reduced / eliminated with SDL TMS
Only manual steps expected in
translation process
Pain associated with translation
process step
Legend
1. LEAN – Mapping a translation process

11. 1. LEAN – Mapping a translation process
Content is gathered
through content
store workflow
CMS, etc) or change
detected
Process Start
Loc Manager
Reviews translation
request through web
interface for
authorization
Vendor Loc Mgr
Approves translation
request(optional)
In-country
Reviewers
Review translated
assets
Process End
Translation project
automatically
created through
defined business
rules
Assets for
translation
automatically sent
to or retrieved
by system
Assets are
automatically filtered
and analyzed against
existing centralized
TM
Cost analysis
preformed against
translation vendor(s)
agreed upon cost
model(s)
Vendor Loc Mgr no
longer has to do file
analysis– reduced
project management
costs
Translators
Translates content
Centralized TM
updated upon final
approval
Translation assets
are generated in
same format as the
source assets
Email sent to
Content Manager
signifying translation
project completion
Translation assets
sent to or retrieved
by content store
(CMS, etc.)
Analysis, technology
and automation
help reduce process
complexities

12. 1. LEAN - Value Stream Mapping
• Identify the target product, product family, or service.
• Draw a current state value stream map, which shows the current steps, delays, and
information flows required to deliver the target product or service. This may be a production
flow (raw materials to consumer) or a design flow (concept to launch). Assess the current
state value stream map in terms of creating flow by eliminating waste.
• Draw a future state value stream map.
• Work toward the future state condition.
Non Value adding steps
are often preparatory or
tidying up.
Consider using a post-it
notes to create the first
map so they can be
adjusted ”
“
• Identify recurring projects / customers which or
functions
• Draw a current state value stream map, which
shows the current steps, delays, and information
flows required to deliver the translation service.
• Assess the current state value stream map in
terms of creating flow by eliminating waste.
• Look at manual tasks, preparation, quality checks,
transfer of data, number of people touching a
task, ways to monitor status.
”
“

13. 1. LEAN - 5S
Workplace
organization method
How to organize a work
space for efficiency and
effectiveness ”
“

14. 5S
• SORT
See what papers / folders
/ files are necessary, what
should be eliminated
Create clean folder
structures
• STRAIGHTEN
Place all items whether
paper or digital in the
correct place so they are
easier to find
• SHINE
Keep the office clean and
tidy, your data storage in
good condition
• STANDARDIZE
Ensure a process is
adopted by everyone.
Use same conventions,
naming, places to store
• SUSTAIN
Maintain the procedure
• SORT
See what TMs are
necessary, which unit /
files should be eliminated
• STRAIGHTEN
Ensure all your TMs are
correctly stored ideally in
a central place
• SHINE
Use methodologies to
ensure your TMs are
clean (CCM)
• STANDARDIZE
Ensure everyone is using
the same process to
maintain clean TMs
• SUSTAIN
Maintain the procedure
in the long term

15. 1. LEAN - 5s benefits
Productivity
• Less wasted time searching
• Better organized way of working
Quality
• Encourages better process and reduces mistakes
and misplaced items
• In a file context improves TMs or Terminology
Improved Image and morale
• Customer visiting will get a better professional image
• Staff will be more motivated in a more pleasing
environment

16. RAPID
1. LEAN - Kaizen
Kaizen (改善)
Japanese for "improvement", or "change for
the better" refers to philosophy or practices
that focus upon continuous improvement of
processes in manufacturing, engineering,
and business management.
Kaizen Event
The Kaizen Blitz (or Kaizen Event) is a
focused, short-term project to improve a
process. It includes training followed by a
analysis, design, and, often, re-arrangement
of a product line or area. Process and Value
Stream Mapping are important tools.
The usual Kaizen Event takes 2-10 days
CONTINUOS
Key to success
• Small continuous improvements are
as important as large rapid ones
• Company’s leadership must be
involved
• People who perform the process
must be involved
• Celebrate and publicize the
accomplishment

17. Kaizen
• Standardize an operation
and activities.
• Measure the operation
(find cycle time and
amount of in-process
inventory)
• Gauge measurements
against requirements
• Innovate to meet
requirements and increase
productivity
• Standardize the new,
improved operations
• Continue cycle ad
infinitum
• Identify a process which is
constantly repeated such
as file distribution or
routing
• Measure timing for the
various process and
identify bottlenecks
• Compare your result with
the goal you set
• Innovate by simplifying,
automating, integrating,
improve practices
• Standardize the new,
improved process
• Continue cycle ad
infinitum

18. 1. LEAN – Kanban and Poka-Yoke
Scheduling system for lean and just-in-time (JIT)
production. Kanban is a PULL system to control the
logistical chain from a production point of view
There are examples of Kanban applied to services
which lead to:
- More visible backlog
- Individuals can pull workload
- Overall backlog is better managed
- Collaboration is improve
- Bottleneck more visible
A poka-yoke is any mechanism in a lean
manufacturing process that helps an equipment
operator avoid (yokeru) mistakes (poka). Its
purpose is to eliminate product defects by
preventing, correcting, or drawing attention to
human errors as they occur.
In the service industry this could mean improving
forms, adding compulsory steps in the process, use
software to enforce checks
KANBAN
POKA-YOKE

19. 2. QUALITY
• Incorrect work
• Work not requested
• Work completed too slowlyTask
• Failure to acknowledge the
customer
• Failure to listen to the customer
• Failure to react appropriately
Treatment
• Failure to clean facilities
• Failure to control noise, light,
temperature
• Failure to proofread a document
Tangible
What is it?
A combination of quantitative and qualitative perspectives for which each person has his or her own
definition; ie. "Meeting the requirements and expectations in service or product that were committed
to" and "Pursuit of optimal solutions contributing to fulfilling accountabilities".

20. 2. QUALITY - Evolution
• Statistics pervaded quality since the 40s
• Dramatic changes in the 70s when US lost market share to foreign
competitors, (lower price higher quality)
• Quality became strategic
1900
Inspection
1940s
Statistical
sampling
1960s
Organizational
quality focus
1980s and
beyond
Customer
driven quality
OLD CONCEPT OF QUALITY NEW

21. QUALITY
Manufacturing Services TRANSLATION
Conformance Tangible
factors
Files work,
punctuation is correct,
layout accurate
Performance Consistency Terminology is correct
Reliability Responsivene
ss to needs
Fulfilled all customer
requirements
Features Courtesy Personal relationship
Durability Timeliness Deadlines
Serviceability Atmosphere Doing work together
DEMING
Only 15% of quality problems are due to work error. 85% are caused by process and system.
It is up to management to correct system problems and create an environment that promotes quality

22. Six Sigma
Six Sigma is a set of tools and strategies
for process improvement originally
developed by Motorola in 1985. Six
Sigma became well known after Jack
Welch made it a central focus of his
business strategy at General Electric in
1995, and today it is used in different
sectors of industry.
Many lean techniques are
applied in Six Sigma

23. 2. QUALITY – Six Sigma
• A clear focus on achieving
measurable and quantifiable
financial returns.
• An increased emphasis on strong and
passionate management leadership
and support.
• A special infrastructure of
"Champions", "Master Black Belts",
"Black Belts", "Green Belts", etc. to
lead and implement the Six Sigma
approach.
• A clear commitment to making
decisions on the basis of verifiable
data and statistical methods, rather
than assumptions and guesswork.
In translation this would equate to 3.4
wrong words out of Million or 3.4
rejected projects in a million

24. 2. QUALITY – Six Sigma
• Any translation
department can
analyze their
workflow, identify
area where quality
could be impacted
and redefine
processes and
practices to ensure
better quality.

25. 2. QUALITY – Six Sigma
Measure Phase:
- Senior management involved
- Establish leadership commitment
- Train
- Schedule reviews
Analyze Phase:
- Define business goals
- Identify existing process and performance
- Define improvement projects
- Create performance measures
- Establish incentive / recognition
Improve Phase:
- Form a team
- Provide training to the team member
- Implement six sigma projects and use techniques
- Monitor status
Control
- Audit results
- Maintain the improved system
- Apply the incentive
- Apply continuous improvement
Measure Phase:
- Translation Manager / Owners / Tech Doc directors
- Establish leadership commitment
- Train
- Schedule reviews
Analyze Phase:
- Reduce Project Errors / Improve a language quality
- Identify existing process and performance
- Define improvement projects
- Create performance measures
- Establish incentive / recognition
Improve Phase:
- Form a team
- Provide training to the team member
- Implement six sigma projects and use techniques
- Monitor status
Control
- Audit results
- Maintain the improved system
- Apply the incentive
- Apply continuous improvement
PHILOSOPHY
Don’t spot mistakes at the end
and re-do the work, but
eliminate issues during the
process itself.
Suppliers always play a big
part. Ensure they are aligned
with your goals.

26. 3. PROJECT MANAGEMENT
A goal without a plan is just a wish
What is it?
Project management is the discipline of
planning, organizing, motivating, and
controlling resources to achieve specific
goals. A project is a temporary endeavour
with a defined beginning and end (usually
time-constrained, and often constrained by
funding or deliverables)

27. 3. PROJECT MANAGEMENT - PRINCE 2
• Prince 2 was released in 1996 as a generic project management method.
• Developed by UK Government.
• There are some key PRINCE2 processes. The arrows represent flows of information.
Every job in
translation is
a project.

28. PRINCIPLES THEMES PROCESSES
Business Justification Business case Starting up
Learn from experience Organization Initiating
Defined roles and
responsibilities
Quality Directing
Manage by stage Plans Controlling a stage
Manage by exception Risk Managing stage
boundaries
Focus on products Change Managing product
delivery
Tailored to suit the
environment
Progress Closing a project
3. PROJECT MANAGEMENT - PRINCE 2
Different size of projects will require use of different principle and processes.
However used in different measures, all stages could be useful.
PRINCIPLES
Should be accept this
project?
Learn from experience
Lead translators /
Reviers / Managers
Translate, review,
DTP etc.
Intervene only when
there is a problem
Ensure output to be
delivered is clear
Evaluate project size
and manage
accordingly

29. 3. PROJECT MANAGEMENT – PRINCE 2
QUALITY
REVIEW
CHANGE
CONTROL
PRODUCT
BASED
PLANNING

30. Quality Review
The quality review technique ensures a project's
products are of the required standard (i.e. meet
defined quality criteria).
• This takes place in a quality review meeting,
which identifies errors in the product.
• The quality review meeting will not attempt to
solve the problems it identifies.
• The meeting brings together people who have
an interest in the project's outputs and people
on the project team able to address issues
identified.
• Quality in translation is harder to
measure however consider the 2
aspects measurable and subjective.
• The quality review meeting can help
identify what went wrong and tries to
embed steps in the process to correct
them
• Translators, project managers,
reviewers, external resources etc.
should be involved.

31. Change Control
Formal process used to ensure that
changes to a product or system are
introduced in a controlled and coordinated
manner.
• It reduces unnecessary changes
• Avoid introducing faults or undoing
changes made by others
• Minizes disruption to services
• Ensure only the appointed people have
the power to change the control
processes. Ie. Only appointed
terminology lead can change
terminology or translator lead can
finalize a translation memory update.
• Ensure process is not changed without
communication
• Think when to apply the changes, to
avoid disruption

32. Product based planning
A method of identifying all of the products
(project deliverables) that make up or contribute to
delivering the objectives of the project, and the
associated work required to deliver them
Ensure that all the steps and deliverables
agreed to whoever customers are
documented and all the associated work
and steps is scoped and has resources
allocated to it.

33. Summary
LEAN
TECHNIQUES
QUALITY
MANAGEMENT
PROJECT
MANAGEMENT
Translation memory to
maximize productivity
Terminology databases to
better control and
streamline terminology
management
Server Technology to
centralize and reduce
manual tasks
Automated quality checks
to ensure measurable
quality is controlled
Quality checks profiles to
ensure consistent approach
Centralized management of
TM and Terminology assets
Auditing of status through
centralized project
management
Better communication
across the team through
use of standard packages

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