Lean AdvancedThe next level in getting sustainable resultsOctober 2011
Agenda   Our BeLean® approach   Our solution: Lean Advanced   Questions & Next steps                                   ...
You probably know what Lean is… The term “Lean” is a generalization of the Toyota Production System  developed by Taichi ...
The concept of Lean management has landed within many companies, butdoes this bring the expected results?                 ...
In our opinion Lean management is all about creating a culture of continuousimprovement resulting in sustainable results D...
A BeLean® program is made up of three components: ImprovementOpportunities, Tools and Capabilities, and a Management Syste...
In this way BeLean® should be about sustained transformation, not costcutting; leadership needs to drive transformational ...
Agenda   Our BeLean® approach   Our solution: Lean Advanced   Questions & Next steps                                   ...
Lean Advanced in short Lean Advanced takes your Lean initiative to the next level Together with our unique tool we will ...
Our Lean Advanced solution directly supports your strive for continuousimprovement and transformational change            ...
And now a demonstration what it can look like…                                                                            ...
As shown, Lean Advanced powered by VisionWaves has unique features                                                        ...
The benefits of Lean Advanced applied in this way are numerous Documentation of the Lean initiative is supported one on o...
Agenda   Our BeLean® approach   Our solution: Lean Advanced   Questions & Next steps                                   ...
Questions & Next steps                                                         LEAN ADVANCED                         Copyr...
www.capgemini.com/consultingCapgemini Consulting is the strategy and transformation consulting brand of Capgemini Group   ...
AppendixScreenprints of how it can look like
Starting point always is the so-called Bizmap: your business operating modelthat we build from right to left              ...
Using this model, documentation of a typical Lean initiative is supported oneon one, but this time in an integrated manner...
And of course the Value Stream maps for value and waste analyses, at therequired level(s) of detail             These VSM’...
Connected to your operational data the business model shows you how yourbusiness is doing (Critical To Quality indicators ...
Connected to your operational data the business model shows you how yourbusiness is doing (SIPOC) : Visual Management     ...
A drill down of the process flow gives more detailed insight in the cause ofyour performance                              ...
Depending on your role you get your own dashboard. The COO for examplewill be interested in the processes, their performan...
And a dashboard for the Lean Daily Management System: day openinginformation boards with team performance and on-going act...
And a dashboard for the Lean Daily Management System: day openinginformation boards with team performance and on-going act...
And a dashboard for the Lean Daily Management System: day openinginformation boards with team performance and on-going act...
Action Management: Actions & Decisions from meetings integrated in thepersonalized dashboards                             ...
www.capgemini.com/consultingCapgemini Consulting is the strategy and transformation consulting brand of Capgemini Group   ...
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Global Spec Overview

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GlobalSpec is the leading provider of online marketing programs for companies interested in reaching the engineering, industrial and manufacturing communities. More than 6.5 million professionals rely on GlobalSpec to search for and locate products and services, learn about suppliers and access comprehensive technical content at all phases of their search, research and purchasing cycles. For manufacturers, distributors and service providers, GlobalSpec offers a suite of marketing programs and services that provide measurable engagement and tangible results, including catalog and directory programs, more than 70 product-and industry-specific e-newsletters, banner ad networks and online events.

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Global Spec Overview

  1. 1. Lean AdvancedThe next level in getting sustainable resultsOctober 2011
  2. 2. Agenda Our BeLean® approach Our solution: Lean Advanced Questions & Next steps LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 2
  3. 3. You probably know what Lean is… The term “Lean” is a generalization of the Toyota Production System developed by Taichi Ohno Lean eliminates waste and smoothes the work flow to deliver outstanding customer value The original 5 Lean Principles are: Taiichi Ohno - Specifying value in the eyes of the customer - Identifying the value stream and eliminating all waste within it - Making the value flow at the pull of the customer - Involving and engaging employees - A continual improvement towards perfection While it is easy to agree that these principles are a laudable goal for any organization, their application is the hurdle for many LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 3
  4. 4. The concept of Lean management has landed within many companies, butdoes this bring the expected results? Increase Revenue Businesses everywhere have turned to lean as a key enabler of their survival and resurgence Focus on cost reduction, increased operational efficiency and Create Decrease Shareholder Operating Cost improved customer service Value through and Working Lean initiative Capital Short term results are booked, sustainable results are questionable Enhance Customer Experience Limited view on actual results from Lean initiatives Point-solutions: No integral view on value chain / business No structural change in the way of thinking and working No measurement system in place for improvements & business as usual The question is “are we really in control of our own improvements?” LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 4
  5. 5. In our opinion Lean management is all about creating a culture of continuousimprovement resulting in sustainable results Do the right work:  Strategic goals in line with the voice of the customer & voice of the stakeholder Strategic Goals Do the work right: Continuous  Adding value and eliminating waste Improvement: Sustainable results Manage the right way:  Being in control, supported by visual management Visual Management Adding Value, waste elimination Only by an approach that tackles all three areas will you be able to change behaviours and make results sustainable: BeLean® LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 5
  6. 6. A BeLean® program is made up of three components: ImprovementOpportunities, Tools and Capabilities, and a Management System 3 A  Improvements opportunities are used for building Lean capability across all levels in the organization Improvement Lean Tools & Opportunities Capabilities - Economic value B  A management system is embedded as a 2 way of driving the benefits and change Management - Decision making value System 1  Thus creating a continual improvement C culture - Behavioural value Management Cycle Improvement Cycle The initial program phase needs to include setting up the management system which then continues to drive ongoing improvements LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 6
  7. 7. In this way BeLean® should be about sustained transformation, not costcutting; leadership needs to drive transformational change Economic value - More value adding activities, less waste - Decreased operating cost: working smarter not harder - Enhanced customer experience Decision making value - Aligned set of KPI’s to optimize the entire value chain - Focused and customized reporting per role and responsibility area - Improved agility and shorter response times Behavioural value - Collective behaviour towards same goals - Continuous improvement in the DNA of the organisation - Supported top-down, realized bottom-up But, are you actually able to generate sustainable transformation? LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 7
  8. 8. Agenda Our BeLean® approach Our solution: Lean Advanced Questions & Next steps LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 8
  9. 9. Lean Advanced in short Lean Advanced takes your Lean initiative to the next level Together with our unique tool we will help you to get control of your processes Our tool indicates the current situation, but will also be the trigger for further improvements, because the tool exposes inefficiencies and areas for improvement Furthermore, our tool enables you to get insight in the results of your current Lean initiatives and actions LEAN ADVANCED Supported by Copyright © 2011 Capgemini. All rights reserved. 9
  10. 10. Our Lean Advanced solution directly supports your strive for continuousimprovement and transformational change An aligned Operating Model Starting from your mission: strategic goals in line with the voice of the customer & voice of the stakeholder Embedded cycle of improvement:Supported by JIT visual management adding value for your customeron all relevant aspects of your and stakeholders and eliminatingoperations waste Continuous Improvement: Sustainable results Connected Management Providing you with YOUR view on your business Visual Management Built-in cycle for for Integrated Operations Sustained Improvements LEAN ADVANCED Supported by Copyright © 2011 Capgemini. All rights reserved. 10
  11. 11. And now a demonstration what it can look like… LEAN ADVANCED Supported by Copyright © 2011 Capgemini. All rights reserved. 11
  12. 12. As shown, Lean Advanced powered by VisionWaves has unique features Client quote Achmea “VisionWaves helps us to win and service new and existing Corporate Performance, Business customers” Intelligence or specific Process Management tooling… Client quote Van Landschot Chabot  Is not, or hardly, able to give an integral “Visionwaves Delta delivered timely insight in the coherence of our visualisation of the whole operating model information and made it possible to put the right controls in place, so that our organization improved its EBIT in a time when the competition  Is not, or hardly, supporting both process and the market in general exhibited a tendency of decreasing EBIT.” management and performance management Analyst quote  Lacks cause and effect analyses over the Gartner whole operating model giving detailed insight in the actual cause of your performance “VisionWaves bridges the gap between strategy and BPM, combining unique management software and methodology into a dedicated and  Is limited to a specific group of users instead of proven management solution”. providing dashboards depending on your role; e.g. for Lean Daily Management System Analyst quote Forrester “I think VisionWaves represents where BPM has to move eventually. Beyond process to become a true management tool.” LEAN ADVANCED Supported by Copyright © 2011 Capgemini. All rights reserved. 12
  13. 13. The benefits of Lean Advanced applied in this way are numerous Documentation of the Lean initiative is supported one on one, but this time in an integrated manner - In the initial stages you can document your SIPOC (Suppliers, Inputs, Process, Output, Customers), - Related to the voice of the customer and voice of the business (voice of the stakeholder) - And their Critical To Quality indicators (CTQ’s = KPI’s) - And of course the Value Stream maps for value and waste analyses, at the required level(s) of detail Connected to your operational data, the business model shows you how your business is doing: Visual Management pur sang By tracking process performance against defined business metrics, you can quickly identify anomalies and target improvement efforts Integrated Action Management: Actions & Decisions integrated in the personalized dashboards Having the right performance dialogue, and thus making better business decisions is supported by having a single point of truth LEAN ADVANCED Supported by Copyright © 2011 Capgemini. All rights reserved. 13
  14. 14. Agenda Our BeLean® approach Our solution: Lean Advanced Questions & Next steps LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 14
  15. 15. Questions & Next steps LEAN ADVANCED Copyright © 2011 Capgemini. All rights reserved. 15
  16. 16. www.capgemini.com/consultingCapgemini Consulting is the strategy and transformation consulting brand of Capgemini Group Copyright © 2011 Capgemini. All rights reserved.
  17. 17. AppendixScreenprints of how it can look like
  18. 18. Starting point always is the so-called Bizmap: your business operating modelthat we build from right to left LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 18
  19. 19. Using this model, documentation of a typical Lean initiative is supported oneon one, but this time in an integrated manner... In the initial stages you can document your SIPOC (Suppliers, Inputs, Process, Output, Customers), related to the voice of the customer and voice of the business (voice of the stakeholder) and their Critical To Quality indicators (CTQ’s = KPI’s) Value stream components KPI’s VOC & VOB Your business documented in an integrated manner instead of Powerpoint… LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 19
  20. 20. And of course the Value Stream maps for value and waste analyses, at therequired level(s) of detail These VSM’s can be enriched to create end-user process documents… LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 20
  21. 21. Connected to your operational data the business model shows you how yourbusiness is doing (Critical To Quality indicators ): Visual Management LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 21
  22. 22. Connected to your operational data the business model shows you how yourbusiness is doing (SIPOC) : Visual Management LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 22
  23. 23. A drill down of the process flow gives more detailed insight in the cause ofyour performance LEAN ADVANCED Supported by Copyright © 2011 Capgemini. All rights reserved. 23
  24. 24. Depending on your role you get your own dashboard. The COO for examplewill be interested in the processes, their performance and ongoing projects LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 24
  25. 25. And a dashboard for the Lean Daily Management System: day openinginformation boards with team performance and on-going actions LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 25
  26. 26. And a dashboard for the Lean Daily Management System: day openinginformation boards with team performance and on-going actions LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 26
  27. 27. And a dashboard for the Lean Daily Management System: day openinginformation boards with team performance and on-going actions LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 27
  28. 28. Action Management: Actions & Decisions from meetings integrated in thepersonalized dashboards Action Management: Actions & Decisions Outlook alerts LEAN ADVANCED Powered by Copyright © 2011 Capgemini. All rights reserved. 28
  29. 29. www.capgemini.com/consultingCapgemini Consulting is the strategy and transformation consulting brand of Capgemini Group Copyright © 2011 Capgemini. All rights reserved.

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