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Sustaining lean process improvement

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Рябоконь Татьяна, Начальник управления оптимизации процессов, Райффайзен Банк Аваль. Конференция «Удвоение производительности: опыт украинских компаний в применении лучших управленческих практик»

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Sustaining lean process improvement

  1. 1. Sustaining   lean  process  improvement December,  2016
  2. 2. Key  targets  of  Lean implementation 2 Productivity  increase Customer  satisfaction  improvement Employees  satisfaction  improvement Process  improvement Risks  avoidance  and  decrease
  3. 3. Sustainability   challenge  is  to  manage  “holding  gains”   of  processes  improvement 3 Backsliding detrimental effect: Waste demotivates temporary harder to implement improvements Backsliding detrimental effect: 1. Waste of effort as the improvement cannot be sustained 2. Seeing projects backslides demotivates workforce 3. Signal to the organization that process improvement is a temporary thing that comes and goes 4. It creates “improvement fatigue” and culture of apathy. Which makes it harder to implement improvements
  4. 4. 4 Philosophy
  5. 5. Approach  to  gaining  sustainability 5 LEAN  awareness Lean  sustainability   review LEAN+BPMS   synergy Process   performance:   measure  impact   and  ensure   sustainability FTE  mapping:   create   transparency  and   set  priorities Obligatory  prerequisite  of  success  is  involvement  of  initiator  to  implementation   of  changes  and  regular  communication  on  status
  6. 6. Development  of  each   employee  potential 6
  7. 7. 7 Corporate  culture   strengthening
  8. 8. 8 ЖОДНА ІДЕЯ НЕ РЕАЛІЗУЄТЬСЯ ПОКИ БЕЗ ТВОЇХ ЗУСИЛЬ Robin Sharma NO IDEA WORKS UNLESS YOU DO THE WORK Robin Sharma
  9. 9. 9 Tool
  10. 10. RBA  gradual  approach  to  LSS  introduction  is  aimed  in   engraining  in  yellow  zone  in  2013  and  migration  to  green   zone  in  2014 10 AS  IS LEAN   SUSTAINABILITY AS  IS LEAN   SUSTAINABILITY TO  BE Lean   SUSTAINABILITY Ideas  generationIdeas  generation Hard  team  workHard  team  work ImprovementImprovement ResultsResults • As a result of LSR heat map of strengths and development areas were specified • Rigorous implementation of Lean practices results in Yearly productivity improvement Lean  sustainability  SCORE % Operations  system % Management  infrastructure % Mindset  and  Behavior % Continious  improvement %
  11. 11. Aim  of  BPMS   is  to  produce  and  maintain  stable  high   performing  processes BANK CustomersBPMS is a systematic approach/ methodology to build a process oriented organization in order to provide the right services with a good quality and adequate price in expected by customer time Process management provides the framework to ensure that key processes are monitored and improved from e2e perspective with establishment of process leadership, P&L ownership and process performance P&L  owner Process   leader Process   participants PeopleProcesses PerspectivePerformance BPMS implementation is  an  extremely  disciplined  exercise   helping  to reduce  cost  of  poor  quality  and   service Increase  profitabilityManage Improve
  12. 12. Process  review  meeting:  key  tool  of  cross  functional  process   monitoring 12
  13. 13. BPMS  indicators  tracking 13 Data  gathering1 Indicators  discussion2 TOP  management  communication3
  14. 14. 14 Output  and  process  measures  identification The Key Quality and Delivery requirements paced on your suppliers • Number  of    applications • Number  of  application: -­ by  type -­ by  source Measures   that  are  internal  to   your  process.  They  include   Quality  and  Delivery  Measures   important  to  your  internal   customers  as  well  as  waste  and   cycle  time  measures.  They  are   correlated  to  Output  Measures • Capacity • Rework  (%,  reasons) • Productivity • Touch  time • System  availability Output  Measures   are  measures   used  to  determine  how  well   customers  needs  and   requirements  are  met. • TTY • TTC • Number  of  complaints • Improvement  initiatives INPUT  MEASURES PROCESS  MEASURES OUTPUT  MEASURES
  15. 15. Advantages  of  Lean+BPMS 15 Communication motivation optimization feedback innovations implementation Bank development 1. Communication channel for consolidation feedback from all key stakeholders 2. Approach for additional motivation and development of employees 3. Efficient way for spreading optimization ideas and “know how” 4. Source for stakeholder’s feedback 5. Unique filter for innovations, enabling to avoid duplication and contradiction between different initiatives of the Bank 6. Efficient resources usage for implementation most beneficial ideas 7. Baseline for sustainable Bank development and for implementation of innovations generated by internal resource without additional investments in consulting
  16. 16. CONTACTS 16 natalia.belokon@aval.ua tetiana.riabokon@aval.ua

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