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

1. 22 & 23 November, 2012
Paris, France
Doubling the output of the team
and still freeing up resources
for the future
By Richard Mathis, MEI
MEI Company Confidential

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. Planning board
Initial version
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

12. Planning board
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

13. Reporting
2009
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. Release process
2011
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

21. Release process
2012
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

22. 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

23. Software obsolescence
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. Team today
2009
2012
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

32. 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

33. 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

34. Doubling the output
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

35. 22 & 23 November, 2012
Paris, France
More Lean IT presentations and videos on
www.lean-it-summit.com
MEI Company Confidential