Faurecia's Journey from Agile to Lean@IT
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Faurecia is a manufacturer of car parts with 90 Just-In-Time production sites that rely on critical IT systems. They developed their Manufacturing Execution System (MES) called fJiT using Agile methods but found they needed to improve collaboration across teams. Tieto coaches helped implement Scrum and define roles. A Kaizen workshop mapped the value stream, found issues, and brainstormed solutions. Participants developed a release plan and better understood each other's roles, improving synchronization. While Agile was a start, adopting more Lean principles across the full value chain was needed for continuous improvement.
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Faurecia's Journey from Agile to Lean@IT
- 1. Faurecia From Agile to Lean Martin Chmelař Tomáš Tureček Philippe Hocqueloux Lean & Agile coach Lean & Agile coach fJiT Project Manager Tieto, Tieto, Faurecia, martin.chmelar@tieto.com tomas.t.turecek@tieto.com philippe.hocqueloux@faurecia.com © 2013 Tieto Corporation
- 2. Faurecia • Manufacturer of car parts • 33 countries, 84k employees, 270 production sites • ~90 Just-In-Time (JIT) production sites • IT is not a core business but is critical • Continuous improvement as one of key values • Sound experience with Lean@Manufacturing but not with Lean@IT © 2011 Tieto Corporation
- 3. Agenda Next steps Kaizen towards workshop Lean@IT Agile © 2013 Tieto Corporation
- 4. fJiT - Faurecia Just-In-Time • fJiT - Manufacturing Execution System (MES) for Just-In-Time (JIT) plants • Faurecia’s strategic decision to develop it using Agile way of working We decided to start developing a strategic system internally and wanted to use an Agile methodology to be more customer oriented and provide flexibility to the product vision as it is constantly changing and evolving. © 2013 Tieto Corporation Rony Bejjani, Faurecia Industrial & JIT Competence Center manager
- 5. Agile Manifesto for Agile Software Development Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. © 2013 Tieto Corporation
- 6. Agile&Lean coaching by Tieto Tieto coaches Independent Team Tieto coaching framework fJiT built using Agile Tieto coaches proposed a very pragmatic model and The result is very clear the right level of follow-up to today, the Scrum (Agile) make sure the team is organization is in sustainable and place, the tools are autonomous. defined and fully accepted by the team, roles are clearly © 2013 Tieto Corporation defined. Rony Bejjani, Faurecia Industrial & JIT Competence Center manager
- 7. From Agile to Lean@IT Customers (Production plants) Software Product owner development team Backlog Product Development This is implemented so far fJiT solution increments © 2013 Tieto Corporation So we have a product. But how does it help customers’ business?
- 8. From Agile to Lean@IT Software Product owner development team Backlog Product Requirements Operations Development Deployment? management? Customers Customers (Production (Production © 2013 Tieto Corporation plants) plants) How should the whole value delivery chain work?
- 9. From Agile to Lean@IT Software Product owner development team Backlog Product Requirements Operations Development Deployment? management? Installation Business team Local IT Support Analysts Customers Customers (Production (Production © 2013 Tieto Corporation plants) Quality Assurance plants) What is the role of other teams?
- 10. © 2013 Tieto Corporation From Agile to Lean@IT
- 11. From Agile to Lean@IT Lean@IT Agile © 2013 Tieto Corporation
- 12. Od Agile k Lean@IT Barriers for further Agile adoption 52% Schopnost změnit firemní kulturu 35% Snaha použít Agilní prvky v ne-Agilním prostředí 41% 31% Přirozený Podpora odpor vůči manage- změně mentu © 2013 Tieto Corporation Zdroj: 7th ANNUAL STATE of AGILE DEVELOPMENT SURVEY http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf
- 13. Agenda Next steps Kaizen towards workshop Lean@IT Agile © 2013 Tieto Corporation
- 14. Kaizen workshop Typically 2-day format (1) Agree on X common goal and map end-to- end value stream C C X (2) Visualize perceived issues C C ! ! ! (3) Investigate root causes ! © 2013 Tieto Corporation Root cause Cause (4) Brainstorm ideal solutions and small ! “Kaizen” steps Root cause
- 15. Faurecia Kaizen workshop Participants: • Project Coordinator • Developers • Software Architect • Local IT Support • Testing • Installations • Governance & Process Improvement • Competence Center Director • Business Analysts požadavků Zásobník © 2013 Tieto Corporation Práce s požadavky? Vývoj Nasazení? Podpora?
- 16. Faurecia Kaizen workshop We started to talk together, synchronization between all the parties. We previously discussed topics without same language. Today we have clear actions what to do, we did them together and everyone understands what is impact of delaying his tasks. It is visible. This was the first time we have opportunity to share for two days with IT operation guys, we have now clear vision what to do. © 2013 Tieto Corporation Outputs and benefits: • Synchronization of teams Common understanding • Future value chain We know how to work together in future • Implementation roadmap for 1st release Now everyone knows what to do
- 17. Agenda Next steps Kaizen towards workshop Lean@IT Agile © 2013 Tieto Corporation
- 18. The journey continues… It’s all about continuous improvement, so we continue… Next steps: • Release model with respect to the next release delivery • Quality Assurance (Testing) • Requirements management • Rapid delivery © 2013 Tieto Corporation • …
- 19. Conclusion Agile is a good start... …to tune up your IT engine… …but it’s not enough. You have to tune-up other parts of your car as well – like brakes Welcome to the world of Lean@IT © 2013 Tieto Corporation
- 20. How can we help you? © 2010 Tieto Corporation Martin Chmelař Tomáš Tureček Philippe Hocqueloux Lean & Agile kouč Lean & Agile kouč fJiT Project Manager Tieto, Tieto, Faurecia, martin.chmelar@tieto.com tomas.t.turecek@tieto.com philippe.hocqueloux@faurecia.com
Editor's Notes
- We are a manufacturing companyIT business is not our core business but it's critical for itWe have sound experience with Lean@Manufacturing but no experience with Lean@ITBased on our previous (not so positive) experience we decided to try Agile way of working to develop our business critical system for JIT production plantsTieto coaches helped us to significantly shorten time to implement Agile way of working and to make it sustainableThe question was, how to get the product to production, so that it really provides value to business. Therefore we considered Lean@IT, invited key stakeholders and conducted a Kaizen workshop.Not only that we have now key stakeholders synchronized but we also have future value chain designed and a concrete implementation road-map for the first delivery to production.As next steps, we need to agree on how to work with future needs and requests of business (tens of production plants) and how to deliver new features with a reasonable "time-to-market". Other areas to be discussed in more details are release management, requirements management and testing.So we continue are journey of continuous improvement...
- We are a manufacturing company. IT business is not our core business but it's critical for it. We have sound experience with Lean@Manufacturing but no experience with Lean@IT.
- Based on our previous (not so positive) experience we decided to try Agile way of working to develop our business critical system for JIT production plants
- Now are able to produce new and new increments of fJiT solution.But where is a value for our business?
- How should the whole value delivery chain work?
- And what is the role of other teams?
- Therefore we considered Lean@IT, invited key stakeholders and conducted a Kaizen workshop.Kaizen workshop is a tool that serves as a bridge between Agile and Lean, SWD and business
- Not only that we have now key stakeholders synchronized but we also have future value chain designed and a concrete implementation road-map for the first delivery to production.
- As next steps, we need to agree on how to work with future needs and requests of business (tens of production plants) and how to deliver new features with a reasonable "time-to-market". Other areas to be discussed in more details are release management, requirements management and testing.