A presentation by Gigante Consultoria, Brazil on their successful consulting with Poiesis – a Culture, Language and Literature Support Institute - to improve their Procurement Process, using Kanban and SwiftKanban

1. Kanban as a Business
Analysis Tool
A Case-study

2. Introduction
Clarinha Prado
• Consultant in business analysis and
information technology.
• 20 years of experience in companies
from various branches, mainly in the
financial sector.
• Graduated in computer engineering,
with postgraduate studies in business
administration.
clarinha.prado@giganteconsultoria.com.br

3. Introduction
• Gigante Consultoria is a consulting company that
works with:
–
–
–
–
Business Analysis
Project Management
System Analysis
Training
• This presentation refers to one of our projects,
where we worked to improve the procurement
process of one customer.

4. Objective
• Present the Kanban as a tool to support business
analysis.
• Describe the introduction of Kanban in the
procurement process of Poiesis – a Culture, Language
and Literature Support Institute.

5. Agenda
Contextualization:
• Description of the
company, the
procurement area and
its process.
Problems
Encountered:
Suggested
solution:
• Problems that
prompted the hiring
of consultancy.
• Suggested actions by
consulting.
Deployment of
Kanban:
• Stages of deployment,
key challenges,
obtained results.
Conclusion:
• Main conclusions and
recommendations.

6. Contextualization

7. Poiesis - Culture, Language and
Literature Support Institute
• Where are we? São Paulo – state of Brazil.
SÃO PAULO
Area:
248.209 km2
Population: 43.663.669 inhabitants

8. Poiesis - Culture, Language and
Literature Support Institute
• Non-governmental organization, qualified by the State
Government of São Paulo.
• Promotes socio-cultural and educational development,
focused on project management in cultural spaces.
• Develops programs and research in cultural spaces geared to
the training of students and the general public.

9. Poiesis - Culture, Language and
Literature Support Institute
• Performs the management of 29 cultural units :
–
–
–
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21 Cultural workshops,
5 Culture factories,
2 Museums,
1 Reading space.

10. Procurement Department
• Responsible for making purchases for cultural spaces
managed by Poiesis and to the headquarters of the
Organization.
Approximate volume of 400 procurements/month.

11. Procurement Department
Organizational structure:
Administrative
Manager
Contract
Manager
Procurement
Manager
5 buyers
1 intern

12. Procurement Process
Receive
Request
Assign
Buyer
Quote or
Negotiate
Get
Signatures
Draw Up A
Contract
Approve
Purchase
Wait For
Delivery
Validate
Delivery
Request
Payment

13. Motivation to Contract
Business Analysis

14. Problems Faced by Poiesis
• Lack of transparency to solicitants.
• Process time consuming, complex and bureaucratic.
• Lack of clarity in the distribution of responsibilities.
• Lack of knowledge of business rules.
• Problems in the purchases prioritization.
• Uneven distribution of workload between buyers.
• Lack of management information.

15. The Business Analysis

16. The Business Analysis
• The consulting company Gigante held a job of
diagnosing problems and proposal for
improvements.
• Several actions were proposed to address the
problems singled out, among them the introduction
of a Kanban.

17. The Kanban Proposal
• Use the Kanban as a tool for:
– Increase the transparency of the procurement
process.
– Enable strategic management over acquisitions.
– Control the flow of the department
purchases.
– Optimize productivity quickly.

18. The Kanban Proposal
1st phase – Physical Kanban:
Process modeling, board assembly, training, daily meetings
2nd phase - Automated Kanban:
Choice of tools, training, definition of indicators, acquisition of TV.

19. 1st phase – Physical
Kanban
Deployment of Kanban

20. 1st phase – Physical Kanban
• Start: May 14, 2013.
• Used for about 2 months.
• Deployment steps:
– Process modeling with managers.
– Team training.
– Monitoring the deployment.
– Use of available materials: brown paper, masking
tape, post-its, A4 sheet.

21. 1st phase – Physical Kanban
Profile of
purchases
Staff overload
Identification
of bottlenecks

22. 1st phase – Physical Kanban
Capacityconstrained
resource
Non-instant
availability
resource

23. Manually Extracted Metrics

24. Board Customizations
• Suggestions from the
team, during the daily
meetings.

25. Board Customizations
• Stamp: standardization and practicality for a
low cost.

26. Last Board Configuration

27. Main Challenges
• Fixing the frame and the cards.
• Motivation for the team to use the new tool.
• Establishment of new concepts.
• Manual generation of metrics.
• Maintaining the daily meeting.

28. Obtained Results
• The team's involvement in the proposed
improvements and troubleshooting.
• Customer awareness.
• Sharing information.
• Workload visualization.
• Analysis of performance metrics.
• Reducing the index of complaint.

29. 2nd phase - Automated
Kanban
Deployment of Kanban

30. 2nd phase - Automated Kanban
• Start: September 16, 2013.
• Deployment steps:
– Selection and hiring of the Kanban application.
– Team training.
– Import of the cards.
– Customization of indicators.

31. Kanban Products Analysis
A
B
C
D

32. 2nd phase - Automated Kanban

33. 2nd phase - Automated Kanban

34. Obtained Metrics

35. Obtained Metrics

36. Main Challenges
• Choice of the Kanban tool.
• Two months interval between automated and
physical Kanban.
• Adaptation of the team to the new system.
• Loss of board visibility, that used to be displayed on
the Department wall.

37. Obtained Results
• Ongoing purchases controlled by Swift-Kanban.
• Metrics to support managerial activity:
– Data in real time, backlog, productivity, costs, purchase
volume, lead time, cycle time.
• Customized web page to search for the purchase
status.
• The contracts area wants to start using
Swift-Kanban.

38. Conclusion

39. Conclusions
• Kanban is a solution easy to adopt, with an
affordable cost.
• Helped solve the main encountered problems.
• Gave the manager support through the
workflow visualization and analysis of
indicators.

40. Kanban as a Business
Analysis Tool
A Case-study