The document discusses the implementation of Kanban as a business analysis tool to improve the procurement process at Poiesis, a cultural support institute in São Paulo, Brazil. It details the challenges faced by the procurement department, the proposed Kanban solution, and the phases of deployment, including both physical and automated Kanban systems. The conclusion highlights Kanban's effectiveness in enhancing transparency, productivity, and managerial support while addressing the identified issues.

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