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How Lean helped out IT team take pride in their work
Story of our « Lean IT journey »
Mélanie Noyel, Head of IT
Interior contractor specialist
Hotel, Offices,
Shop, Stand,
Point-of-sale publicity…
« Everything’s possible »
Mass customization
Short delivery time
High level quality
The team
• Story with team members unchanged since 1 year:
• 3 network project leaders
• 2 development projects leaders
• Everyday lives
• Hotline / Support
• Projects
• Development and maintenance for 18 business applications
• Various IT training
Lean Manufacturing thinking in the factory side but limited attempts in the office side.
Early 2018 : A disappointing statement on efficiency and image of the IT Team :
• Working life Quality
• Team over loaded under support - over 25h of support per week
• Customer satisfaction
• First NPS mesure – 67
• Delay
• 30 projects open, 0 closing
• 100 demands or pbs waiting in backlog
• Demands forgotten
• Quality
• Many bugs in production
Feel down in the dumps
Fortunately … Lean IT academy start in may 2018 !
A disappointing statement…
… but a positive environment
Some verbatim from team…
• Natacha : « Plus on avance, plus on se rend compte de l’état « abandonné »
de certaines choses…»
• Dylan : « C’est brouillon. » « On perd beaucoup de temps pour des petites
choses. »
Some verbatim from customers…
• Mélanie, preparation workshop : « ça fait 100 fois qu’on remonte le
problème alors maintenant on fait avec…»
• Nicolas, maintenance : « C’était X qui devait s’en occuper mais je n’ai pas
de nouvelles. »
• Guy, concrete workshop manager : « Ça fait longtemps qu’on en parle
mais rien ne bouge. »
• Alain, director : « L’équipe informatique est un service support. Elle doit
être au service du reste de l’entreprise. »
Our « Lean IT Journey »
30 may 2018 – departure
Targeted goal : Better satisfaction for each of our customers…
(The company Acta and each app or IT users)
Quality
Cost
Delay
… and for us !
Security
Environment
30/05/18 - BAM Focus on deliver value to
customers
Customer satisfaction
measurement
PDCA
15/06/18 - SwissLife
Paris
Importance of visual
management
First contact with rituals Start of PDCA use
09/18 – SwissLife
Roubaix
Importance of Work Life Quality Prioritization matrix First try for daily ritual First try to report support time
18/10/18 - Lean Digital
Summit Portugal
Motivation !
Importance to share successes
First try to report customer
satisfaction
20/12/18 - Sopra Steria Heijunka Box Skills matrix First try to report tickets backlog
06/02/19 - Theodo A3
Score customer demands
(value and effort)
19/03/19 – Keepeek Takt for app development Kanban to report app updates Heijunka Box
26/04/19 – Les
furets.com
Obeya for projects
29/05/19 – Acta-
Mobilier
Daily with finite capacity
organization
21/06/19 – No Parking Delays visualization
« Lean IT Journey »
June 2018 - PDCA to solve problems
What we learned
• Not being afraid of reccuring problems
• Work with right persons
• Understand and fight the right problem
First results
• Fixed problem during shipment pending for 1 year
• 15 min saved per shipment, 40 shipment per week
=> 10h saved per week
• Dynamism to make PDCA
Long term results (1.5 year later)
• 12 PDCA opened including 10 closed
• Systemic treatment of recurrent problems with PDCA
• Support time reduced from 25h per week to 10h per
week
• Happy team to close recurring subjects
• Self confidence in solving complex problems
From september 2018 to today – Our « daily » to communicate and organize
• Team more welded
• « Perfect day » satisfaction
• Feel less « overbooked »
What we learned
• Share only important things
• Commit to daily goals
• Delegate and divide work together
• Ask questions face to non-delivery
Results
• Pareto with causes for non-delivery
February 2019 – Evolution to our « daily »
to cover different topics
What we learned
• Talk about a topic everyday to make it important
• Share only important things
• Bring out the problems
• Pull the andon for dissatisfaction
• React faced to dissatisfaction
Results
• + 2 min (18 to 20) despite increasing nb of subjects
• From 2 improvements per month (2018) to 30 (june 2019)
• Monthly individual interview :
• April 2019 – 3 positive subjects versus 13 negative
• September 2019 – 16 positive subjects versus 6 negative
• Recognize and react to dissatisfaction
• Reassured to know that number 1 priority is the work life quality
September 2018 – Paper tickets to never forget
What we learned
• Physical materialization for demands
• Standardization of problem solving
• Systematic customer feedback to improve
continuously
• Visual delay thanks to ticket’s color (1 per month)
• What is important for each customer in each
situation
Results
• 0 forgotten demands
• Reminders pushed by the team
• Customers feel considered
• NPS
• October 2018 - NPS = 67
• Since february 2019 – NPS close to 100
• No need to remember lot of things in memory
• Happy to collect good feebacks
September 2018 – A matrix to prioritize and reduce backlog
What we learned
• Scoring with customers
• Make clear prioritization within the team
• Make clear prioritization with customers
• A satisfied customer starts to show type 2
then 3 problems
• Set goals on solded per week and analyze
gaps
Results on the Backlog
• December 2018 - 100 tickets
• September 2019 – 60 tickets
• 40 tickets solded by month
• Visual help to argue about delays with difficult customers
• Reduction of backlog means a more reliable system, and so pride of a better quality work
+Recurrence-
September 2018 - Oversight and Andons
What we learned
• Importance of the IT System reliability for users
• Detect problems and react before they happen
(anticipation)
• Poka yoke for human mistakes that can not be
prevented otherwise
Results
• Problems solved before users notice its
• Visual problems and no longer suffered
• Recurrence decrease
• Encourage to share skills inside the team
• Reassured about IT System reliability whitout paying attention all the time
September 2018 – Alignment on a same common goal (team and customers)
« Reduce support time»
What we learned
• Solve root causes
• Support interventions penalize the work organisation
• Skills management with skill matrix
• Visual management allows each IT member to ask himself the right questions to improve
the global results
Results
• The whole team pulls in the same direction
• Centralize support on one person a day to unload others
• Support time :
• Oct 2018 – 25h per week
• Sept 2019 – 10h per week
• 12 PDCA open hanks to that including 10 closed
• Enrichment of a knowledge base and creation of standards
• Give sense to the team work
• Less overbooked by support
• Satisfaction of working more on added value
March 2019 – Software development tracking
What we learned
• Taking requests into account as scored tickets
• Reporting development quality and costs
• Reporting development problems
• Debrief around non-qualities to share learning
• Thoughtful timing (takt) for updates
• Levelling development activity on the week (Heijunka Box)
Results
• Reduce development costs
• May 2019 -- 35h per month
• Sept 2019 – 20h per month
• Patchs after bugs
• May 2019 – 5 per month
• Sept 2019 – 1 per month
• 2 updates per week
• Satisfied customers show more improvement ideas
• Satisfaction of more quality work
• Satisfaction when apps come back to life thanks to users who reclaim its
• Growing competences
Avril 2019 – Obeya to work on projects
What we learned
• Focus on one project at a time
• Visualization on project walls to facilitate discussions
• Trying to measure performance in project progress
• Timing (takt) of project points during the week
• Balance time between production and project every day
Results
• 6 projects closed on 2019 - 0 closed on 2018
• Increased attendance at project points
• 2018 – less than 50%
• 2019 – 85%
• Reassuring team work on big subjects
To put it in a nutshell
Before After
Support time 25h per week 10h per week
Nb of QVT improvements 2 per month 30 per month
Subjects in monthly interview 3 positive / 13 negative 16 positive / 6 negative
Forgotten demands More than 5 per week 0
NPS customer 67 100
Backlog 100 60
Tickets solded Variable 40 per month
Development costs
(same value added)
35h per month 20h per month
Patchs after bugs 5 per month 1 per month
Some verbatim from customers !
• Xavier : « Je suis trop content, ça ressemble enfin à ce que j’avais
imaginé !» parlant de l’application « Protos »
• Karine : « L’équipe est plus présente sur le Gemba, on la sent beaucoup plus
impliquée. »
• Alain : « La réactivité de l’équipe informatique n’est vraiment plus un
problème »
• Sophie : « L’équipe est beaucoup plus réactive et sérieuse qu’avant » « Leur
communication est claire et structurée »
And some verbatim from the team !
• Zim : « On se sent vraiment intégré à l’équipe, même quand on a des profils
différents »
• Dylan : « C’est beaucoup plus structuré ». « On n’est plus dérangé tout le
temps grâce à notre nouvelle organisation à plusieurs niveaux. » « On est
au courant de tout. »
And especially !
We take pride in our work !
Thanks for attention
Do you have any questions ?

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The story of our Lean IT journey Melanie Noyel, Acta Mobilier

  • 1. How Lean helped out IT team take pride in their work Story of our « Lean IT journey » Mélanie Noyel, Head of IT
  • 2. Interior contractor specialist Hotel, Offices, Shop, Stand, Point-of-sale publicity… « Everything’s possible » Mass customization Short delivery time High level quality
  • 3. The team • Story with team members unchanged since 1 year: • 3 network project leaders • 2 development projects leaders • Everyday lives • Hotline / Support • Projects • Development and maintenance for 18 business applications • Various IT training
  • 4. Lean Manufacturing thinking in the factory side but limited attempts in the office side. Early 2018 : A disappointing statement on efficiency and image of the IT Team : • Working life Quality • Team over loaded under support - over 25h of support per week • Customer satisfaction • First NPS mesure – 67 • Delay • 30 projects open, 0 closing • 100 demands or pbs waiting in backlog • Demands forgotten • Quality • Many bugs in production Feel down in the dumps Fortunately … Lean IT academy start in may 2018 ! A disappointing statement… … but a positive environment
  • 5. Some verbatim from team… • Natacha : « Plus on avance, plus on se rend compte de l’état « abandonné » de certaines choses…» • Dylan : « C’est brouillon. » « On perd beaucoup de temps pour des petites choses. »
  • 6. Some verbatim from customers… • Mélanie, preparation workshop : « ça fait 100 fois qu’on remonte le problème alors maintenant on fait avec…» • Nicolas, maintenance : « C’était X qui devait s’en occuper mais je n’ai pas de nouvelles. » • Guy, concrete workshop manager : « Ça fait longtemps qu’on en parle mais rien ne bouge. » • Alain, director : « L’équipe informatique est un service support. Elle doit être au service du reste de l’entreprise. »
  • 7. Our « Lean IT Journey » 30 may 2018 – departure Targeted goal : Better satisfaction for each of our customers… (The company Acta and each app or IT users) Quality Cost Delay … and for us ! Security Environment
  • 8. 30/05/18 - BAM Focus on deliver value to customers Customer satisfaction measurement PDCA 15/06/18 - SwissLife Paris Importance of visual management First contact with rituals Start of PDCA use 09/18 – SwissLife Roubaix Importance of Work Life Quality Prioritization matrix First try for daily ritual First try to report support time 18/10/18 - Lean Digital Summit Portugal Motivation ! Importance to share successes First try to report customer satisfaction 20/12/18 - Sopra Steria Heijunka Box Skills matrix First try to report tickets backlog 06/02/19 - Theodo A3 Score customer demands (value and effort) 19/03/19 – Keepeek Takt for app development Kanban to report app updates Heijunka Box 26/04/19 – Les furets.com Obeya for projects 29/05/19 – Acta- Mobilier Daily with finite capacity organization 21/06/19 – No Parking Delays visualization « Lean IT Journey »
  • 9. June 2018 - PDCA to solve problems What we learned • Not being afraid of reccuring problems • Work with right persons • Understand and fight the right problem First results • Fixed problem during shipment pending for 1 year • 15 min saved per shipment, 40 shipment per week => 10h saved per week • Dynamism to make PDCA Long term results (1.5 year later) • 12 PDCA opened including 10 closed • Systemic treatment of recurrent problems with PDCA • Support time reduced from 25h per week to 10h per week • Happy team to close recurring subjects • Self confidence in solving complex problems
  • 10. From september 2018 to today – Our « daily » to communicate and organize • Team more welded • « Perfect day » satisfaction • Feel less « overbooked » What we learned • Share only important things • Commit to daily goals • Delegate and divide work together • Ask questions face to non-delivery Results • Pareto with causes for non-delivery
  • 11. February 2019 – Evolution to our « daily » to cover different topics What we learned • Talk about a topic everyday to make it important • Share only important things • Bring out the problems • Pull the andon for dissatisfaction • React faced to dissatisfaction Results • + 2 min (18 to 20) despite increasing nb of subjects • From 2 improvements per month (2018) to 30 (june 2019) • Monthly individual interview : • April 2019 – 3 positive subjects versus 13 negative • September 2019 – 16 positive subjects versus 6 negative • Recognize and react to dissatisfaction • Reassured to know that number 1 priority is the work life quality
  • 12. September 2018 – Paper tickets to never forget What we learned • Physical materialization for demands • Standardization of problem solving • Systematic customer feedback to improve continuously • Visual delay thanks to ticket’s color (1 per month) • What is important for each customer in each situation Results • 0 forgotten demands • Reminders pushed by the team • Customers feel considered • NPS • October 2018 - NPS = 67 • Since february 2019 – NPS close to 100 • No need to remember lot of things in memory • Happy to collect good feebacks
  • 13. September 2018 – A matrix to prioritize and reduce backlog What we learned • Scoring with customers • Make clear prioritization within the team • Make clear prioritization with customers • A satisfied customer starts to show type 2 then 3 problems • Set goals on solded per week and analyze gaps Results on the Backlog • December 2018 - 100 tickets • September 2019 – 60 tickets • 40 tickets solded by month • Visual help to argue about delays with difficult customers • Reduction of backlog means a more reliable system, and so pride of a better quality work +Recurrence-
  • 14. September 2018 - Oversight and Andons What we learned • Importance of the IT System reliability for users • Detect problems and react before they happen (anticipation) • Poka yoke for human mistakes that can not be prevented otherwise Results • Problems solved before users notice its • Visual problems and no longer suffered • Recurrence decrease • Encourage to share skills inside the team • Reassured about IT System reliability whitout paying attention all the time
  • 15. September 2018 – Alignment on a same common goal (team and customers) « Reduce support time» What we learned • Solve root causes • Support interventions penalize the work organisation • Skills management with skill matrix • Visual management allows each IT member to ask himself the right questions to improve the global results Results • The whole team pulls in the same direction • Centralize support on one person a day to unload others • Support time : • Oct 2018 – 25h per week • Sept 2019 – 10h per week • 12 PDCA open hanks to that including 10 closed • Enrichment of a knowledge base and creation of standards • Give sense to the team work • Less overbooked by support • Satisfaction of working more on added value
  • 16. March 2019 – Software development tracking What we learned • Taking requests into account as scored tickets • Reporting development quality and costs • Reporting development problems • Debrief around non-qualities to share learning • Thoughtful timing (takt) for updates • Levelling development activity on the week (Heijunka Box) Results • Reduce development costs • May 2019 -- 35h per month • Sept 2019 – 20h per month • Patchs after bugs • May 2019 – 5 per month • Sept 2019 – 1 per month • 2 updates per week • Satisfied customers show more improvement ideas • Satisfaction of more quality work • Satisfaction when apps come back to life thanks to users who reclaim its • Growing competences
  • 17. Avril 2019 – Obeya to work on projects What we learned • Focus on one project at a time • Visualization on project walls to facilitate discussions • Trying to measure performance in project progress • Timing (takt) of project points during the week • Balance time between production and project every day Results • 6 projects closed on 2019 - 0 closed on 2018 • Increased attendance at project points • 2018 – less than 50% • 2019 – 85% • Reassuring team work on big subjects
  • 18. To put it in a nutshell Before After Support time 25h per week 10h per week Nb of QVT improvements 2 per month 30 per month Subjects in monthly interview 3 positive / 13 negative 16 positive / 6 negative Forgotten demands More than 5 per week 0 NPS customer 67 100 Backlog 100 60 Tickets solded Variable 40 per month Development costs (same value added) 35h per month 20h per month Patchs after bugs 5 per month 1 per month
  • 19. Some verbatim from customers ! • Xavier : « Je suis trop content, ça ressemble enfin à ce que j’avais imaginé !» parlant de l’application « Protos » • Karine : « L’équipe est plus présente sur le Gemba, on la sent beaucoup plus impliquée. » • Alain : « La réactivité de l’équipe informatique n’est vraiment plus un problème » • Sophie : « L’équipe est beaucoup plus réactive et sérieuse qu’avant » « Leur communication est claire et structurée »
  • 20. And some verbatim from the team ! • Zim : « On se sent vraiment intégré à l’équipe, même quand on a des profils différents » • Dylan : « C’est beaucoup plus structuré ». « On n’est plus dérangé tout le temps grâce à notre nouvelle organisation à plusieurs niveaux. » « On est au courant de tout. »
  • 21. And especially ! We take pride in our work ! Thanks for attention Do you have any questions ?