A MEI Lean IT case study - European Lean IT Summit 2012
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Transcript of A MEI Lean IT case study - European Lean IT Summit 2012
MEI Company Confidential
Doubling the output of the team and still freeing up resources
for the future
By Richard Mathis, MEI
22 & 23 November, 2012 Paris, France
MEI Company Confidential
Agenda
• MEI Introduction
• The story begins
• Lean manager
• Lean & software
• Lean & Team
• Conclusion
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
MEI Inc
What We Do Leading manufacturer of payment solutions
850 employees across 10 sites, distributors in 50 countries
Global Presence
100+ currencies covered – banknotes & coins Currency Experts
600’000+ payment systems supplied 2011 globally Significant Volumes
Gaming Retail Vending Transport
Experience
No.1 in Gaming, Retail, Vending & Transport Markets Global Market Share
Over 40 years, 125’000 note acceptors into Transport TVMs
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
MEI locations
Querétaro
Mexico Pennsylvania
USA World HQ
Tokyo
Japan
Geneva
Switzerland
Long history
In USA, Europe
China...
Shanghai China Manufacturing Beijing
China
Reading
UK
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Twice the products? 2007 2008 2010 2011
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
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
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Planning & Team
1.2 year of development ahead
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Lean manager ?
Manager
Marketing Technical supportSales
Reporting,
planning,
Communication 4.5h per day
Could I be at Gemba ?
Engineering
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Root causes
• No information available online
• Lack of trust from the project requestors ?
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Planning board Initial version
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Planning board
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Reporting 2009
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Reporting 2012
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
Variance of the lead time on a rolling annual basis Studies per type & per product type
Rolling annual yearly average lead time
© 2012 MEI. All rights reserved.
MEI Company Confidential
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
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
How to deal with transparency?
• Transparency is scary
• Transparency builds trust
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
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
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Data management 2009
• Clear separation between the releases and the studies files
• Standardization of the file naming
• Standardization of the directories
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Data management 2012
• Some improvements must be done even though some people are reluctant
Version control System
After 4 iterations
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Release process 2011
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Release process 2012
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Software obsolescence 2011
70 different types
of software tools
Why ?
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Software obsolescence
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Lean & Tools
Our new tools became a burden
We increased the number of applications
to handle
We improved the process by creating
the right applications to the right place
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Lean & Tools
• Automatic non regression tests
• New release : From 3 weeks to 1 day
• 1 day for a new person ready to develop
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Team
What is the impact on the team ?
How the team reacted?
How did they deal with so many
improvements?
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Method
• Focus on little but visible improvements
• Relocation of the laboratory
• 5S
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Security & ergonomics
Version 1
Version 2
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Lean & Team
2008 Lean ?
Well…
2012 Lean ?
Can we do this
or this or this… ?
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Lean & Team
Negative No opinion Positive
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Team today 2009
2012
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
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
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
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
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
Doubling the output
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
© 2012 MEI. All rights reserved.
MEI Company Confidential
More Lean IT presentations and videos on www.lean-it-summit.com
22 & 23 November, 2012 Paris, France