Lean (Or Organisation Performance Improvement) Richard Kershaw
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Transcript of Lean (Or Organisation Performance Improvement) Richard Kershaw
Lean (Or Organisation Performance Improvement)Richard Kershaw
© 2006 Capgemini - All rights reserved
Our Approach to Lean, 2008
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The term “lean” is a generalization of the Toyota Production System methodology developed by Taiichi Ohno
In practice LEAN THINKING today ... The rigorous application of lean tools and techniques in
the whole organisation The empowerment of all employees to own and drive
improvement A passionate belief that there’s always a simpler, better
way to deliver value to customers
What is Lean ?
A proven way to provide customers with SUPERIOR SERVICEat the LEAST POSSIBLE COST with MAXIMUM EMPLOYEE MORALE
1. Specify value in the eyes of the customer
2. Identify the value stream and eliminate all waste within it
3. Make the value flow at the pull of the customer
4. Involve and empower employees
5. A continuous improvement towards perfection
Five Lean Principles developed by Taiichi Ohno…
How can we build Lean programmes that hold true to these principles in our world ?
BehavioralChange
BeLean® is Capgemini’s approach to delivering sustainable results through Lean thinking and delivery
ComprehensiveApproach
SustainableResults
Ensure your Lean programme achieves sustainable results…
ProgressiveApproach
BeLean® works to ensure sustainable results…
Do
the
Wor
k R
ight Manage the
Right Way
Do th
eRi
ght W
ork
A comprehensive and progressive approach
SustainableResults
Do The Right Work
Meeting the customer needs at lowest cost by focusing only on value adding activities – no waste in the value stream !
Describes activities a business does but which do not directly affect customer satisfaction – defined by the business or may be a legal requirement
These activities:▪ do not contribute to customer requirements and
satisfaction▪ are not a business or legal requirement.
Describes activities which contribute to meeting customer requirements and satisfaction – defined by the customer
VA
ENVA
NVA - waste
Order CashTime Line
( reduce by removing non-value adding waste)
Do The Work Right
Capable people skilled to deliver what is needed Quality assurance at every stage Genuine empowerment with appropriate support Leadership behaviours for all – recruitment to R&R
Challenge
Continuous Improvement
Go-Look-SeeTeamwork
RespectFront line
Active & visible leadership at all levels ensures everyone knows their role and what is expected of them
Manage The Right Way
An integrated BeLean® Management System - strategy, operational strategy and day to day activity
A Lean information value stream – no waste
Value adding decisions not value destroying
Closed loop continuous improvement
Forecast Plan Control Review
Ann
ually
Mon
thly
Wee
kly
Budget
Forecast
MasterSchedule
PlanningStandards
ProductionPlan
MaterialsReqs.
Bill OfMaterials
S.I.C.
ProductionSchedule
PerformanceReport
D.W.O.R..
ManagementReport
Review
Review
Review
Commitment meeting
Review
Review
Review
Dai
lyICs
ICs
ICs
ICs
Ensuring the whole management system aligns and supports the efforts to deliver the customer needs – the information glue
The BeLean® Management System - BLMS®
OperationalMeasurement& Reporting
LeadershipVision &
Behaviours
Lean Centre ofExcellence
Lean PractitionerTraining &Toolbox
WasteElimination
Programmes
OptimisedFlow & Pull
Systems
Value StreamIdentification
Model Sites& Best Practice
AssetIntegrity
Excellence
QualityAssuranceSystems
LeanPerformanceManagement
LeanDesign
Programmes
StakeholderEngagement &
Communications
ContinuousImprovementMechanisms
SystemDemand
Reduction
OrganizationalDesign
Excellence
5SVisual
Workplace
Gener
ation
I
Tran
sform
ation
Gener
ation
II
Sustai
nabil
ity
Do The Right WorkDo The Work RightManage the Right Way
Key
SustainableResults
Voiceof the
Customer
Putting it all together…Capgemini BeLean® Pyramid
10
UCA
S, H
EIs
Appl
ican
tWe are mapping members key transactions and decisions to identify pinch points and opportunities across the process
Submit application
Academic screening,
Final decision made
Decision to make / not to make offer
Applications received, acknowledged and
distributed to schools
Results received, matched to offers,
and distributed
Confirm choices
Invite to and organise interview
Distribute decision
Send AS12 letter
Respond to AS12 and register
Register for UCAS
Accept interview
Contextual data check
Interview and thank you email
Confirm choices
Send offer letter
Research Apply Assess Decision Reply Confirmation and Clearing Enrolment
High Level End to End Admissions Process
HEI
App
lican
t
Transactions
Transactions
DecisionActivities
DecisionActivities
11© 2012Capgemini. All rights reserved.
6 key success factors to ensure aneffective & sustainable Lean Transformation
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3
4
5
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Ensure strong sponsorship from top management To change the mindset is difficult and must be supported by the management
Use a bottom-up approach to meet top-down objectives Direction / objectives are given by the management. They must be understood and shared to mobilise teams around their ambition.
Implement significant coaching for middle-management Of all employees, these are the most impacted by the introduction of Lean.
Create specific Lean competency internally to secure sustainabilityLean knowledge must be transferred to internal “Change Agents” of the organisation. They will be the guardians of the methodology.
Take the initial maturity into account To adapt rhythm and actions to local context and needs.
Understand the business activity and be recognized as knowledgeableAdapt approach and tools to the specific IT activity (e.g. Infrastructure, Application Development, etc.).
12© 2012Capgemini. All rights reserved.
The Leadership & Lean Champions must support the teams throughout the different steps of the emotional cycle of change
Leve
l of O
ptim
ism
TIME
Negative
Positive
Unaware(UninformedOptimism)
Integration(RewardingCompletion)
(InformedPessimism)
Loss/Doubt
(HopefulRealism)
Discovery
(InformedOptimism)
Understanding
Discomfort
Explanatory: Case for Change
Perspective:What the future
holds
Inspirational:Building desire
Enabling:Building
capability
Catalytic:Building will &
momentum
Illustrative:Role modelling
the way
Celebratory:Rewarding
success
Reinforcing:Measuring success
Institutionalising:Penalising failure /
non-compliance
Cementing:Recruit / Promote
according to the To be
Supportive:Building supportive
climate and mechanisms
Leadership behaviours
Not everyone will be in the same place at the same time.Navigating the collective journey as a team is a key to success
www.capgemini.com/consulting
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group Copyright © 2012 Capgemini. All rights reserved.
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Richard KershawVice PresidentEducation ServicesCapgemini Consulting