VSM and Problem Solving at Nokia in 2009

1 © Nokia Siemens Networks CSI WSE - Delivery Management / Operational Efficiency / C. Ignace & P. Jannez / April 10, 2023

Improve project management by using VSM & Problem Solving

Agenda

Telecom Paris, March 2009

Customer demand

Develop People

Streamline

Stabilize

Conclusion

Q&A



Agenda


Customer demand

Develop People

Streamline

Stabilize

Conclusion

Q&A


Cus

tom

er d

eman

d



Lean coach Customer

Problem

Context

Time to market between 10 and 14 weeksis too long


Cus

tom

er d

eman

dProblem

Context

Customers have to retain their end users in a very mature and competitive market

– Fast marketing project delivery is a competitive advantage

– Quality of projects at the highest level contributes to retention

NSN must stay competitive

– Production is partially outsourced since January 2008





Agenda


Introduction

Develop People

Streamline

Stabilize

Conclusion

Q&A


Dev

elop

Peo

ple



Target

Change mindset

PM Engineers

NSN

Sponsor PM Engineers

Customer

Sponsor

PM Engineers

NSN Supplier

Engineers

Customer’s Supplier

Lean Coach

Develop people


11

See the customer

22See performance

33 Visualize problems

44

Analyze problems

55Implement local & experimental solutions

66Learn & start again

Dev

elop

Peo

ple

Target

Change mindset





Agenda


Introduction

Develop People

Streamline

Stabilize

Conclusion

Q&A


Str

eam

line

Find a sponsor

Define a goal

Prepare

Workshop See the customer

Current stateValueWasteFuture StateActions Plan

Implement



Lean coach Customer

Sponsor


Str

eam

line

Find a sponsor

Define a goal

Prepare

WorkshopSee the customerCurrent stateValueWasteFuture StateActions Plan

Implement



Describe the problem thoroughly:– Context

– Economical stakes

– Operational stakes


Str

eam

line



Interviews

Workshop

IdentifyPeople

GatherData

Analyze & understand

Find a sponsor

Define a goal

Prepare


Implement

Go & See


Str

eam

line

Find a sponsor

Define a goal

Prepare

Workshop

See the customerCurrent stateValueWasteFuture StateActions Plan

Implement



• See the customer

• Introduction to VSM

• Current State

• Value vs Waste

• Stability & Variability

• Non Right First Time

• Lead Time Processing Time vs Waiting

• Future state

• Performance & Actions Plan

• Sponsors

3 days long working together


Str

eam

line

Deliver me exactly what I need

When I want

Where I wantDon’t make me loosing my time

Be reliable



Find a sponsor

Define a goal

Prepare


Implement


Str

eam

line



Find a sponsor

Define a goal

Prepare


Implement

Current state


Str

eam

line



Find a sponsor

Define a goal

Prepare


Implement

Value


Str

eam

line



Find a sponsor

Define a goal

Prepare


Implement

• Overproduction

• Waiting

• Inventory

• Extra-processing

• Correction

• Motion

• Transportation

Waste


Str

eam

line



Find a sponsor

Define a goal

Prepare


Implement

Future state

13 14 15 16 17 18 18.3021.30


Str

eam

line



Find a sponsor

Define a goal

Prepare


Implement

• No IT solutions

• Quality– Removing useless data transformation.

– Centralization of data.

– Add control check after each major process step.

– Develop mode of operation.

• Lead time– Reorganize work: parallel engineering.

– Deliver small part of work regularly: iterative approach.

– Improving communication: collocation. Improving mailing lists.

– Removing useless data transformation.

– Removing useless documentation.


Str

eam

line

Find a sponsor

Define a goal

Prepare


Implement




Str

eam

line

Find a sponsor

Define a goal

Prepare


Implement



• See the customer

• Introduction to VSM

• Current State

• Value vs Waste

• Stability & Variability

• Non Right First Time

• Lead Time Processing Time vs Waiting

• Future state

• Performance & Actions Plan

• Sponsors

!

Stabilize first before creating the flow !TM



Agenda


Customer demand

Develop People

Streamline

Stabilize

Conclusion

Q&A


Re-schedule againRe-scheduleFirst Project planning



Muda, Muri, Mura

What did we learned ?Nothing

How can we make it better ?

Develop people

See the customer

See performance

Visualize problems

Analyze problems

Implement solutions

Sta

biliz

e


Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions



Sta

biliz

e

11

See the customer

22See performance

33 Visualize problems

44

Analyze problems

55Implement local & experimental solutions

66Learn & start again

24 © Nokia Siemens Networks CSI WSE - Delivery Management / Operational Efficiency / C. Ignace & P. Jannez / April 10, 2023 CSI WSE - Delivery Management / Operational Efficiency / P. Jannez & Ch. Ignace / April 10, 2023



Neither this:

Nor that:

Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Customer looks like:

Protean

Multiple

Agressive

Fuzzy

Different

Sta

biliz

e




Meteo is displayed

on the walls, distributed

and stored

Customer is a human being:Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Supply new problems

The Customer gives

his weekly Meteo in meeting

Satisfaction

Trend

Sta

biliz

e




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Show and understand indicators

Operational indicatorsare displayed on the walls, discussed and digitally shared

Supply new problems

Main or current indicators are displayed on the door, outside the room

Sta

biliz

e




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Measure, display and understand operational figures

Supply new problems

Three-Week Planning

Sta

biliz

e




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Pro

blem

sol

ving

Weekly / daily meetingWeekly meeting of Project Managers

Daily meeting with Engineers

Supply new problems




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Sort problems on the walls

Project Managers : Stones =Just do It

240

Customer&Supplier :

B&C Priority

Customer & Supplier:

A Priority

Engineers Team

Sta

biliz

e Hard to find a single usefull wall in those open spaces




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Pro

blem

sol

ving

Common space and walls support Teams sharing ideas :See together, understand together, act together

Project Managers working together

Contractual Indicators

Planning

Operational Indicators

Problem Analysis

Files naming rule

List of ‘Stones’ Problems

List of B&C Problems

Sta

biliz

e




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Begin with simple or ‘just do it’ problems

Sta

biliz

e

PM Engineers

1-NSN

Sponsor

PM Engineers

3-Customer

Sponsor

PM Engineers

2-NSN SupplierEngineers

4-Customer’s Supplier

Before coping with interfaces




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Workshop with true people, in their own office (4-M)

Team’s strenghts

Customer’s demand

Men

Methods

Material

Machines

Sta

biliz

e

PM Engineers

NSN


Each Project Manager signs up for 1 problem



Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Display, follow and track each known problemDoneNext Step Delays Status

Prepare a Sponsor’s visit and get his supportS

tabi

lize

PM Engineers

1-NSN

Sponsor




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Give Sense : display Goals

Display rules, solutions & operating modes on the walls, wherever they can be seen and used

Give Celebration and Fun

Sta

biliz

e




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

1

Coding TestingExtractTest Plan

Workload

090316_Scrum de scrum par BF_DSFR_NSN_V090316C.ppt

WaterfallProcess

LeanProcess

Workload

CustomerWe want to reduce lead time production by 30%=> Lean Process ( 1+ 13 months)

Some implemented kai-kaku solutions :

Sta

biliz

e




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Scrum of Scrum : Share daily high level information with the three teams and the customer

CustomerWe want to reduce lead time production by 30%=> Scrum management with 5 multi localised teams (1 + 13 months)

Engineers learn writing and displaying themselves problems, not to complain about but to solve them

N°Progress SolutionProblem

Some implemented kai-kaku solutions :

Sta

biliz

e

PM Engineers

1-NSN

PM Engineers

2-NSN Supplier




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Hard to find a single usefull wall in those open spaces

Customer:

Deployment quality is collapsing

Build a check list deploiement and train teams to mandatory use it manually at each deployment (1 + 3 months)

Some implemented kaizen solutions :

Sta

biliz

e

PM Engineers

2-NSN Supplier

PM

1-NSN




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Customer:

1- Will you please stop theses spamming emails ?

2- How to be sure we get the last true version of any document of any project ?Virtual 5 S : Naming files rules + Pulled shared distant space (3 + 7 months) – 22 steps


Sta

biliz

e

PM Engineers

1-NSN

SponsorPM Engineers

3-Customer

Sponsor

PM Engineers

2-NSN Supplier

Engineers

4-Customer’s Supplier

Local Files

Local Files

Local FilesLocal Files




Develop people

See customer

See performance

Visualize problems

Analyze problems

Implement solutions

Team :

1-We ‘re over specialised, it makes us loosing time, we deeply need training to expand both individual’s and team’s skills

2-We need at least one year to train any new team member

TWI training on 10 immediate, simple and productive tasks for 6 new engineers, prepared by one of the expert (6 + 1 month)


Sta

biliz

e

PM Engineers

1-NSN

Sponsor



Agenda


Customer demand

Develop People

Streamline

Stabilize

Conclusion

Q&A


Con

clus

ion

Results

Lessons learnt

Next

Quality

• Pre production : from 13 to 1 defect per project in average

• Production: from 0.38 to 0.13 defect per project in average

Lead Time • TTM reduced by 21% in average

Supplier • Subcontractor is developing a culture of excellence

Morale

• Two key people with low morale at beginning of the project decided to stay because of the new lean management approach




Con

clus

ion

Results

Lessons learnt

Next



•Don’t stress a process with too much variabilitySo what did we learnt ?

•Get true agreement about what problem is

before doing anything else•Quality before delay

•Team and engineers first (go & see)

•Extended progressively from Project Managers to Team, Supplier, Customer, Internal suppliers, Customer’s supplier

•Work only with those who are willing to

•Experiment, try & measure, use feedback loop & start again

•Plan Do Check Act = 4 Increasing difficulty steps

•Small local specific solution is better than a big global Top-Down Terminator




What shall we improve next time ?

• Define and mesure economic performance

• Immediate Training improves quality immediatly

• Customer is asking NSN for managing variability in his demand

• Share knowledge from experiences

Sta

biliz

eResults

Lessons learnt

Next



Agenda


Customer demand

Develop People

Streamline

Stabilize

Conclusion

Q&A


Question & answers

Q&

A



VSM and Problem Solving at Nokia in 2009

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