Lean (Or Organisation Performance Improvement)Richard Kershaw

© 2006 Capgemini - All rights reserved

Our Approach to Lean, 2008

2

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

1

2

3

4

5

6

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

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Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group Copyright © 2012 Capgemini. All rights reserved.

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Richard.kershaw@capgemini.com

Richard KershawVice PresidentEducation ServicesCapgemini Consulting