sustaining lean process improvement

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  • Sustaining lean process improvement

    December, 2016

  • Key targets of Lean implementation

    2

    Productivity increase

    Customer satisfaction improvement

    Employees satisfaction improvement

    Process improvement

    Risks avoidance and decrease

  • Sustainability challenge is to manage holding gains of processes improvement

    3

    Backsliding detrimental effect:

    Waste

    demotivates

    temporary

    harder to implementimprovements

    Backsliding detrimental effect:

    1. Waste of effort as theimprovement cannot be sustained

    2. Seeing projects backslidesdemotivates workforce

    3. Signal to the organization thatprocess improvement is atemporary thing that comes andgoes

    4. It creates improvement fatigueand culture of apathy. Which makesit harder to implementimprovements

  • 4

    Philosophy

  • Approach to gaining sustainability

    5

    LEAN awareness

    Lean sustainability review

    LEAN+BPMS synergy

    Process performance: measure impact

    and ensure sustainability

    FTE mapping: create

    transparency and set priorities

    Obligatory prerequisite of success is involvement of initiator to implementation of changes and regular communication on status

  • Development of each employee potential

    6

  • 7

    Corporate culture strengthening

  • 8

    Robin Sharma

    NOIDEAWORKSUNLESSYOU DO

    THEWORK

    Robin Sharma

  • 9

    Tool

  • RBA gradual approach to LSS introduction is aimed in engraining in yellow zone in 2013 and migration to green zone in 2014

    10

    AS ISLEAN

    SUSTAINABILITY

    AS ISLEAN

    SUSTAINABILITY

    TO BELean

    SUSTAINABILITY

    Ideas generationIdeas generation Hard team workHard team work ImprovementImprovement ResultsResults

    As a result of LSR heat map of strengths and development areas were specified Rigorous implementation of Lean practices results in Yearly productivity improvement

    Lean sustainability SCORE %

    Operations system %Management infrastructure %Mindset and Behavior %Continious improvement %

  • Aim of BPMS is to produce and maintain stable high performing processes

    BANK CustomersBPMS is a systematic approach/ methodology to build aprocess oriented organization in order to provide the rightservices with a good quality and adequate price inexpected by customer time

    Process management provides the framework to ensure that key processes are monitored andimproved from e2e perspective with establishment of process leadership, P&L ownership and processperformance

    P&L owner Process leader

    Process participants

    PeopleProcesses PerspectivePerformance

    BPMS implementation is an extremely disciplined exercise helping to reduce cost of poor quality and service

    Increase profitabilityManage Improve

  • Process review meeting: key tool of cross functional process monitoring

    12

  • BPMS indicators tracking

    13

    Data gathering1

    Indicators discussion2

    TOP management communication3

  • 14

    Output and process measures identification

    The Key Quality and Delivery

    requirements paced on yoursuppliers

    Number of applications

    Number of application:- by type- by source

    Measures that are internal to

    your process. They include Quality and Delivery Measures

    important to your internal

    customers as well as waste and cycle time measures. They are

    correlated to Output Measures

    Capacity

    Rework (%, reasons)

    Productivity Touch time

    System availability

    Output Measures are measures

    used to determine how well customers needs and

    requirements are met.

    TTY

    TTC

    Number of complaints

    Improvement initiatives

    INPUT MEASURES PROCESS MEASURES OUTPUT MEASURES

  • Advantages of Lean+BPMS

    15

    Communication

    motivation

    optimization

    feedback

    innovations

    implementation

    Bank development

    1. Communication channel for consolidationfeedback from all key stakeholders

    2. Approach for additional motivation and developmentof employees

    3. Efficient way for spreading optimization ideas andknow how

    4. Source for stakeholders feedback

    5. Unique filter for innovations, enabling to avoidduplication and contradiction between different initiatives ofthe Bank

    6. Efficient resources usage for implementationmost beneficial ideas

    7. Baseline for sustainable Bank developmentand for implementation of innovations generated by internalresource without additional investments in consulting

  • CONTACTS

    16

    natalia.belokon@aval.uatetiana.riabokon@aval.ua

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