1. The road to
continuous improvement
Sandrine Olivencia
www.theleanedge.org
www.operae.fr

3. Once upon a time…
• Large bank back office lean deployment:
6 M savings first year
21 M after 3 years
High levels of satisfaction among employees
• Next logicial step: lean and IT
Find a pilot project
Find an IT lean coach

4. Story outline
Plan: the problem
Do: lean implementation
Check: results
Adjust : lessons learned

5. Plan phase: the problem

6. The context
• Team: integrated 10 person team with
a real problem
• Clients: bank’s agency network
• Value: deliver simple, yet fully
functional solutions in less than 4 months

8. The problem
# Cumulative no. Objective: 11
Production Projects delivered 9
10 deliveries in 9 months
6
2 2
0 0 1 1 1
Customer Satisfaction
5
2.3
☺
3.7
Quality
# incidents
per delivery 4
0.75

9. Learning to see:
3-day kaizen workshop

10. Voice of the client
• Give me exactly what I want
• Where I want
• When I want
• Be reliable
• Don’t make me waste my time

11. Waste hunt
7 Wastes
• Overproducing
• Waiting
• Conveyance
• Processing
• Inventory
• Motion
• Correction

12. Quality
Auto-quality

13. Variability
Men Machine
Method Material

14. Do phase: implement lean

15. The lean method
Visualize the production to reveal problems
React immediately, don’t let problems get out of control
Solve problems one by one searching for the root cause
To improve our work and managerial practices

16. The lean practise for visualizing production:
the « obeya »

17. Macro plan Weekly plan
Performance
indicators See
together
Problem
solving wall
Models
Learn Act
together together
Voice of
the client

18. Visualize production to reveal problems
react immediately,
and resolve problems one by one
to improve work and managerial practices

19. Macro plan

20. Weekly plan
Autres
Maintenance
Taches
tasks
Taches
Project
projets
tasks
Incidents
Incidents

21. Performance wall
Cost distribution
Pace of
Errors / reworks
delivery
Respect of Customer
deadlines satisfaction

22. Ex: pace of delivery

23. Ex: customer satisfaction

24. Ex: Errors and reworks

25. Ex: Cost distribution

26. Red bins
Visualize production to reveal problems
react immediately,
and resolve problems one by one
to improve work and managerial practices

27. Visualize production to reveal
problems
react immediately,
and resolve problems one by one
to improve work and managerial
practices

28. Visualise production to reveal problems
react immediately,
and resolve problems one by one
to improve work and managerial practices

29. Visualise production to reveal problems
react immediately,
and resolve problems one by one
to improve work and managerial practices
Obeya
Problem solving in teams
Templates and checklists for collecting client needs
New process for validating user requirements
Application design checklist
Project planning and estimating template
Functional test template and standard
Project follow up template
etc.

30. One problem solving example

33. Time
NOK OK

35. Check phase: the results

36. 3 day Workshop and
2 month on-site coaching
# Cumulative no. of
deliveries 11
Production 9 Objective = 10
6
2 2
0 0 1 1 1
Month
Customer Satisfaction
☺
5
3.7
2.3
Quality # incidents
per delivery
4
0.75

37. Adjust phase: lessons learned

38. Adjust phase: lessons learned
• I do what I must to protect my clients
• I make it a point to keep lead time under
control
• I aim to reduce project lead time
• And this will help me reduce my costs
• I need to see results as quickly as possible

39. All to the gemba

40. Conclusion
• Lean = > developing people (!=Taylorism = > improving
productivity)
• The hard part is finding the right problem quickly and
resolving it rigorously to find the true solution
• The sensei, at the beginning, is able to instantly point
out the good problems and sets the bar high for
learning
• Managerial challenge is the fuel to continuous
improvement

41. Thank you
www.operae.fr www.leanedge.org