Making knowledge work visible by Angela Crone, Bombardier at the Lean IT Summit 2014

PRIVATE AND CONFIDENTIAL
© Bombardier Inc. or its subsidiaries. All rights reserved.
Making Knowledge Work Visible
Event: Lean IT Summit, Paris
Presenter: Angela Crone
Date: October 2014

Introduction - Angela Crone
Employed by Bombardier for just over 27 years
26 years in IT in Application support
Working to support Manufacturing, Assembly and Supply Chain systems.
(During this time implemented various Lean tools)
1 year as Change Leader in Transformation
Further working on Lean tools within the wider business environment
Bombardier
Over 76,000 employees in two main areas – Aerospace and Transportation
Belfast IT supports Bombardier Aerospace in Belfast and Morocco and has approx 160 employees
2

Belfast IT
3
Approx 75 people responsible for Applications Support for Belfast & Morocco Sites
Mix of legacy and COS systems
Operations Support
Software enhancements
Development/ Deployment
Projects
Centres of Competence
KANBAN
OOBEYA

Achieving Excellence
2010 – AES was coming
What does it mean for IT?
How do we support a Lean company without understanding Lean?
4

Lean Summit
Started by attending the Lean UK summit
4 personnel who had demonstrated interest in the area
5

2 Day Lean workshop
Held 2-day workshop locally – open invitation to share and disseminate knowledge and ideas
Identified an opportunity to experiment with Kanban and value stream mapping for our software enhancements
Experimental approach to gain buy-in
Learning through practice
6

Value Stream mapping
7
This 30 task (analysis, dev and testing) took approx 250 working days to deliver.
After further analysis it turned out this was a good example

Value Stream Map – Before and After
8
Rejected Rejected
NEW
Evaluation
BPM
Delegation
BP
NEW
Requirements
Analysis
BP/AS
Estimate
AS/TS
Estimate
Review
BP
Approval
BPO
PAB Prep
BP
PAB
BPM
In Approv al In Approv al In Approv al In Approv al Pipeline Released
Prioritise
ASM
Functional
Spec
AS
In Approv al
WIP
AS
User Test &
Sign off
Customer
With User
BPO Sign off
Customer
With User
CAB
AS
At CAB
AS Migration
AS
TS Migration
TS
CAB Review
AS
Evaluation
BP
In Approv al
Customer
Requirement
Capture
USD
Requirement
Capture
AS
Requirement
Capture
BP
Service
Control
AS/BP
Demand
Managemen
Deferred
Stabilisation
AS
IT Demand Value Stream Map - Current State
14/12/2010
24 days
3 days
17 days
3 days
5 days
0.5 days
8 days
5 mins
85 days 44 days 150 days
25 days
1 day
4 hrs
1 day
1 hr
31 requests
94 requests
32 requests 6 requests 0 requests 0 requests
25 requests
Av erage 6 per
month completed
Development Cell
Rejected
New
Initial
Evaluation
BP
Delegation
BPM
In Approv al
Requirements
Analysis
BP/AS/TS/
Customer/BP
Stabilisation &
CAB Review
AS
Service
Control
AS/BP
Demand
Management
IT Demand Value Stream Map - Future State
15/12/2010
Detailed
Functional Spec
AS/TS
F I F O
Code
AS
CAB
AS
Migration Cell
AS Migration
AS
TS Migration
TS
Test
AS
User
Test
Cust
BPO
Sign off
BPO
Check & Act
AS/BP/TS/
Cust
Customer
Requirement
Capture
USD
Requirement
Capture
AS
Requirement
Capture
BP
Review order process along
with other
services/products/value
streams
Cross functional
Team defined the
problem and
solution using the
PSS approach
Work is only pulled
from Buffer 1
(started) when a
space in buffer 2
becomes available
Request Completed initial
evaluation
Buffer to Level workload down
stream. The size is regulated by
time. Anything older than a
certain age (eg 6months) will go
back for reevaluation to ensure
requirement is still legitimate
1
Requirements
Analysis
complete
Buffer stock 2 is
controlled by a
limited number of
demands (eg 5)
2
Work is only pulled
from Buffer 2
(started) when a
space in buffer 3
becomes available
Functional Spec
complete
Buffer stock 3 is
controlled by a
limited number of
demands (eg 5)
3
Development cell
work is pulled in from the
pipeline in defined order
when capacity is available.
Everyone should be lined up
for the work before it begins.
Once started it shouldn't stop
until completed
Work is only pulled
from Buffer 3(started)
when a space in
pipeline becomes
available
Need to define a
prioritisation system
The Pipeline is a
prioritised list of tasks
with a controlled size
e.g. 5 demands max
Migration cell
Migration is aligned between
all parties
Check/Act
the last two steps of the PDCA are
introduced to ensure the value has
been realised
Visual control of the cells
needs to be determined
Highlights
1. Work is pulled from the AS capacity. Preventing a build up of work in
pipeline.
2. More emphasis on up front cross functional prep to ensure requirements
and solution are correct.
3. PPS is used to help the customer define the problem.
4. No coding is started until everything is in place, inculding the customer.
5. Check & Act introduced to ensure the expected value has bee realised.
New metrics need to be
defined to suppirt the
process
First-In-First-Out
Sequence Flow
F I F O
Buf f er or
Saf ety Stock
Manual Inf o Flow
Electronic Inf o Flow Phy sical Pull Kaizen Lightening Burst
Finished Goods
to Customer
Value Stream Mapping Icons
Process Inv entory Box
PUSH Arrow
XYZ
Corp.
Outside Sources

Time to give it a go!
We needed to create a risk free environment
So we used an experimental approach
You cannot fail, all you can do is learn
9

Kanban
10

Kanban
We started small
Then we grew

Kanban progression
New Board format – day 1
6 Months
12 Months

But did it work?
13
20332 Cater for Unvalued Parts In Spares In-Transit File
20371 Extend size of INPMED drawing revision
20706 Customs Compliance
20910 New Non Product PO Prefix
20978 Agent Code Field in POMAIN
21008 CWF - Ply Bin Locations onto Maxim & iFactory
21228 Schedule Archive Data for BASIS
Working Time
Queuing Time
In progress before
Kanban Pilot
Requested after start
of Kanban Pilot
25% reduction in cycle time
(On average)

How did we do it?
Identified wastes
Kept interruptions log
Clarified roles
Ownership
Accountability
14

What went well?
Real visibility – Progress and backlog
Teamwork
Engagement
“The best thing we ever did”
15

What didn’t go so well?
Mindset of middle managers
Adapting to change
One size does not fit all!
Don’t assume everyone has the same view of the problem
Behaviours take time to change
16

Oobeya
17

What do I mean by Oobeya?
18

What do I mean by Oobeya?
19
Vision
Deliverables
Near term Plan
Issues
Long term plan
It’s about putting all of the key information in the same place

When have we used it?
Deployment of a COS Product
Programme management internal IT development projects
Departmental strategy management
20

How does it work?
Meetings last 20-30 mins only
All key personnel are in attendance
Each member is expected to report out 2-3mins
21

Why do we like it?
People are overly optimistic
Reduces the number and length of meetings
Better decision making
Improved motivation
22

What didn’t work so well?
Behaviours, Behaviours, Behaviours
A commitment made is a commitment kept
Team members waiting for the weekly meeting before updating the board
People putting actions or issues on other people
Some people don’t like sticking to the script!
23

Q&A
?
24

Making knowledge work visible by Angela Crone, Bombardier at the Lean IT Summit 2014

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie Making knowledge work visible by Angela Crone, Bombardier at the Lean IT Summit 2014

Ähnlich wie Making knowledge work visible by Angela Crone, Bombardier at the Lean IT Summit 2014 (20)

Mehr von Institut Lean France

Mehr von Institut Lean France (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Making knowledge work visible by Angela Crone, Bombardier at the Lean IT Summit 2014