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  1. 1. LEAN and N2S February 18, 2014
  2. 2. © 2014 Rovi Corporation. Company confidential.2 Agenda • Understand how Lean Principles support organization design • See how customers can play a big role in organization design (and affect our results) • Understand how to use Lean process change for short-term gains while building an organization structure capability for long-term results • Key Process Indicators • Lessons Learned • Q & A (Reflection)
  3. 3. © 2014 Rovi Corporation. Company confidential.3 Lean Guiding Principles PERFECTION PULL FLOW VALUE STREAM VALUE
  4. 4. © 2014 Rovi Corporation. Company confidential.4 Lean Principles • Identify Value – when a product or service has been perceived or appraised to fulfill a need or desire—as defined by the customer—the product or service may be said to have value or worth. • Map Value stream – All the activities (both value- added and non-value added) required within an organization to deliver a specific service. • Create Flow – the progressive achievement of tasks and/or information as it proceeds along the value stream • Establish Pull – principle that no one upstream function or department should produce a service until the customer downstream asks for it • Seek Perfection – a never ending pursuit of the complete elimination of non-value adding waste
  5. 5. © 2014 Rovi Corporation. Company confidential.5 Lean Methods Lean & N2S Improve Speed Achieve Breakthrough Dashboard Results Lower Costs Culture Change Sustain Performance Higher Quality Methods Results
  6. 6. © 2014 Rovi Corporation. Company confidential.6 Matching Process Improvement to Need Change Management Plan, Do, Check, Act (PDCA) Lean & N2S Design for Lean Small Gains or Clear Solution Launch New Product, Service, or Process Large Gains Medium Gains
  7. 7. © 2014 Rovi Corporation. Company confidential.7 Value Stream Mapping and Analysis
  8. 8. © 2014 Rovi Corporation. Company confidential.8 Value Stream Process Steps 1. Prepare 2. Gather Data & Develop Current State 3. Develop Future State & Action Plan 4. Execute to Plan 5. Align
  9. 9. © 2014 Rovi Corporation. Company confidential.9 Value Stream Process Tips for Success • Capture as we go: – Issues – Acronyms / terminology – Parking Lot issues – Action items • Establish a time each day for Leadership to visit the workshop – Status update – Ask questions – Barrier busting • Capture at the end of each day: – Lessons Learned – Agenda for next day • Champion summarization for Leadership at end of each day (email): – Team accomplishments for the day – Agenda for next day
  10. 10. © 2014 Rovi Corporation. Company confidential.10 Analyzing the Value Stream Planning to optimize results of eliminating waste + + = Lean Basics As Is VSM or current state To Be VSM or future state Increases Value Reduces Waste RespectsPeople
  11. 11. © 2014 Rovi Corporation. Company confidential.11 Lean : Our journey has just begun HumanResources Operations Sales&Marketing Legal Finance ProductManagement DataSolutions IP&Licensing Operations&Services Engineering CorporateStrategy Hire to Retire Lead to CashValue Flows Departments • Every journey begins with a small step • Started with Hire to Onboard Value stream as a pilot initiative • Learn & be successful with one process and move to other value flows.
  12. 12. © 2014 Rovi Corporation. Company confidential.12 A common taxonomy was used to analyze capabilities that deliver value to the enterprise Customer and Shareholder Value • The value flow model: 1. Determines desired performance of a 'flow' (executive) 2. Assigns accountability for the deliverables that feed the flow (line managers) 3. Establishes control so we can deliver well and scale (execution team) • The initial goal is to map the flows and look for pain points in the areas directly impacting value creation
  13. 13. © 2014 Rovi Corporation. Company confidential.13 Lean Strategy 2013 - 2014 Awareness Adoption Sustain Value Flow using Lean 2013 2014 2015 Q4 Q1 Q2 Q3 Q4 Q1 Q2 & beyond Idea to Market Market to Lead Lead to Cash Issue to Resolution Support the Business Planning to Execution Contract Lifecycle Mgmt. define KPI Legal Spend define KPI (On-Hold) Integrated Flow Hiring & On Boarding H2R Rationalize Appraisal System PMS H2R not started Learning Management System LMS H2R not started Advertising Workflow Lean Pilot SFDC to JIRA Integration not started Legal Entity Management Hire to On-boarding Lean Pilot B2B Marketing Automation not started
  14. 14. © 2014 Rovi Corporation. Company confidential.14 Lean Pilot
  15. 15. © 2014 Rovi Corporation. Company confidential.15 H2R Process
  16. 16. © 2014 Rovi Corporation. Company confidential.16 H2R – Pain Points
  17. 17. © 2014 Rovi Corporation. Company confidential.17 KPIs for H2O KPI/Process Measure Baseline Target Actual Readiness to Start % Up % of new hires with 100% score Gather it Did you have everything to be effective? Y/N (Y=100%) If N, -> why? Which area? - Tools - Access - Workspace/desk - Building access 100% TBD *based on 30 day focus group) Hiring Need to Stakeholder Informed (Time) # of days START TIME: Hiring manager has a Need END TIME: Stakeholders (HR, Helpdesk, Facilities) has 100% of info requested Clear ask from hiring manager – perhaps separate templates for different job type templates (sales, engg, it, admin etc) . If the time is a range, then do a Min, Max, Average and a standard deviation Hiring Manager Need to New Hire (iTme) # of days Get the baseline TBD TBD New Hire Tickets in first 30 days # over time Bar graph Get the baselineq TBD TBD
  18. 18. © 2014 Rovi Corporation. Company confidential.18 KPIs for Advertising demand generation to fulfillment Measure Baseline Target Actual Quality Ticketing System Survey - Number of issues (volume) - Frequency/severity - Categorization (process/product) - Time to resolution - Stakeholders - Customers - TBD - TBD Time Sales Cycle Yield/Utilization - Total time from proposal to reporting/billing - Number of client meetings - Reactive vs. proactive work (address the current admin overhead) - Number of meetings with Research/Marketing - Available inventory unsold - Number of active units per campaign - Number of new proposals generated - TBD - TBD Revenue Share of Wallet Campaign Performance - Increase of units per campaign - Average spend per campaign - Increase spend threshold per campaign - $/Number of credits issued - $/Number of make goods - Number of campaign performance at 100% delivery - Number of revised invoices - TBD - TBD
  19. 19. © 2014 Rovi Corporation. Company confidential.19 Lean Lessons Learned • “Getting Lean” takes a long time • Lean is not a part-time effort • Lean is more than tools, it is also a behavior • The journey to Lean never ends • Challenges to lean practice – a. Maintaining high levels of excitement – b. Bridging a potential tension between the objectives of workers and management Lean practices attempt to align the interests of workers and the company by allowing workers some discretion over how their work is done, while respecting the company’s need to be efficient and competitive.
  20. 20. © 2014 Rovi Corporation. Company confidential.20 Lean Reflections - Q & A IT has focused on dramatically improving process and eliminating the waste