Déployer le Lean lors d’un rachat d’entreprise

Paris, 7th December 2010 A.C.E. A ction for C ontinuous E nhancement

Agenda ,[object Object],[object Object],[object Object],[object Object]

Company Overview Firenze ,[object Object],[object Object],[object Object],[object Object]

Findomestic Gruppo Production Breakdown 2009

Amounts Financed by Findomestic Gruppo in billions of Euro

The Priorities of the Business Plan ,[object Object],[object Object],[object Object],Recovery and increase market share Reach the excellence in operational Enhancement & risk management Develop all possible synergies with BNL Be bridges to the post-crisis 100 M€ of synergies in 2012

The kick off phase: Clear Factors of success and results ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Results:

How can ACE support the Strategic Plan? Defining a new 3-year Strategy Organizational development and managerial environments Discontinuity of management and business models as a result of an acquisition Strategic Plan Economic Ambition (Synergies) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

How can ACE support the Strategic Plan? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ACE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

ACE Today– Organisation BNP-Paribas PF Coach Coach planned 72% of BNPP-PF world in FTE São Paulo Brasil Paris France Madrid Spain Florence Italy Munich Germany

ACE Goal ,[object Object],[object Object],[object Object],through projects aligned with business strategy to achieve Operational Excellence Steps which do not add value Impact of not doing right 1st time

Fundamental Principles of ACE Strategy ,[object Object],[object Object],[object Object],[object Object],by Drastically reduce lead-time in the flow of Financial services

Operational Efficiency Simultaneously ! Improve Service Quality Reduce Response Times Reduce Operational Risk Better Faster Safer Cheaper Reduce Processing Costs Operating expenses Price Margin

Operational Excellence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Acceptance Speed Variation Reduction

Individual and System Efficiency Efficiency is not coming from individual performance but from coordination of the team members

THE ACE PROGRAM IN FINDOMESTIC

The BNP Paribas ACE Coach Role: BNP Paribas ACE coach for Italy (Findomestic Banca) Certification: LSS Master Black Belt ,[object Object],[object Object],[object Object],[object Object],Giuseppe Matarazzo

Lean Six Sigma Coach 10% Reports & Program Management 30% Training Project Leader 3 years assignment on projects A new mind set, better thinkers, a step in the career 60% Coaching 90% Projects 5% Training 5% Reports Roles of the Coach

Findomestic Project Roadmap Preparation (4 wks) Kaizen (3 Days) Implementation (8wks) Kick Off Project Charter Validation Action Plan Validation ACE Project Review with Sponsor Project Closure & Financial validation Timeline Sponsor Project Closure Project Initation Project Validation

Key Project phases Preparation ,[object Object],[object Object],[object Object],Implementation ,[object Object],[object Object],[object Object],[object Object],KAIZEN Event ,[object Object],[object Object],[object Object],[object Object],Continuous Improvement ,[object Object],[object Object],[object Object]

Involvement in the Process is Critical Project Leader Involvement Preparation Kaizen Implementation Continuous Improvement 100% The Project Leader establish improvements and permanent controls – The Functional Leaders own the process after project completion and they are responsable for the continuous improvement 0% 50% Process Owners / Functional Leaders

Roles & Responsabilities of the project team ,[object Object],[object Object],[object Object],[object Object],Sponsor ,[object Object],[object Object],[object Object],Coach ,[object Object],[object Object],[object Object],[object Object],[object Object],Project Leader ,[object Object],[object Object],[object Object],[object Object],Project Team

ACE Deployment Status in Findomestic Centro Studi di Zona 49 risorse P.L. C. Valentini - 4 progetti (3 team studio + 1 FOV) Milano Firenze Roma ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Catania Napoli Sede 33 risorse P.L. F. Grimaldi, A. Volpintesta, C. Cinelli Ctx legale, Gest. Frodi, Contab. Fornitori Centro Studi di Zona 60 risorse P.L. S. D’Ascenzo - 4 progetti (3 team studio + 1 FOV) Centro Studi di Zona 58 risorse P.L. S. Pennetta - 5 progetti (4 team studio + 1 FOV) Centro Studi di Zona 43 risorse P.L. R. Giordano - 3 progetti (2 team studio + 1 FOV)

2011 Targets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Project Selection & Chartering

The “Hoshin Plan” at Findomestic ,[object Object]

The Hoshin Plan Process ,[object Object],[object Object],[object Object],[object Object],[object Object],Review Meetings

A good Hoshin Plan Process Brings…… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Project Selection Voice of Business (VOB) Strategy, Priorities Impact on P&L etc . Customer claims Satisfaction surveys , etc. Employees Regulators Audits, etc. Voice of Customer (VOC) Voice of Process (VOP) Potential project list ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Project Charter Template Business Case Problem Statement Project Background Project Execution ,[object Object],[object Object],Explains the context and the reasons why the project is important: Why is it important to do now ? What are the consequences of not doing ? How does this fit within the business or process priorities ? ,[object Object],[object Object],Description of something which is not working, or an improvement opportunity From the customer perspective, or from the process’ point of view, what is the problem ? Size and impact of the problem ? Use specific business metrics Objectives ,[object Object],[object Object],What would you like to do ? How much and what type of benefit will you see ? (revenue, productivity, quality…) ,[object Object],[object Object],[object Object],[object Object],Timeframe Define Visualise / Solve Monitor Start dd/mm End dd/mm Workshop current status: jj/mm … Workshop improvement op: jj/mm … ,[object Object],[object Object],[object Object],[object Object],[object Object],Process: What are the boundaries ? (Starting point / end point) Segments: Geographical area, products, customers Out of scope: What is not included ? Financial Impact estimation : X€ Actual Target Ex. : Lead Time Ex. : Errors rate Ex. : Volume processed by day

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What’s Needed Initially on a Project Charter?

Good Project Start Likelihood of Success

ACE Operational Excellence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Mission : “L'ufficio Frodi e Chargeback assicura la realizzazione di un idoneo sistema di gestione delle frodi e degli atti pregiudizievoli dannosi per l’Azienda…” Contesto : L’ufficio G. Frodi e Cha. (composto da 11,26 FTE operativi più il responsabile) vede ad oggi la presenza di uno stock di prt in attesa di valutazione di circa il 22% del totale (lista DFRO U) e circa il 62% di prt in corso di lavorazione con un tempo di gestione che varia da 1 a 86 gg; 23 gg medi per la chiusura della prt contro un tempo di circa 9 giorni (nel campione analizzato) impiegati dal cliente per fornire i documenti necessari alla valutazione. Gest. Frodi legale ha gestito (1° sem. ‘10) 554 lettere ricevute dai clienti di cui il 29% erano lettere successive alla prima. Lo 0,21% del tot. transato cta (327000€ nel primo sem. 2010) e lo 0,15% del tot. finanziato cta (464000€ nel primo sem. 2010). Le carte oggetto di truffa ad oggi (primo sem. ‘10) sono 821. Piano industriale : è previsto l’incremento di circa 115000 carte BNL nel triennio 2010 – 2012. A pieno regime il singolo FTE dovrà essere in grado di gestire un aumento del 8,7% dell’attuale carico di lavoro (dato stimato sulla base del rapporto monte carte Findomestic / carte Findomestic oggetto di truffa) derivante dalla sinergia con BNL. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Kick-off Kaizen Bilancio IN: Frodi, Chargeback Out: Informative giudiziarie Territorio coinvolto: Italia 29/06/2010 14 – 16/9/2010 18/11/2010 Frodi e chargeback ,[object Object],[object Object],[object Object],Lettere e reclami (1° sem. ‘10) ,[object Object],Impatto finanziario: vedi S.D.G. Stock valutabili Posta - banca In corso di lavorazione Attuale Target Stock del 31/08/2010 173 prt di cui valutabili 38 0 (tranne attesa esiti posta, banca, Cha.) Passaggio a perdita in % sul monte truffe ( gen – giu ‘10) 35% Mant. Performance % reclami e % 2° lettere sul totale esitato da G. Frodi legale 40% - 29% - 20% sul tot. Lead time (campione 50 prt; med) 23gg 14gg Capacità G. Frodi + CHA ( I° sem. ‘10 ) 17,25 prt/gg + 25% sul tot. Chargeback 1° quadrim. ‘10 V 71% - P 29% Mant. performance

Victory belongs to the most persevering Napoleon

Questions? For any further clarification, please send an email to: Giuseppe Matarazzo [email_address]

Déployer le Lean lors d’un rachat d’entreprise

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