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Copyright Institut Lean France 2011
Make problems visible and usershappy
Catherine Chabiron Lean OfficeFaurecia
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Make users happy
How ?
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The happy end user
He / she expects (progressive stages) :
1. Accuracy2. Availability (when and where)
3. Partnership
4. Advice
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Accuracy and availability
First 2 basic stages
accuracy
availability
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Is this situation under control ?
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Is this situation under control ?
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Can you positively answer the
following questions ? Do we understand the target / mission ?
Can we separate bad from good ? What are the major quality issues ?
Where are the latest customer claims ?
Are we late or on time ?
Etc
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We had a strong suspicion
that : If we could capitalize on what we know as
best practices And implement means to spot any deviation
versus those practices
We could improve accuracy and availability
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Hence the idea to implement
work standards
Any idea what
those are?
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Proposed definition
Sequence of tasks
In a given time
Based on field observation
To efficiently manage recurrent tasks and freetime for complex or extra-ordinary issues
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Why work standards ?
Share and learn from experience (best knownsequence)
To better spot problems : A problem is a deviation versus a standard
And enter a continuous improvement process
(kaizen)P
DC
A
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A problem is a deviation
versus a standard
Evolution of production unbilled deliveries
0
1000
2000
3000
4000
5000
6000
7000
26.03
01.04
12.05
03.06
16.06
23.06
07.07
13.07
21.07
27.07
12.08
18.08
21.08
27.08
02.09
08.09
18.09
28.09
02.10
14.10
Evolution of production unbilled deliveries
0
1000
2000
3000
4000
5000
6000
7000
26.03
01.04
12.05
03.06
16.06
23.06
07.07
13.07
21.07
27.07
12.08
18.08
21.08
27.08
02.09
08.09
18.09
28.09
02.10
14.10
P
DC
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Check and Adjust
We observe execution of standard :
Why did not we work at standard ? Is the work standard adequately covering the
risk ?
And we adjust : Train to standard
Improve the standardP
DC
A
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Right, but which standards ?
Plant work standards ?
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ITIL tells you what to do
but does not explainhow
ITIL standards ?
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Need to come back to work
standard definition Sequence of tasks
In a given time Based on field observation
To efficiently manage recurrent tasks and free
time for complex or extra-ordinary issues
Spot recurrent tasks
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IT recurrent tasks impacting
accuracy and availability Projects Roll-outs
Code
Operations
Changes to production environment
Monitoring and alerts Support
Helpdesks, call centers
Support chains
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So how do we start ?
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First attempt with FMEA
(critical systems)
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First attempt with FMEA
(critical systems)
Not bad but painful approach
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So we went back to Gemba !
A work standard is based on fieldobservation :
Get key IT actors on board tospot causes of an IT outagethat just occurred
Stop the line to spot causesof a defect at assembly
Observe a software rolloutObserve a product launchITPlant
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We started with projects
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We observed project wastes
Buy more than the need
Buy redundant solutions
Loose track of the initial need
Forget to involve users who will use the tool
Develop unused functionalities
Develop and go (support ? maintenance ?)
.
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And started collectingwhat we knew
Principle :
7 risk areas
5 Gate Reviews
Asking questions on the riskmitigation rather than proposing
ready-made solutions to address
them
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We added some features
Critical
questions Corrective action
plan if answer isno
Questions on risks,
rather than ready-
made solutions
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And used every single incident to
improve the standard
Add outagecommunication
system for
users (2011)
Reformulatesupport chain
(2009)Reformulate
support
(2010)
Order bar
code readers
in time
(GR2b)Wait for
architecture design
to order hardware
(GR2a)
Masterunscheduled jobs
(GR3)
Monitor physicalmove of
equipment, servers
(GR2b)
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Problems are now visible
C i ht I tit t L F 2011
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Efficient ?
75 % of projects on time (64 % in Jan 2008, est < 50 %before 2007)
100 % of projects severely off track had not followed theapproach
11 800 users rolled out on SAP in 4 years as per plan
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We also worked on support
and operations
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Confirm causes = 10 WD
Learn from IT
incidents withQRCI
Describe, measure and
protect user = 24 h
Correct, learn and share
= 60 WD
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py g
Analyse deviation vs standard
But standarditself was notclear enough
In this
example,standard not
complied with
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Create orcorrect
standardHence theLessons
Learned Sheet : Clear Before /
After
Share it
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Examples of results brought bywork standards
Global tickets backlog per user
0,100
0,120
0,140
0,160
0,180
0,200
0,220
0,240
0,260
jan10
mar
may ju
lse
pno
v
Jan11 m
armai jul
sep
nov
Data Quality PSS plants
6 8
15 15
4 2
87
0 0
54
8 8 8 8 16 20
3 3 3 33 2
0
5
10
15
20
25
30
2011-M01 2011-M02 2011-M03 2011-M04 2011-M05 2011-M06
nb of plants not
analyzed
Nb of plants with no
incidents
Nb pf plants with level
1 to 2 issues
nb of plants with level3 issues
NRFT
0,0%
10,0%
20,0%
30,0%
40,0%
50,0%
60,0%
70,0%
J 2011 F M A M J
NRFT
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Partnership and Advice
Ultimate stages of usersatisfaction
accuracy
availability
partnership
advice
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Supply chain : rollout a process
rather than a tool
2.4 plant / month vs 0.4
Plants rolled out :
- 2 days of stock
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Reduce investment decision lead
time by 60%60 days
Technical validation Budget approval
20 days
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Help collect best practices on cross
border flows
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Or on customer self billing
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Conclusion
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What we have implemented
reaction
prevention
Continuous improvement Process breakthrough
FMEA
PMS
Line QRCI
Plant QRCI
Work standardsFCP
Managementcontrol, visual
management
A3
Alert
systems
P
DC
A
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Why ?
Each of us needs to manage : Daily operations
AND
Continuous improvement
Firefighter
Manage standards
Time for complex issuesInvest in kaizen
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Traps and difficulties
Difficulties : Convince management to develop their own
standards
Traps :
Design standards away from where things
happen Never change standards