Pulling the flow in IT, what to expect? by Emmanuel Richard, BNP Paribas at the Lean IT Summit 2014
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The document outlines the process of improving IT workflows to enhance customer satisfaction by reducing lead times and improving quality through visual management and problem-solving techniques. It details the shift from a pushed workflow to a pulled flow, incorporating team support strategies like 'andon' for immediate problem resolution. The implementation of structured training and workflow standards resulted in significant performance improvements and increased competence among team members.
Pulling the flow in IT, what to expect? by Emmanuel Richard, BNP Paribas at the Lean IT Summit 2014
- 1. Pulling the flow in an IT environment. What to expect ? 1
- 2. Where do we start from ? Our clients are unhappy 2 We are delivering programs that enable servers to exchange files automatically
- 3. 3 The Quality is not satisfying the Lead Time is unbearably long
- 4. OK, we have to see this 4
- 5. Gemba 5 Request Qualification Assignment Assignment Coding TT = 1’ TT = 8’ TT = 1’ TT = 20’ LT = 23 Days Wait Wait Wait Wait TT = Touch Time LT = Lead Time Efficiency= 30’ / 23d = 0.2%
- 6. What do we want to do about it ? 6
- 7. 7 We want to restore customer satisfaction by delivering within 1 day a fully functional program
- 8. Performance achieved within 2 months 8
- 9. Fine, but is that an improvement ? We humbly don’t know The quality is measured 9
- 10. The Lead Time is divided by 20 10
- 11. The Stock of requests is eliminated 11
- 12. And Customer Satisfaction climbs above our target 12
- 13. 13 How do we go about it ?
- 14. Cell Andon Red bins Pull flow Problem solving 14 Roadmap
- 15. 15 First we have to build the cell
- 16. Cell Andon Red bins Pull flow Problem solving 16 Roadmap
- 17. We decide to move from this … 17 Request Customer Qualificaon Assignment Coding Distant co workers
- 18. … to this ! 18 1 Team Leader 1 qualifier 2 coders Creaon Customer Qualificaon & Coding Colocated co workers
- 19. 19 First Month Workshop Sounds easy, right ? Well … Co workers switched Vacation No network No Desk No laptop Process changed Borrowed laptop does not function Accident Workflow not installed
- 20. 20 First Month And meanwhile, obviously … Workshop
- 21. 21 But finally… We are getting there !
- 22. 22 And it immediately pays off …
- 23. 23 Request Clients Qualification Assignment Assignment Coding Wait Wait Wait Wait … by simply removing the wait due to the disconnection of the qualification and coding processes
- 24. 24 But ultimately, is everything ok ?
- 25. The situation is still very confusing We still have no clue of today’s requests, the work in progress, stock, lead time, quality of coding and productivity. So first of all, we need to : 1 – make the activities visible 2 – drive the activities 25
- 26. 26 1 – Make the team activities visible
- 27. Benefits We immediately know what is going on – Today’s workload – Coming days workload as long as there is stock to deal with – Client incomplete requests awaiting further information We can make informed decisions – Not much to do today, I can take requests out of the stock – Too much to do today, I know I have to ask for help 27
- 28. 28 2 – Drive the team activities Quality Lead Times Stock Indicators are updated every day at 5pm Customer satisfaction Problem solving
- 29. Benefits We have an impact on Lead Time –show in real time if the team succeeds in fulfilling today’s requests –quickly identify why and what problems to solve We have an impact on Quality –identify the causes of bad quality 29
- 30. 30 Now our activities are manageable, let’s activate the cell
- 31. Cell Andon Red bins Pull flow Problem solving 31 Roadmap
- 32. 32 Stock Qualification Assignment Request fullfilled Coding Stock Stock Request Client Previously, we had a pushed flow …
- 33. 33 Requests Client Qualification Co localized cell Coding … now we are setting up a pulled flow Rule #1 : address today the requests arrived yesterday Rule #2 : do not qualify (and send to code) throughout the day, 10:30 am is the limit Rule #3 : only code requests from the stock if today’s requests are fully addressed
- 34. 34 That’s how it materialized Equipe de Production Team Leader Création Client Tableau de production de la journée Processus : Date : Prévu Réalisé Commentaire 8h-10h 10h-12h 13h-15h 15h-17h TOTAL Tableau de Production x40 / jour Rythme : 10 pièces toutes les 2 heures 1 par 1 1 par 1 1 par 1 Production de la journée Demande du jour Client Donnez-moi 30 pièces tous les jours. Simples Complexes x12 / jour Stock 10.00 12.00 15.00 17.00 10.00 12.00 15.00 17.00 C C C S C C S C C C x30 / jour Ce qu’il faut produire aujourd’hui (40 slots) S S S S S S S S C C Today’s request X 30 / day Creation Simple Today’s production board X 40 / day Takt is 7 hours / 40 = 10 mn Production team What must be produced today (40 slots) by 1 Today’s production Give me 40 pcs every day Complex 1 by 1 by 1 x 10 / day
- 35. 35 All we need to do now is to allow the flow to, well … flow
- 36. Cell Andon Red bins Pull flow Problem solving 36 Roadmap
- 37. Production is still difficult 37 Pulling the flow without any further action yields no result at all. Our main concern is that the team complains about impossible goals and get demotivated quickly. We need to help the team produce : 1 – Andon : stop at first difficulty, and call for help 2 – Set up a Problem Solving Flow by using red bins
- 38. 1 – Andon, where did we use it ? 38 Production team Team Leader Creation Customer Today’s production board Processus : Date : Prévu Réalisé Commentaire 8h-10h 10h-12h 13h-15h 15h-17h TOTAL Tableau de Production x40 / day Rhythm : 10 parts every 2 hours 1 by 1 1 by 1 1 by 1 Today’s production Red bins Red bins Red bins Red bins Requests of the day Customer ? I don’t know how to do that - Training at the workstation - Standards - Dojo for practicing J’ai un problème technique Daily meeting : Today’s goal What strategy to achieve it ? Give me 30 parts every days. Simples Complexes x12 / day ? Stock 10.00 12.00 15.00 17.00 10.00 12.00 15.00 17.00 C C C S C C S C C C x30 / day What to produce today (40 slots) S S S S S S S S C C I have a technical problem
- 39. 39 1 – Andon, what did we use it for ? For different reasons, an operator may be unable to code requests. “ I cannot do it ” Security device forbid access to the server The requests asks for transfers circulating information to or from non secured environments Server names are unknown or non existent, I need to find that information … “ I don’t know how to do it ” This particular transfer requires a specific configuration, which I am not familiar with This is a mainframe environment, I have no training on it … “ I don’t understand what is required ” This request has too many inconsistencies, I cannot figure out what is required This requests asks for the modification of a transfer that does not exist, what do I do ? …
- 40. 40 Andon – Asking the Team Leader for help - Stop the production when something goes wrong - Solve problems immediately - Train at the workstation : the expert helps and shows - Fill the red bins for up-to-the-root-cause problem solving 1 – Andon, how did we use it ? ? C
- 41. 41 The team is being helped –No one fights to resolve a problem on his own Co workers gain competence –They train at the workstation –They write working standards Benefits
- 42. 42 Since we decided to solve problems immediately, productivity increases At project start At the end 4 12 x3
- 43. 43 Production team Team Leader Creation Customer Today’s production board Processus : Date : Prévu Réalisé Commentaire 8h-10h 10h-12h 13h-15h 15h-17h TOTAL Tableau de Production x40 / day Rhythm : 10 parts every 2 hours 1 by 1 1 by 1 1 by 1 Today’s production Red bins Red bins Red bins Red bins Requests of the day Customer ? I don’t know how to do that - Training at the workstation - Standards - Dojo for practicing J’ai un problème technique Daily meeting : Today’s goal What strategy to achieve it ? Give me 30 parts every days. Simples Complexes x12 / day ? Stock 10.00 12.00 15.00 17.00 10.00 12.00 15.00 17.00 C C C S C C S C C C x30 / day What to produce today (40 slots) S S S S S S S S C C 2 - Set up a Problems Solving Flow
- 44. Benefits Red bins unveil problems where and when they arise –This focuses the Team Leader’s energy on real problems –Solving them makes production smoother “ Oobeya + Kaizen = Deep Thinkers ” –Solving problems where they are in order to produce builds up competence (Within 2 months, our “rookie” was able to answer other experts’ questions about technical issues, and judged the way we were using the file transfer technology within our IT) 44
- 45. 45 That provides us with generous amounts of problems we can solve
- 46. Cell Andon Red bins Pull flow Problem solving 46 Roadmap
- 47. 47 Example: protect the coding phase Initial situation •60% of the incoming request forms are incomplete and require correction and rework -Forms are complicated and uneasy to fill in -Customers don’t know how to go about it •The cell has to stall the request, because they cannot understand it Actions •Write a working standard to help the requester to correctly formulate his request •TWI training for 10 requesters at their workstation Results •The application of the standard increases the compliance of the request forms Compliance of the request form 87% 40%
- 48. 48 More examples
- 49. 49 In conclusion
- 50. Pulling the flow in IT, what to expect ? Your team will develop ground breaking performance The system will fight back People you involve will renew their interest in the lean journey 50
- 51. Thank you for your attention Any questions ? 51