A MEI Lean IT case study - European Lean IT Summit 2012

MEI Company Confidential

Doubling the output of the team and still freeing up resources

for the future

By Richard Mathis, MEI

22 & 23 November, 2012 Paris, France


Agenda

• MEI Introduction

• The story begins

• Lean manager

• Lean & software

• Lean & Team

• Conclusion

Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion

© 2012 MEI. All rights reserved.


MEI Inc

What We Do Leading manufacturer of payment solutions

850 employees across 10 sites, distributors in 50 countries

Global Presence

100+ currencies covered – banknotes & coins Currency Experts

600’000+ payment systems supplied 2011 globally Significant Volumes

Gaming Retail Vending Transport

Experience

No.1 in Gaming, Retail, Vending & Transport Markets Global Market Share

Over 40 years, 125’000 note acceptors into Transport TVMs




MEI locations

Querétaro

Mexico Pennsylvania

USA World HQ

Tokyo

Japan

Geneva

Switzerland

Long history

In USA, Europe

China...

Shanghai China Manufacturing Beijing

China

Reading

UK




Twice the products? 2007 2008 2010 2011




5 days Kaizen Event

• Value stream map – 65 big steps

– We couldn’t finish all the value stream

• 88 improvement actions plan

• Possible 30% lead time decrease




Planning & Team

1.2 year of development ahead




Lean manager ?

Manager

Marketing Technical supportSales

Reporting,

planning,

Communication 4.5h per day

Could I be at Gemba ?

Engineering




Root causes

• No information available online

• Lack of trust from the project requestors ?




Planning board Initial version




Planning board




Reporting 2009




Reporting 2012


Variance of the lead time on a rolling annual basis Studies per type & per product type

Rolling annual yearly average lead time



Lean Manager today?

• 5h per week spent on reporting, planning & communication

• Once we agree on a date, 99% of the people stop requesting status reports




How to deal with transparency?

• Transparency is scary

• Transparency builds trust




Data management 2008

• Over 1 TeraByte of data,

• Tens of thousands files

• Different for each product type

• Risk of data loss

Immediate action

Continuous improvement





• Clear separation between the releases and the studies files

• Standardization of the file naming

• Standardization of the directories





• Some improvements must be done even though some people are reluctant

Version control System

After 4 iterations




Release process 2011




Release process 2012




Software obsolescence 2011

70 different types

of software tools

Why ?




Software obsolescence




Lean & Tools

Our new tools became a burden

We increased the number of applications

to handle

We improved the process by creating

the right applications to the right place




Lean & Tools

• Automatic non regression tests

• New release : From 3 weeks to 1 day

• 1 day for a new person ready to develop




Team

What is the impact on the team ?

How the team reacted?

How did they deal with so many

improvements?




Method

• Focus on little but visible improvements

• Relocation of the laboratory

• 5S




Security & ergonomics

Version 1

Version 2




Lean & Team

2008 Lean ?

Well…

2012 Lean ?

Can we do this

or this or this… ?




Lean & Team

Negative No opinion Positive




Team today 2009

2012




Feeling

• Teammates seem happier – They work on more interesting things (more value

added)

• Lots of ideas arise – Prioritization of the ideas became mandatory: too

many




Improvement results

• 42% Lead time reduction in 2009

• 30% Productivity increase in 2010

• 75% Lead time Variance reduction in 2011

• 97% reduction of the release process in 2012




Doubling the output




More Lean IT presentations and videos on www.lean-it-summit.com

22 & 23 November, 2012 Paris, France

A MEI Lean IT case study - European Lean IT Summit 2012

Technology

Transcript of A MEI Lean IT case study - European Lean IT Summit 2012