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Company PresentationCompany Presentation
Technical DirectorTechnical Director
How Lean Can Change Your Organisation TodayHow Lean Can Change Your Organisation Today
Keeping Core Capabilities In-HouseKeeping Core Capabilities In-House
Suaju Ltd Suaju Ltd
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AgendaAgendaBusiness OverviewBusiness OverviewLeanLean– The Foundations of SuajuThe Foundations of Suaju– WasteWaste– Our Core ValuesOur Core Values
Business LinesBusiness Lines– Lean ManagementLean Management– Business Process Intelligence (BPI) / Business Process Management (BPM)Business Process Intelligence (BPI) / Business Process Management (BPM)– Lean SoftwareLean Software
Working ModelWorking ModelLean Implementation WalkthroughsLean Implementation Walkthroughs– Top-DownTop-Down– Bottom-UpBottom-Up– Make-WayMake-Way
The Lean JourneyThe Lean JourneyQ & AQ & A
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Business OverviewBusiness OverviewA Bristol, UK based company Founded 2009A Bristol, UK based company Founded 2009Employees recruited on a need basisEmployees recruited on a need basisFounder worked 15 yrs IT in leading companies:Founder worked 15 yrs IT in leading companies:
Assystems - Silver Atena Assystems - Silver Atena Rolls-Royce - Data Systems & SolutionsRolls-Royce - Data Systems & SolutionsBAE Systems – ATS/ReflectoneBAE Systems – ATS/ReflectoneGEC-MarconiGEC-Marconi
Business Scope:Business Scope:““Lean Management and Consulting Services, Implementing Lean Management and Consulting Services, Implementing Business Process Improvements, Software Development Business Process Improvements, Software Development Techniques and associated Hardware”Techniques and associated Hardware”
Why Suaju:Why Suaju:– A need for a Lean ApproachA need for a Lean Approach
BureaucracyBureaucracyPaper WorkPaper WorkProcessProcessUncontrolled costsUncontrolled costs
– Attended the ‘Lean Government’ Conference in WestminsterAttended the ‘Lean Government’ Conference in Westminster
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Certification / Status:Certification / Status:– ISO 9001:2008 - Quality Management System ISO 9001:2008 - Quality Management System
Certified by ACS Registrars, UKASCertified by ACS Registrars, UKAS– Information Commissioners Office (ICO) - Data Information Commissioners Office (ICO) - Data
Protection Act 1998Protection Act 1998– FEANI - Federation of Professional Engineers, FEANI - Federation of Professional Engineers,
Combing 31 European Country Engineering Combing 31 European Country Engineering Association WorkingsAssociation Workings
– Fair-Trade WorkplaceFair-Trade Workplace
Our Business LinesOur Business Lines– Lean ManagementLean Management– Business Process Intelligence / ManagementBusiness Process Intelligence / Management– Lean SoftwareLean Software
Business OverviewBusiness Overview
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LeanLean
The Foundations of SuajuThe Foundations of Suaju
WasteWaste
Our Core ValuesOur Core Values
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Lean – The Foundations of SuajuLean – The Foundations of Suaju
Lean Manufacturing or Lean ProductionLean Manufacturing or Lean ProductionUsed in the Toyota Production System Used in the Toyota Production System Resources other than adding customer value is wasteResources other than adding customer value is wastePrinciples:Principles:– Understanding Customer ValueUnderstanding Customer Value
Only what customer perceivesOnly what customer perceives– Value Stream AnalysisValue Stream Analysis
Only add steps that add valueOnly add steps that add value– FlowFlow
Dedicated production cellsDedicated production cells– PullPull
Work only on what is requiredWork only on what is required– PerfectionPerfection
Continuous ImprovementContinuous Improvement
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Lean – WasteLean – Waste
Transfer of skills/ItemsTransfer of skills/Items
Catalogue/Storage SizeCatalogue/Storage Size
Irrelevant activityIrrelevant activity
Waiting for itemsWaiting for items
Production overkillProduction overkill
To much processingTo much processing
Deficiency not conforming to requirementsDeficiency not conforming to requirements
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Lean - Our Core Values Lean - Our Core Values
– Keep Core Capabilities In-houseKeep Core Capabilities In-house– Shared Services ApproachShared Services Approach– Understand the Business CulturesUnderstand the Business Cultures– Never compromise QualityNever compromise Quality– AccountabilityAccountability
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Business LinesBusiness Lines
Lean ManagementLean Management
Business Process Intelligence (BPI) / Business Process Intelligence (BPI) / Business Process Management (BPM)Business Process Management (BPM)
Lean SoftwareLean Software
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Business Lines - Lean ManagementBusiness Lines - Lean Management
Continuous ImprovementContinuous Improvement– Long term visionLong term vision– Always work towards evolution and innovationAlways work towards evolution and innovation– See facts for oneselfSee facts for oneself
Respect for peopleRespect for people– StakeholdersStakeholders
Mutual TrustMutual TrustProblems taken seriouslyProblems taken seriously
– EmployeesEmployeesManager takes responsibility of their employees objectivesManager takes responsibility of their employees objectivesListen and work bottom-upListen and work bottom-up
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Business Lines –BPI / BPMBusiness Lines –BPI / BPM
Business Process Intelligence (BPI)Business Process Intelligence (BPI)– Process and Activities monitored RealtimeProcess and Activities monitored Realtime– Identifying bottlenecks, interruptions, external Identifying bottlenecks, interruptions, external
eventsevents
Business Process Management (BPM)Business Process Management (BPM)– Holistic Management ApproachHolistic Management Approach– Aligning organisation aspects with the Aligning organisation aspects with the
requirements of the Customerrequirements of the Customer– Design-Modelling-Execution-Monitoring-Design-Modelling-Execution-Monitoring-
OptimizationOptimization
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Business Lines – Lean SoftwareBusiness Lines – Lean Software
Apply the Lean Principles to SolutionsApply the Lean Principles to SolutionsDevelopment combines leading methodologiesDevelopment combines leading methodologies– AgileAgile– UMLUML– Waterfall Waterfall
Worldwide workforce to handWorldwide workforce to hand– FinlandFinland– UkraineUkraine– PolandPoland– IndiaIndia– ChinaChina
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Working ModelWorking Model
InceptionInception– Business needs, Understand/Clarify the problems, What value Business needs, Understand/Clarify the problems, What value
can be added, Produce Findings can be added, Produce Findings
ElaborationElaboration– Identify scope, Schedule, Resource Profile, Risks, Top layer of Identify scope, Schedule, Resource Profile, Risks, Top layer of
solutionsolution
ConstructionConstruction– Produce full solution, Verify solution meets stakeholder needsProduce full solution, Verify solution meets stakeholder needs
TransitionTransition– Deliver solution, Install, Stakeholders validate solutionDeliver solution, Install, Stakeholders validate solution
MaintainMaintain– Keep DialogueKeep Dialogue
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Lean Implementation WalkthroughsLean Implementation Walkthroughs
Top-DownTop-Down
Bottom-UpBottom-Up
Make-WayMake-Way
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Lean Implementation Walkthrough 1 Lean Implementation Walkthrough 1 Top-DownTop-Down
Scenario “flowed down organisation to project team”Scenario “flowed down organisation to project team”
Senior Management Discuss Lean VisionSenior Management Discuss Lean VisionProject Leaders are informed of the vision and a Project Leader is Project Leaders are informed of the vision and a Project Leader is selected to lead the Lean approach for a Pilotselected to lead the Lean approach for a PilotLean Project Leader is given ObjectivesLean Project Leader is given ObjectivesProject Leader Objectives are flowed down to team members where Project Leader Objectives are flowed down to team members where negotiation takes place and team members are listened tonegotiation takes place and team members are listened toThe Lean Principles are flowed down to the team membersThe Lean Principles are flowed down to the team membersLean Project Leader is given a project where the Client has agreed Lean Project Leader is given a project where the Client has agreed the Lean Implementation Approachthe Lean Implementation ApproachThe Lean Project Leader and their team members give feedback on The Lean Project Leader and their team members give feedback on a regular basis to senior management where lessons learnt are fed a regular basis to senior management where lessons learnt are fed back into the systemback into the systemRoll out pilot to other Project LeadersRoll out pilot to other Project Leaders
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Lean Implementation Walkthrough 2 Lean Implementation Walkthrough 2 Bottom-UpBottom-Up
Scenario “increase employee moral and motivation”Scenario “increase employee moral and motivation”
A meeting is set up on a regular basis with employees A meeting is set up on a regular basis with employees (no managers) to discuss how things could be done (no managers) to discuss how things could be done better within their organisation and teambetter within their organisation and teamAn idea is voted by the team and presented to their An idea is voted by the team and presented to their managermanagerThe manager discusses this with senior managersThe manager discusses this with senior managersThe idea is progressed – motivation and moral is The idea is progressed – motivation and moral is increased within the teamincreased within the team
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Lean Implementation Walkthrough 3 Lean Implementation Walkthrough 3 Make-WayMake-Way
Scenario “make way for a change in process”Scenario “make way for a change in process”
The Manager of a company is given the option to choose The Manager of a company is given the option to choose any process that requires improving and improve itany process that requires improving and improve itClear path for change with support from senior Clear path for change with support from senior managers is givenmanagers is givenForm a direct, simplest, movement of information for Form a direct, simplest, movement of information for those who produce itthose who produce itForm a direct, simplest, movement of information for Form a direct, simplest, movement of information for those that use itthose that use itResult in reduced cycle times and inventoryResult in reduced cycle times and inventory
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The Lean JourneyThe Lean Journey
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The Lean JourneyThe Lean Journey
Lean introduced into organisationLean introduced into organisation
Review organisation process structureReview organisation process structure
Changes proposed showing added valueChanges proposed showing added value
Changes implemented into organisationChanges implemented into organisation
Changes reviewed and shared with rest of Changes reviewed and shared with rest of organisationorganisation
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Q & AQ & AHow Lean Can Change Your Organisation TodayHow Lean Can Change Your Organisation Today
Keeping Core Capabilities In-HouseKeeping Core Capabilities In-House
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ContactContact
email: email: [email protected]@suaju.com
tel: +44 (0) 117 902 4532tel: +44 (0) 117 902 4532
fax: +44 (0) 207 022 1663fax: +44 (0) 207 022 1663
web: web: suaju.comsuaju.com
Suaju LtdSuaju Ltd
13/14 Orchard Street,13/14 Orchard Street,
Bristol, BS1 5EH,Bristol, BS1 5EH,
United KingdomUnited Kingdom
Company Registered in England 6884790Company Registered in England 6884790 © Suaju Ltd, UK. all rights reserved© Suaju Ltd, UK. all rights reserved