Our approach to kaizen, lean it summit, prochazka, chmelar

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Transcript of Our approach to kaizen, lean it summit, prochazka, chmelar

  • 1.Copyright Institut Lean France 2011Our Approach to Kaizen Lean@TietoJaroslav ProchazkaMartin Chmelar Tieto

2. Copyright Institut Lean France 2011 Net sales approximately EURTieto 18 000 IT professionals in close to 30 countries Customers on all continents 1.8 billion Listed in NASDAQ OMX Helsinkitoday One of the leading IT service companies in Northern Europe and global leader in selected segments and Stockholm Founded in 1968Our Approach to Kaizen Prochazka, Chmelar 2 3. Copyright Institut Lean France 2011Who we are Delivery Mentor Network Core of the network 8 Agile and Lean coaches 11 years in IT (developers, architects, PMs) Have been supporting transformations in different industriesin last 5 years in Tieto Representing Tieto at international IT conferencesOur Approach to Kaizen Prochazka, Chmelar 3 4. Copyright Institut Lean France 2011 Why Lean@Tieto? Customer satisfaction Financial results Tieto 2010 Annual ReportOur Approach to Kaizen Prochazka, Chmelar 4 5. Copyright Institut Lean France 2011 Customers demand moreWe want to have better visibilityof our orders We want you to help us to solve We expect you to help usour challenges to run our business(to have partnership)Our Approach to Kaizen Prochazka, Chmelar 5 6. Copyright Institut Lean France 2011 Tieto employees want tocontribute moreI want to work in such anI wanted to propose environment where I feelmultiple improvements to my work brings value toour customer but I didnt the customerknow how but do notknow how Our Approach to Kaizen Prochazka, Chmelar6 7. Copyright Institut Lean France 2011 Lean Transformation Lean@Tieto Short term thinking Long term thinking Solving symptomsSolving root causes FirefightingBalanced workloadGive a man a fish; you have fed him for today.Teach a man to fish; and you have fed him for a lifetime [Chinese proverb] Our Approach to Kaizen Prochazka, Chmelar7 8. Copyright Institut Lean France 2011Lean@Tieto StrategyOur Approach to Kaizen Prochazka, Chmelar8 9. Copyright Institut Lean France 2011 1 2 3 4 5 6 7 8 9 10 11 12 13 14 14 weeks framework to make a change LEAN@TIETO FRAMEWORKOur Approach to Kaizen Prochazka, Chmelar9 10. Copyright Institut Lean France 2011Lean@Tieto TransformationFrameworkA proven approach where key persons optimize (and learn to optimize)end-to-end value chain to deliver better value to customer. Typical long-term benefits: Increased customer and employee satisfaction14 weeks Lean Transformation 15-30% improvement of Framework productivity 15% EBIT increase Our Approach to Kaizen Prochazka, Chmelar10 11. Copyright Institut Lean France 2011 Continuous improvement Independence Improvement (A3) discussion and Team self-improvement implementation On demand consultancy Internal coach education Hands-on supportFocus / Kick-off Common understanding ofsituation, motivation Top issues captured(Kaizen workshop)Introduction Transformation goals Lean Awareness / Game Key terms and toolsInvestment: 6 man-days extra time in 14 weeks foreach core team member Components:Lean Awareness workshopsKaizen workshopBi-weekly follow-upsAdditional tools and materialsOur Approach to Kaizen Prochazka, Chmelar11 12. Copyright Institut Lean France 2011 Team gets Value Stream MapMapped services(documented end-to-end process)Our Approach to Kaizen Prochazka, Chmelar 12 13. Copyright Institut Lean France 2011 Team gets Documented (A5) and elaborated(A3) issuesOur Approach to Kaizen Prochazka, Chmelar13 14. Copyright Institut Lean France 2011 A3/A5 conceptOur Approach to Kaizen Prochazka, Chmelar 14 15. Copyright Institut Lean France 2011 Intangible outcomes Common understanding of problems, rootcauses, solutions Clear focus along the whole value delivery chain Sharpening of axe built into daily way ofworkingOur Approach to Kaizen Prochazka, Chmelar15 16. Copyright Institut Lean France 2011Ripple effect through internal coaches Local LeanCoachesWhole TietoTransformedOne case (14 weeks approach) Continuous Independent NewIntroKick-off team improvementcoachesOur Approach to Kaizen Prochazka, Chmelar16 17. Copyright Institut Lean France 2011 Lean@Tieto Framework INTRODUCTIONOur Approach to Kaizen Prochazka, Chmelar17 18. Copyright Institut Lean France 2011 Introduction Multiple entry points Teasers and teasing discussions Agile training course Lean awareness Mentoring Goal Make people interested Make people care Make people to pull for more Our Approach to Kaizen Prochazka, Chmelar 18 19. Copyright Institut Lean France 2011Lean Game/Awarenessworkshop Playing with Lego Key Lean principles inpractice Drum-Buffer-Ropeconcept Key Lean principles Practical experience withLean toolsOur Approach to Kaizen Prochazka, Chmelar 19 20. Copyright Institut Lean France 2011 Lean@Tieto Framework FOCUS / KICK-OFFOur Approach to Kaizen Prochazka, Chmelar20 21. Copyright Institut Lean France 2011Kaizen workshop Day 1 Goal, Agenda, People, Expectations Intro William Wallace speech Value Value Stream MappingStreamMapping Issue identification and prioritization across the whole value chainIssuesRoot 5 whys or Current Reality Mapping (ToC CRT)causeSociali- Social event (usually dinner) zing Our Approach to Kaizen Prochazka, Chmelar 21 22. Copyright Institut Lean France 2011 Common goal: Value forCustomer ?Team X NEED ! C C Customer Do we all pull the same end of the same rope?Our Approach to Kaizen Prochazka, Chmelar 22 23. Copyright Institut Lean France 2011How do we work nowadays?X CC Do we all have the same map?Our Approach to Kaizen Prochazka, Chmelar23 24. Copyright Institut Lean France 2011How do we really worknowadays?X CC Team is better than one expertOur Approach to Kaizen Prochazka, Chmelar24 25. Copyright Institut Lean France 2011Value Stream Map Intro ValueStreamMappingIssuesRootcauseSociali- zing Our Approach to Kaizen Prochazka, Chmelar25 26. Copyright Institut Lean France 2011 I cant believe a singlefeature delivery takes Intro so long ValueStreamMapping Wow, this valuestream is differentIssues than we thought it isThese group worksRootare great. I do notcause feel sleepy and I am much more involvedSociali- zing Our Approach to Kaizen Prochazka, Chmelar26 27. Copyright Institut Lean France 2011 Problems & obstacles X C C!! ! Problem Different people see different problems.But what is the real bottleneck?Our Approach to Kaizen Prochazka, Chmelar 27 28. Copyright Institut Lean France 2011 Recurring issues Stress, firefighting Unsatisfied customers Red numbers Rework Everything takes too longOur Approach to Kaizen Prochazka, Chmelar28 29. Copyright Institut Lean France 2011Root Causes X CC!! !! Rootcause Cause! Do not fight with symptoms only!Our Approach to Kaizen Prochazka, Chmelar29 30. Copyright Institut Lean France 20115 WHYs Delays in server implementation process Weak information sharing between shifts Insufficient information for task handover Work Log (WL) not filled Not recognized impact of missing WL description (others cannot process it) Not seen big picture and value for the customer Missing end-to-end process description Assumptions (its obvious)Our Approach to Kaizen Prochazka, Chmelar 30 31. Copyright Institut Lean France 2011Evening dinner Intro Now I see that you are humans guys, not just roles:-) ValueStreamMappingIssuesRootcauseI can see faces behind all these namesSociali- zing Our Approach to Kaizen Prochazka, Chmelar 31 32. Copyright Institut Lean France 2011 Kaizen workshop Day 2 Day 1 Day 1 recapitulation recap.Problem Solution brainstorming solving Kaizen steps A3s Plan Heroes group (including internal coaches)Groups 14 weeks framework sessions planned Wrap-up & feedbackWrap-upOur Approach to Kaizen Prochazka, Chmelar32 33. Copyright Institut Lean France 2011 Solution! OK ! !! Solution!Remove root causes once and foreverOur Approach to Kaizen Prochazka, Chmelar33 34. Copyright Institut Lean France 2011Long Term Solution OK OKOK2011 Jul Sep Oct Solutions invented here & solving my problemsOur Approach to Kaizen Prochazka, Chmelar34 35. Copyright Institut Lean France 2011 Short term next (Kaizen) steps2011...Mon Tue Wed Thu Fri W#28 MonTue Wed Thu FriW#29 MonTue Wed Thu Fri W#30 MonTue Wed Thu FriDo not just plan, act now!Our Approach to Kaizen Prochazka, Chmelar35 36. Copyright Institut Lean France 2011 Improvement formalization Day 1 recapProblem A5 solving Issue description Plan A3 Plan-Do-Check-Act cycle driven solutionGroupsWrap-up Our Approach to Kaizen Prochazka, Chmelar 36 37. Copyright Institut Lean France 2011Kaizen Workshop outcomes:context & focus Visual value stream map Sustainable solutions & next steps ProblemRootSolution Next step Responsible Deadlinecause Synchronized people over the whole value chain Everyone knows how we work together People are motivated and committed to changes Because they know how it solves their problems And they invented the solution themselves Our Approach to Kaizen Prochazka, Chmelar 37 38. Copyright Institut Lean France 2011 Lean@Tieto Framework CONTINUOUS IMPROVEMENTOur Approach to Kaizen Prochazka, Chmelar38 39. Copyright Institut Lean France 2011 Plan ImplementationActCheck Do Everyone can create a new A5/A3 Implementation driven by A3s ownersCore Team Regular follow-up and prioritization of InternalLeanA5s/A3s by Core Teamcoaches Weekly or bi-weekly Other teammembers Alignment of actions ensured by CoreTeamOur Approach to Kaizen Prochazka, Chmelar39 40. Copyright Institut Lean France 2011Prioritization Low investment Possibilities PerformLow Highcustomercustomervalue valueWaitChallengeHigh investmentOur Approach to Kaizen Prochazka, Chmelar 40 41. Copyright Institut Lean France 2011 Lean@Tieto Framework INDEPENDENCEOur Approach to Kaizen Prochazka, Chmelar41 42. Copyright Institut Lean France 2011 Independence Continuous improvement in place Built into daily way of working Internal Lean coaches keep the cont