Lean (Or Organisation Performance
Improvement)
Richard Kershaw
What is Lean ?
 The term “lean” is a generalization of the Toyota
Production System methodology developed by Taiichi
Ohno
In practice LEAN THINKING today ...
 The rigorous application of lean tools and techniques in
the whole organisation
 The empowerment of all employees to own and drive
improvement
 A passionate belief that there’s always a simpler, better
way to deliver value to customers
A proven way to provide customers with SUPERIOR SERVICE
at the LEAST POSSIBLE COST with MAXIMUM EMPLOYEE MORALE
O
Five Lean Principles developed by Taiichi Ohno…
1. Specify value in the eyes of the
customer
2. Identify the value stream and
eliminate all waste within it
3. Make the value flow at the pull
of the customer
4. Involve and empower
employees
5. A continuous improvement
towards perfection
How can we build Lean programmes that hold true to these
principles in our world ?
Ensure your Lean programme achieves sustainable results…
Sustainable
Results
Behavioral
Change
Comprehensive
Approach
Progressive
Approach
BeLean® is Capgemini’s approach to delivering sustainable
results through Lean thinking and delivery
BeLean® works to ensure sustainable results…
Do the
Work Right
Sustainable
Results
A comprehensive and progressive approach
Do The Right Work
Describes activities which
contribute to meeting
customer requirements and
satisfaction – defined by
the customer
ENVA
VA
Describes activities a
business does but which
do not directly affect
customer satisfaction –
defined by the
business or may be a
legal requirement
NVA - waste
These activities:
▪ do not contribute to customer requirements and satisfaction
▪ are not a business or legal requirement.
Order
Cash
Time Line
( reduce by removing non-value adding waste)
Meeting the customer needs at lowest cost by focusing only on
value adding activities – no waste in the value stream !
Do The Work Right
 Capable people skilled to deliver what is needed
 Quality assurance at every stage
 Genuine empowerment with appropriate support
 Leadership behaviours for all – recruitment to R&R
Continuous
Improvement
Challenge
Go-Look-See
Teamwork
Respect
Front line
Active & visible leadership at all levels ensures everyone knows
their role and what is expected of them
Manage The Right Way
The BeLean® Management System - BLMS®
 Value adding decisions not
value destroying
Annually
Monthly
Weekly
 A Lean information value
stream – no waste
Forecast
Daily
 An integrated BeLean®
Management System strategy, operational
strategy and day to day
activity
Plan
Control
Review
Budget
Review
Forecast
Review
Planning
Review
Standards
Bill Of
Materials
Master
Schedule
Management
Report
Commitment
meeting
Review
Production
Plan
Materials
Reqs.
D.W.O.R..
ICs
Review
Review
Production
Schedule
Perf ormance
Report
ICs
ICs
S.I.C.
ICs
 Closed loop continuous
improvement
Ensuring the whole management system aligns and supports the
efforts to deliver the customer needs – the information glue
Putting it all together…Capgemini BeLean® Pyramid
Key
Do The Right Work
Sustainable
Results
Continuous
Improvement
Mechanisms
Lean
Design
Programmes
System
Demand
Reduction
Waste
Elimination
Programmes
Voice
of the
Customer
Manage the Right Way
Lean
Performance
Management
Organizational
Design
Excellence
Asset
Integrity
Excellence
Optimised
Flow & Pull
Systems
Stakeholder
Engagement &
Communications
Value Stream
Identification
Do The Work Right
5S
Visual
Workplace
Quality
Assurance
Systems
Leadership
Vision &
Behaviours
Model Sites
& Best Practice
Operational
Measurement
& Reporting
Lean Practitioner
Training &
Toolbox
Lean
Centre of
Excellence
We are mapping members key transactions and decisions to
identify pinch points and opportunities across the process
High Level End to End Admissions Process
Submit
application
Applicant
Applicant
Confirm choices
Decision
Activities
Register for
Respond to AS12 and
register
Accept interview
UCAS
Transactions
Confirm choices
Research
Apply
Assess
Invite to and
organise
HEI HEIs
UCAS,
Enrolment
Applications received,
acknowledged and
Send offer
letter
distributed to schools
Decision
Activities
Confirmation
and Clearing
Distribute
decision
interview
Transactions
Reply
Decision
Send AS12
letter
Academic
Results received,
matched to offers,
screening,
and distributed
Interview
and thank
Contextual data
check
you email
10
Decision to make / not
to make offer
Final decision
made
6 key success factors to ensure an
effective & sustainable Lean Transformation
1
Ensure strong sponsorship from top management
To change the mindset is difficult and must be supported by the management
2
Use a bottom-up approach to meet top-down objectives
Direction / objectives are given by the management. They must be understood and shared to mobilise teams
around their ambition.
3
Implement significant coaching for middle-management
Of all employees, these are the most impacted by the introduction of Lean.
4
Create specific Lean competency internally to secure sustainability
Lean knowledge must be transferred to internal “Change Agents” of the organisation. They will be the guardians
of the methodology.
5
Take the initial maturity into account
To adapt rhythm and actions to local context and needs.
6
Understand the business activity and be recognized as knowledgeable
Adapt approach and tools to the specific IT activity (e.g. Infrastructure, Application Development, etc.).
© 2012Capgemini. All rights reserved.
11
The Leadership & Lean Champions must support the teams
throughout the different steps of the emotional cycle of change
Understanding
Positive
Unaware
(Uninformed
Optimism)
Level of Optimism
Integration
(Rewarding
Completion)
(Informed
Optimism)
Cementing:
Recruit / Promote
according to the To
be
Explanatory:
Case for
Change
(Hopeful
Realism)
Perspective:
What the future
holds
Discovery
Institutionalising:
Penalising failure /
non-compliance
Loss/Doubt
Inspirational:
Building desire
(Informed
Pessimism)
Enabling:
Building
capability
Catalytic:
Building will &
momentum
Negative
Reinforcing:
Measuring
success
Celebratory:
Rewarding
success
Discomfort
Supportive:
Building supportive
climate and
mechanisms
Illustrative:
Role modelling
the way
TIME
Not everyone will be in the same place at the same time.
Navigating the collective journey as a team is a key to success
Leadership
behaviours
© 2012Capgemini. All rights reserved.
12
Richard Kershaw
Vice President
Education Services
Capgemini Consulting
Mobile: +44 (0)7891 158 946
Direct: +44 (0) 870 238 8946
Richard.kershaw@capgemini.com
www.capgemini.com/consulting
Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group
Copyright © 2012 Capgemini. All rights reserved.