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Making Knowledge
Work Visible
Event: Lean IT Summit, Paris
Presenter: Angela Crone
Date: October 2014
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Introduction - Angela Crone
Employed by Bombardier for just over 27 years
26 years in IT in Application support
Working to support Manufacturing, Assembly and Supply Chain systems.
(During this time implemented various Lean tools)
1 year as Change Leader in Transformation
Further working on Lean tools within the wider business environment
Bombardier
Over 76,000 employees in two main areas – Aerospace and Transportation
Belfast IT supports Bombardier Aerospace in Belfast and Morocco and has approx 160 employees
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Belfast IT
3
Approx 75 people responsible for
Applications Support for Belfast &
Morocco Sites
Mix of legacy and COS systems
Operations Support
Software enhancements
Development/ Deployment
Projects
Centres of Competence KANBAN
OOBEYA
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Achieving Excellence
2010 – AES was coming
What does it mean for IT?
How do we support a Lean company
without understanding Lean?
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Lean Summit
Started by attending the Lean UK
summit
4 personnel who had demonstrated
interest in the area
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2 Day Lean workshop
Held 2-day workshop locally – open
invitation to share and disseminate
knowledge and ideas
Identified an opportunity to experiment
with Kanban and value stream mapping
for our software enhancements
Experimental approach to gain buy-in
Learning through practice
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Value Stream mapping
7
This 30 task (analysis, dev and testing) took approx 250 working days to
deliver.
After further analysis it turned out this was a good example
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Value Stream Map – Before and After
8
Rejected Rejected
NEW
Evaluation
BPM
Delegation
BP
NEW
Requirements Analysis
BP/AS
Estimate
AS/TS
Estimate Review
BP
Approval
BPO
PAB Prep
BP
PAB
BPM
In Approv al In Approv al In Approv al In Approv al Pipeline Released
Prioritise
ASM
Functional Spec
AS
In Approv al
WIP
AS
User Test & Sign off
Customer
With User
BPO Sign off
Customer
With User
CAB
AS
At CAB
AS Migration
AS
TS Migration
TS
CAB Review
AS
Evaluation
BP
In Approv al
CustomerRequirement
Capture
USD
Requirement Capture
AS
Requirement Capture
BP
Service Control AS/BP
Demand Managemen
Deferred
Stabilisation
AS
IT Demand Value Stream Map - Current State14/12/2010
24 days
3 days
17 days
3 days
5 days
0.5 days
8 days
5 mins
85 days 44 days 150 days
25 days
1 day
4 hrs
1 day
1 hr
31 requests
94 requests
32 requests 6 requests 0 requests 0 requests
25 requests
Av erage 6 per month completed
Development Cell
Rejected
New
Initial Evaluation
BP
Delegation
BPM
In Approv al
Requirements Analysis
BP/AS/TS/ Customer/BP
Stabilisation & CAB Review
AS
Service Control AS/BP
Demand Management
IT Demand Value Stream Map - Future State 15/12/2010
Detailed Functional Spec
AS/TS
F I F O
Code
AS
CAB
AS
Migration Cell
AS Migration
AS
TS Migration
TS
Test
AS
User Test
Cust
BPO Sign off
BPO
Check & Act
AS/BP/TS/ Cust
CustomerRequirement
Capture
USD
Requirement Capture
AS
Requirement Capture
BP
Review order process along with other
services/products/value
streams
Cross functional Team defined the problem and
solution using the PSS approach
Work is only pulled from Buffer 1 (started) when a
space in buffer 2 becomes available
Request Completed initial evaluationBuffer to Level workload down
stream. The size is regulated by time. Anything older than a certain age (eg 6months) will go
back for reevaluation to ensure requirement is still legitimate
1
Requirements Analysis complete
Buffer stock 2 is controlled by a limited number of
demands (eg 5)
2
Work is only pulled from Buffer 2 (started) when a
space in buffer 3 becomes available
Functional Spec complete
Buffer stock 3 is controlled by a limited number of
demands (eg 5)
3
Development cell
work is pulled in from the
pipeline in defined order when capacity is available.Everyone should be lined up
for the work before it begins. Once started it shouldn't stop until completed
Work is only pulled from Buffer 3(started) when a space in
pipeline becomes available
Need to define a prioritisation system
The Pipeline is a prioritised list of tasks with a controlled size
e.g. 5 demands max
Migration cell
Migration is aligned between
all parties
Check/Actthe last two steps of the PDCA are introduced to ensure the value has
been realised
Visual control of the cells needs to be determined
Highlights1. Work is pulled from the AS capacity. Preventing a build up of work in pipeline.2. More emphasis on up front cross functional prep to ensure requirements and solution are correct.3. PPS is used to help the customer define the problem.4. No coding is started until everything is in place, inculding the customer.5. Check & Act introduced to ensure the expected value has bee realised.
New metrics need to be defined to suppirt the
process
First-In-First-OutSequence Flow
F I F O
Buf f er or Saf ety Stock
Manual Inf o Flow
Electronic Inf o Flow Kaizen Lightening BurstPhy sical Pull
Finished Goods to Customer
Value Stream Mapping Icons
Process Inv entory Box
PUSH Arrow
XYZ Corp.
Outside Sources
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Time to give it a go!
We needed to create a risk free environment
So we used an experimental approach
You cannot fail, all you can do is learn
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Kanban
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Kanban
We started small
Then we grew
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Kanban progression
New Board format – day 1
6 Months
12 Months
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But did it work?
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20332 Cater for Unvalued Parts In Spares In-Transit File
20371 Extend size of INPMED drawing revision
20706 Customs Compliance
20910 New Non Product PO Prefix
20978 Agent Code Field in POMAIN
21008 CWF - Ply Bin Locations onto Maxim & iFactory
21228 Schedule Archive Data for BASIS
Working Time
Queuing Time In progress before
Kanban Pilot
Requested after start
of Kanban Pilot
25% reduction in cycle time
(On average)
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How did we do it?
Identified wastes
Kept interruptions log
Clarified roles
Ownership
Accountability
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What went well?
Real visibility – Progress and backlog
Teamwork
Engagement
“The best thing we ever did”
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What didn’t go so well?
Mindset of middle managers
Adapting to change
One size does not fit all!
Don’t assume everyone has the same view of the problem
Behaviours take time to change
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Oobeya
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What do I mean by Oobeya?
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What do I mean by Oobeya?
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Vision Deliverables Near term Plan Issues
Long
term
plan
It’s about putting all of the key information in the same place
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When have we used it?
Deployment of a COS Product
Programme management internal IT development projects
Departmental strategy management
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How does it work?
Meetings last 20-30 mins only
All key personnel are in attendance
Each member is expected to report out 2-3mins
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Why do we like it?
People are overly optimistic
Reduces the number and length of meetings
Better decision making
Improved motivation
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What didn’t work so well?
Behaviours, Behaviours, Behaviours
A commitment made is a commitment kept
Team members waiting for the weekly meeting before updating the
board
People putting actions or issues on other people
Some people don’t like sticking to the script!
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Q&A ?
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