View
317
Download
2
Category
Tags:
Preview:
DESCRIPTION
Presented at the SDL Trados Forums 2013, these slides presented by SDL’s Vice President of Translation Productivity, analyses the methodologies and supply chains of large industries and relates it back to the translation and localization industry.
Citation preview
SDL Proprietary and Confidential SDL Proprietary and Confidential
Change the way you work: lessons from other industries
Massimo Ghislandi
3 AREAS OF IMPROVEMENT
PROJECT
QUALITY
WASTE
1. LEAN
LEAN: 1988. Derived from Japanese manufacturing industry
What is it? A set of tools that assist in the identification and
elimination of waste
PO
KA
YO
KE
KA
NB
AN
5 S
VA
LUE
STR
EAM
M
AP
PIN
G
1. LEAN – Differences between manufacturing and services
Understand customer demand what you are going to get a lot of and train for standard Use specialists for exceptions Pass the information ‘cleanly’ so the specialist or the next step has all the right information STANDARDIZATION Might not always useful in Service industry
Can service industry and translation benefit from some of the lean manufacturing techniques?
VALUE DEMAND companies are in business to serve these demands FAILURE DEMAND Caused by failure to do something or something right for the customer
MANUFACTURING Companies are in business to manufacture a product WASTE Caused by failure to achieve the right quality in a produce item
Reduce waste Reduce failure demand
1. LEAN – What does it entail?
• Bad Translation • Poor
terminology • Wrong
document • Manual tasks • Wrong
resource used
• Change over between jobs
• Non streamlined process
• Fluctuations in customer demand
• Can be caused by Muda and Mura
• 100% utilization • Absenteeism
1. Muda
3. Muri
2. Mura
SMED Pull Method Customer value Continuous flow Waste elimination Continuous improvement
1. LEAN - SMED
Quick change over influencing: Economic lot size
SMED: Single-Minute Exchange of Die
If change over can be reduced, economic lot size can also be reduced
• Observer the current methodology (Separate internal / external activities)
• Convert internal activities into external ones • Streamline the remaining internal activities by
simplifying them • Streamline the external activities • Document the new procedure • Do it all again!
• Observe the current process (Separate activities that can be only done at the end of the project from those that can be done during the project in parallel)
• Transform internal into external (File preparation from translator to project manager)
• Consider specializing (Translation / QA / Review) • Look at project preparation / Processing and simplify • Document the new procedure • Do it all again!
Quick processing of different jobs
IN TRANSLATION
If you can reduce the change over / preparation time You will be able to take on more smaller jobs
1. LEAN - Value Stream Mapping
Value stream mapping is a lean manufacturing technique used to analyze and design the
flow of materials and information required to bring
a product or service to a consumer.
1. LEAN - What does it take to localise?
Steps No
TMS WS WorldServer Features
Identify & package files for localisation One integrated system = no handoff
Handoff files to localisation vendor/group Vendor access WorldServer directly
Process files to generate scope and cost quote Filters, translation memory, scoping, costing
Review “blind” quotes, negotiate & signoff on cost WorldServer computes cost
Process files to generate projects for translators Filters, centralized TM/TD, auto
Send out translation projects manually via mail or ftp Workflow
Vendor performs scoping & translation Minimized by ICE and SPICE matching
Manage issues raised by translator & exchange comments Workflow
Vendor processes projects to create review files Direct generation of XML on save, integrated preview
Client performs linguistic and quality reviews
Exchange spread sheets with comments Issue tracking and segment comments
Manually update changes in translation memory tool Browser translation workbench
Process projects to create final files Architecture: direct generation of XML on save
Perform production and DTP on files Automated output, multilingual DTP features
Handoff final files for publishing and archive One integrated system
Update, merge, store, maintain TM manually Changes never made outside of TM
1. LEAN – Mapping a translation process
Collate
BCU Bruges
BCU Singapore
BCU Eindhoven
• Mainstream
• Hi-end
• DTV + FTV
Sign-off
Create
Commission
Translate Localise
Localise &
translate NSO’s
x17
Trade
Consumer
NSO’s
x17
Sign-off Content
DB
AKBS
MDB
Media
Ware
P3C
6 months
Product Catalogue Content Process
3 months
5 months
Web Content Process for Catalogue
4 months
4 months = new AKBS 2 months = update AKBS
Regional Marketing
AKBS
Collate
Spain
Sweden
x17
x17
x17 x17
x17
x17
Over 9,000 communications
required to source content for catalogue
Translation happens twice for the same
content
Content takes 4 months to
reach the web
Regional marketing act as a ‘post-box’ and are a bottle-
neck
Different people are chasing the same content
Only 18% of product leaflets
get to production
Source: Philips presentation at SDL GIM conference, UK, November 2006
Content Manager
Determines what
content requires
translation
Process Start
Content Manager
Sends translation
request (email or FTP)
Content Manager
Manually extracts
content metadata for
localization
Content Manager
Manually extracts
content from content
store
Loc Manager
Reviews translation
request / manually
gathers content /
sends content
Vendor Loc Mgr
Sends translation
assets to translator
(email/FTP)
Vendor Loc Mgr
Performs word count
analysis and sends
quote
Loc Manager
Reviews quote
Translators
Collects content to
translate via email or
FTP
Translators
Translates content
Translators
Send translation
assets to Loc Project
Manager
Quote
Approved?
Vendor Loc Mgr
Adjusts / /resends to
Loc Manager (email/
FTP)
YES
NO
Pain:
Manual extraction of
translatable content
Pain:
Lack of automation
(integration into
content stores)
Loc Manager
Updates / maintains
Translation Memories
(if used)
Translators
Saves translation
assets in required
encoding
Pain:
No ability to
dynamically review in-
context (on-line)
Content Manager
Receives/collects
translated assets
(email or FTP)
In-country Reviewers
Review translated
assets
Content Manager
Sends assets/ref
assets to reviewers
(email or FTP)
Process End
Pain:
Manual gathering of
content to localize
Pain:
Vendor file analysis
results in excess cost/
delays
In-country Reviewrs
Retrieves assets
(email or FTP)
Pain:
Manual gathering of
content to review
Translations
Approved
Loc Manager
Retrieves translation
assets from reviewers
with status/notes
In-country Reviewers
Emails Loc Manager
with approvals or
suggested changes
NOContent Manager
Retrieves translation
assets
Content Manager
Manually inserts
translation assets into
content store
Pain:
Lack of automation
(integration into
content stores)
Pain:
Manual retrieving of
translation assets
YES
Pain:
If changes made
directly to translation
assets, TM leverage /
reuse lost
Pain:
Increased cost / time
due to additional file
analysis and re-
translation
Pain:
No ability to
dynamically review in-
context (on-line)
Pain:
Unknown quality /
accuracy of TM
leverage,
Pain:
Increased costs due to
vendor TM
management / lack of
insight into TM quality
Company “A” manual steps aided /
automated with SDL TMS
Translation Vendor manual steps
reduced / eliminated with SDL TMS
Only manual steps expected in
translation process
Pain associated with translation
process step
Legend
1. LEAN – Mapping a translation process
1. LEAN – Mapping a translation process
Content is gathered through content store workflow
CMS , etc ) or change detected
Process Start
Loc Manager
Reviews translation request through web
interface for authorization
Vendor Loc Mgr
Approves translation request ( optional )
In - country
Reviewers
Review translated assets
Process End
Translation project automatically
created through
defined business rules
Assets for translation
automatically sent
to or retrieved
by system
Assets are automatically filtered and analyzed against
existing centralized TM
Cost analysis preformed against
translation vendor ( s )
agreed upon cost model ( s )
Vendor Loc Mgr no
longer has to do file analysis – reduced
project management costs
Translators Translates content
Centralized TM updated upon final
approval
Translation assets are generated in
same format as the
source assets
Email sent to Content Manager
signifying translation project completion
Translation assets
sent to or retrieved by content store
( CMS , etc .)
Analysis, technology and automation help reduce process complexities
1. LEAN - Value Stream Mapping
• Identify the target product, product family, or service. • Draw a current state value stream map, which shows the current steps, delays, and
information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). Assess the current state value stream map in terms of creating flow by eliminating waste.
• Draw a future state value stream map. • Work toward the future state condition.
Non Value adding steps are often preparatory or tidying up. Consider using a post-it notes to create the first map so they can be adjusted ”
“
• Identify recurring projects / customers which or functions
• Draw a current state value stream map, which shows the current steps, delays, and information flows required to deliver the translation service.
• Assess the current state value stream map in terms of creating flow by eliminating waste.
• Look at manual tasks, preparation, quality checks, transfer of data, number of people touching a task, ways to monitor status.
” “
1. LEAN - 5S
Workplace organization method How to organize a work space for efficiency and effectiveness
”
“
5S
• SORT See what papers / folders / files are necessary, what should be eliminated Create clean folder structures
• STRAIGHTEN Place all items whether paper or digital in the correct place so they are easier to find
• SHINE Keep the office clean and tidy, your data storage in good condition
• STANDARDIZE Ensure a process is adopted by everyone. Use same conventions, naming, places to store
• SUSTAIN Maintain the procedure
• SORT See what TMs are necessary, which unit / files should be eliminated
• STRAIGHTEN Ensure all your TMs are correctly stored ideally in a central place
• SHINE Use methodologies to ensure your TMs are clean (CCM)
• STANDARDIZE Ensure everyone is using the same process to maintain clean TMs
• SUSTAIN Maintain the procedure in the long term
1. LEAN - 5s benefits
Productivity
• Less wasted time searching
• Better organized way of working
Quality
• Encourages better process and reduces mistakes and misplaced items
• In a file context improves TMs or Terminology
Improved Image and morale
• Customer visiting will get a better professional image
• Staff will be more motivated in a more pleasing environment
RAPID
1. LEAN - Kaizen
Kaizen (改善) Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management.
Kaizen Event
The Kaizen Blitz (or Kaizen Event) is a focused, short-term project to improve a process. It includes training followed by a analysis, design, and, often, re-arrangement of a product line or area. Process and Value Stream Mapping are important tools. The usual Kaizen Event takes 2-10 days
CONTINUOS
Key to success
• Small continuous improvements are as important as large rapid ones
• Company’s leadership must be involved
• People who perform the process must be involved
• Celebrate and publicize the accomplishment
Kaizen
• Standardize an operation and activities.
• Measure the operation (find cycle time and amount of in-process inventory)
• Gauge measurements against requirements
• Innovate to meet requirements and increase productivity
• Standardize the new, improved operations
• Continue cycle ad infinitum
• Identify a process which is constantly repeated such as file distribution or routing
• Measure timing for the various process and identify bottlenecks
• Compare your result with the goal you set
• Innovate by simplifying, automating, integrating, improve practices
• Standardize the new, improved process
• Continue cycle ad infinitum
1. LEAN – Kanban and Poka-Yoke
Scheduling system for lean and just-in-time (JIT) production. Kanban is a PULL system to control the logistical chain from a production point of view There are examples of Kanban applied to services which lead to: - More visible backlog - Individuals can pull workload - Overall backlog is better managed - Collaboration is improve - Bottleneck more visible
A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. In the service industry this could mean improving forms, adding compulsory steps in the process, use software to enforce checks
KA
NB
AN
PO
KA
-YO
KE
2. QUALITY
• Incorrect work
• Work not requested
• Work completed too slowly Task
• Failure to acknowledge the customer
• Failure to listen to the customer
• Failure to react appropriately
Treatment
• Failure to clean facilities
• Failure to control noise, light, temperature
• Failure to proofread a document
Tangible
What is it? A combination of quantitative and qualitative perspectives for which each person has his or her own
definition; ie. "Meeting the requirements and expectations in service or product that were committed to" and "Pursuit of optimal solutions contributing to fulfilling accountabilities".
2. QUALITY - Evolution
• Statistics pervaded quality since the 40s • Dramatic changes in the 70s when US lost market share to foreign
competitors, (lower price higher quality) • Quality became strategic
1900
Inspection
1940s
Statistical sampling
1960s
Organizational quality focus
1980s and beyond
Customer driven quality
OLD CONCEPT OF QUALITY NEW
QUALITY
Manufacturing Services TRANSLATION
Conformance Tangible
factors
Files work,
punctuation is correct,
layout accurate
Performance Consistency Terminology is correct
Reliability Responsivene
ss to needs
Fulfilled all customer
requirements
Features Courtesy Personal relationship
Durability Timeliness Deadlines
Serviceability Atmosphere Doing work together
DEMING Only 15% of quality problems are due to work error. 85% are caused by process and system. It is up to management to correct system problems and create an environment that promotes quality
Six Sigma
Six Sigma is a set of tools and strategies for process improvement originally developed by Motorola in 1985. Six Sigma became well known after Jack Welch made it a central focus of his business strategy at General Electric in 1995, and today it is used in different sectors of industry.
Many lean techniques are applied in Six Sigma
2. QUALITY – Six Sigma
• A clear focus on achieving measurable and quantifiable financial returns.
• An increased emphasis on strong and passionate management leadership and support.
• A special infrastructure of "Champions", "Master Black Belts", "Black Belts", "Green Belts", etc. to lead and implement the Six Sigma approach.
• A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.
In translation this would equate to 3.4 wrong words out of Million or 3.4 rejected projects in a million
2. QUALITY – Six Sigma
• Any translation department can analyze their workflow, identify area where quality could be impacted and redefine processes and practices to ensure better quality.
2. QUALITY – Six Sigma
Measure Phase: - Senior management involved - Establish leadership commitment - Train - Schedule reviews Analyze Phase: - Define business goals - Identify existing process and performance - Define improvement projects - Create performance measures - Establish incentive / recognition Improve Phase: - Form a team - Provide training to the team member - Implement six sigma projects and use techniques - Monitor status Control - Audit results - Maintain the improved system - Apply the incentive - Apply continuous improvement
Measure Phase: - Translation Manager / Owners / Tech Doc directors - Establish leadership commitment - Train - Schedule reviews Analyze Phase: - Reduce Project Errors / Improve a language quality - Identify existing process and performance - Define improvement projects - Create performance measures - Establish incentive / recognition Improve Phase: - Form a team - Provide training to the team member - Implement six sigma projects and use techniques - Monitor status Control - Audit results - Maintain the improved system - Apply the incentive - Apply continuous improvement
PHILOSOPHY Don’t spot mistakes at the end and re-do the work, but eliminate issues during the process itself. Suppliers always play a big part. Ensure they are aligned with your goals.
3. PROJECT MANAGEMENT
A goal without a plan is just a wish
What is it? Project management is the discipline of
planning, organizing, motivating, and controlling resources to achieve specific
goals. A project is a temporary endeavour with a defined beginning and end (usually
time-constrained, and often constrained by funding or deliverables)
3. PROJECT MANAGEMENT - PRINCE 2
• Prince 2 was released in 1996 as a generic project management method.
• Developed by UK Government.
• There are some key PRINCE2 processes. The arrows represent flows of information.
Every job in translation is a project.
PRINCIPLES THEMES PROCESSES
Business Justification Business case Starting up
Learn from experience Organization Initiating
Defined roles and
responsibilities
Quality Directing
Manage by stage Plans Controlling a stage
Manage by exception Risk Managing stage
boundaries
Focus on products Change Managing product
delivery
Tailored to suit the
environment
Progress Closing a project
3. PROJECT MANAGEMENT - PRINCE 2
Different size of projects will require use of different principle and processes. However used in different measures, all stages could be useful.
PRINCIPLES
Should be accept this
project?
Learn from experience
Lead translators /
Reviers / Managers
Translate, review,
DTP etc.
Intervene only when
there is a problem
Ensure output to be
delivered is clear
Evaluate project size
and manage
accordingly
3. PROJECT MANAGEMENT – PRINCE 2
QUALITY REVIEW
CHANGE CONTROL
PRODUCT BASED
PLANNING
Quality Review
The quality review technique ensures a project's products are of the required standard (i.e. meet defined quality criteria). • This takes place in a quality review meeting,
which identifies errors in the product. • The quality review meeting will not attempt to
solve the problems it identifies. • The meeting brings together people who have
an interest in the project's outputs and people on the project team able to address issues identified.
• Quality in translation is harder to measure however consider the 2 aspects measurable and subjective.
• The quality review meeting can help identify what went wrong and tries to embed steps in the process to correct them
• Translators, project managers, reviewers, external resources etc. should be involved.
Change Control
Formal process used to ensure that changes to a product or system are introduced in a controlled and coordinated manner. • It reduces unnecessary changes • Avoid introducing faults or undoing
changes made by others • Minizes disruption to services
• Ensure only the appointed people have the power to change the control processes. Ie. Only appointed terminology lead can change terminology or translator lead can finalize a translation memory update.
• Ensure process is not changed without communication
• Think when to apply the changes, to avoid disruption
Product based planning
A method of identifying all of the products (project deliverables) that make up or contribute to delivering the objectives of the project, and the associated work required to deliver them
Ensure that all the steps and deliverables agreed to whoever customers are documented and all the associated work and steps is scoped and has resources allocated to it.
Summary
LEAN TECHNIQUES
QUALITY MANAGEMENT
PROJECT MANAGEMENT
Translation memory to maximize productivity
Terminology databases to better control and streamline terminology management
Server Technology to centralize and reduce manual tasks
Automated quality checks to ensure measurable quality is controlled
Quality checks profiles to ensure consistent approach
Centralized management of TM and Terminology assets
Auditing of status through centralized project management
Better communication across the team through use of standard packages
Copyright © 2008-2012 SDL plc. All rights reserved.. All company names, brand names, trademarks,
service marks, images and logos are the property of their respective owners.
This presentation and its content are SDL confidential unless otherwise specified, and may not be
copied, used or distributed except as authorised by SDL.
Recommended