Chorus - Thales Reference SystemFebruary, 2006

2

Why

Obsolescence of existing Group and Units Reference Systems : Group transverse improvement initiatives: IS Convergence, Customer

Commitment, Bid process improvement…

Group’s changing organisational structure Need to support the set up of Divisional Management Need to foster convergence in newly created entities and across Divisions

Decision of the Group Operations committee to set up a common Group Reference System : CHORUS

3

Expected benefits

Give a way of doing business that is consistent and that everybody understands

Improve common efficiency A common way of working across Thales Facilitated operations between Divisions and Countries Consistency towards customers and partners

Reduce risks & non quality costs Facilitate the understanding of rules, methods and best practices Provide the user with simplified processes for ‘simple activities or programmes’ Discard obsolete content and suppress redundancies

Speed, agility, operational performance

4

Transition to a common reference system : Chorus

A Group baseline

Entity baselines supposedly

compliant with Group baseline

and

Core Reference Systemadapted / completed by Divisions

… a common tool accessed via

Intranet

More than 100 baselines

VisionValuesRules

From 2000 …to 2005

5

A common process organisation

6

Chorus - Key features

A user-friendly access to the new common Reference System : Group Organisation, Rules, Practices & knowledge …

Common elements adapted and completed by Divisions/entities with their local context

Pragmatic approach emphasising critical points of the processes

Tailored processes according to size & stakes/risks levels

7

Architecture of Chorus

Adapt / Expand Group Content

Reuse of Group Content

• Vision / Values / Group organisation• Process map

For each process:• Detailed description of activities /

sub-activities and reviews• Reference practices & tools • Access to knowledge bases

Level 0

General elements

• Methodologies• Guides• Models• Forms• Tools• Examples

• Methodologies• Guides• Models• Forms• Tools• Examples

Level 1

Key elements for

each process

Level 2 & below

Activities and reviews

For each process:• Purpose / Key Success Factors /

Performance criteria & indicators• Process overview• Respective roles / Key Roles• Directives • Tailoring• Country Specificities• Summary description of activities

and reviews

• Methodologies• Guides• Models• Forms• Tools• Examples

• Methodologies• Guides• Models• Forms• Tools• Examples

• Methodologies• Guides• Models• Forms• Tools• Examples

• Methodologies• Guides• Models• Forms• Tools• Examples

8

ARIS to support Chorus Management

Why a tool ?Why a tool ? Why ARIS ?Why ARIS ? Key FeaturesKey Features

• Guarantee consistency, currency and maintainability of Reference System

• Allow modular architecture to fit group organization

• Give ability to model processes when needed

• Guarantee consistency, currency and maintainability of Reference System

• Allow modular architecture to fit group organization

• Give ability to model processes when needed

• Best fit with requirements

• Market leader for business process engineering software

• Positive feed back from previous users within and outside the Group

• Ease of use for process modelling

• Best fit with requirements

• Market leader for business process engineering software

• Positive feed back from previous users within and outside the Group

• Ease of use for process modelling

• Ability to manage various instances with a common core

• Object based approach facilitating modelling, updates and maintenance

• Ability to automatically generate Intranetsite

• Part of a “business suite”, ability to link with other applications

• Ability to manage various instances with a common core

• Object based approach facilitating modelling, updates and maintenance

• Ability to automatically generate Intranetsite

• Part of a “business suite”, ability to link with other applications

9

A drastic simplification: volume divided by 4

More than 100 different Baselines~ 200 000 pages

Of which about 50% (100 000) similar pages

In different process architecture

Various tools

Significant share of obsolete documents

Today Tomorrow

1 Reference System ~ 1 000 pages40 instantiations ~ 50 000 pages

No duplication (use of unique database)

Single process architecture

Unique tool

Enhanced maintainability

Benefits Reduction of ‘administrative’ work for quality teams

allowing them to better focus on customer improvement

Reduction of acquisition & understanding of practices in a context of higher mobility and organizational changes

Reduction of certification costs

Synergies with Internal Control

Benefits Reduction of ‘administrative’ work for quality teams

allowing them to better focus on customer improvement

Reduction of acquisition & understanding of practices in a context of higher mobility and organizational changes

Reduction of certification costs

Synergies with Internal Control

Common core Business Case

shows 9 months ROI

Common core Business Case

shows 9 months ROI

10

Chorus – Implementation Master planning

S1 S2 S1 S2

20062005

Definition of Group Processes – Batch 1

Definition of Group Processes – Batch 2

Definition of Group Processes – Additional deliveries

Initial Content Release

1st Chorus Group

Release

1st Chorus Divisional Releases

30/06 15/11 27/02

1st Chorus Entity

Releases

30/04

Deployment complete

31/12

Operational Coaching(1 coach/Div)

ARIS Training (100 p trained)

Thales University Training

Deployemnt in Divisions / Entities

Solution Definition

Implementation & Pilot

Full features release

Deployment: 20% done

11

Support provided by Group to secure deployment

Operational coaching

Operational coaching TrainingTraining Communication

& ToolsCommunication

& Tools

• Experienced & trained resources

• Dedicated resources aimed at actively contributing to delivery of Reference Systems of Division / Entities

• Operational assignments : direct integration in local deployment teams

• Experienced & trained resources

• Dedicated resources aimed at actively contributing to delivery of Reference Systems of Division / Entities

• Operational assignments : direct integration in local deployment teams

• ARIS training– Provided by IDS– Web designer & Toolset– Around 100 staff trained

• Processes: Thales University– Toolbox for Key

Processes– Specific training courses– E-learning– Upgrade of existing

courses

• ARIS training– Provided by IDS– Web designer & Toolset– Around 100 staff trained

• Processes: Thales University– Toolbox for Key

Processes– Specific training courses– E-learning– Upgrade of existing

courses

• Deployment Seminars

• Reference documents• Communication supports• Training material• Guiding Principles…

• Tools :– Gap Analysis template– Progress Monitoring

dashboard– Good examples…

• Deployment Seminars

• Reference documents• Communication supports• Training material• Guiding Principles…

• Tools :– Gap Analysis template– Progress Monitoring

dashboard– Good examples…

12

Deployment major learning

Opportunities confirmed by divisions

Give consistency to newly created Divisions and Entities and enlarge Process Convergence between entities (sites, BL’s…)

Clean and update reference documents

Value added by new set of processes that didn’t exist (“Manage Customer Account”, “Capture and develop Opportunities”,…)

Reinforcement of role of process owners, tool to facilitate fulfilment of their missions

DEMO

13

Back-up

14

Division XX deployment dashboardDAE 17%

10/03/06 23% OVERALL FOR DIVISION DIVISION TAS FR

THAV FR +

CanadaTAES DAE-UK TMI

STAFF 4800 4800 1000 1300 500WIEGHT 30% 20% 20% 10% 10% 5%

PROGRESS 26% 18% 18% 8% 13% 0%

Step 1 Yes Yes Yes Yes Yes NoStep 2 Yes No No No No NoStep 3

Manage Customer Account - - - - - -Capture & Develop opportunities - - - - - -Win Bid Captured Defined Defined - Defined -Manage Programme Captured Defined Defined - Defined -Develop - - - - - -Source, Make and Deliver Captured Defined Defined - - -Plan Product - - - - - -Provide Services and Support - - - - - -Governance & Organisation - - - - - -Quality & Continuous Improvement Defined - - - - -Risk Management & Security Defined Defined Defined - - -Strategy & Major Investments - - - - - -Target Setting & Budgeting - - - - - -Communication - - - - - -Finance - - - - - -People Management Defined Defined Defined - - -Real Estate - - - - - -Information System - - - - - -Purchasing Defined Defined Defined - - -System Engineering - - - - - -Software Engineering - - - - - -Configuration Management - - - - - -

Step 4 No No No No No NoStep 5 No No No No No No

Content integrated

Certification ObtainedIntranet Publication done

Operational Processes

Management Processes

Expertise & Methodology

% Achieved

ARIS Database availableTeam Set up

Division

Date Target Baseline