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Copyright Institut Lean France 2011

Make problems visible and usershappy

Catherine Chabiron Lean OfficeFaurecia


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Make users happy

How ?


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The happy end user

He / she expects (progressive stages) :

1. Accuracy2. Availability (when and where)

3. Partnership

4. Advice


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Accuracy and availability

First 2 basic stages

accuracy

availability


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Is this situation under control ?


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Is this situation under control ?


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Can you positively answer the

following questions ? Do we understand the target / mission ?

Can we separate bad from good ? What are the major quality issues ?

Where are the latest customer claims ?

Are we late or on time ?

Etc


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We had a strong suspicion

that : If we could capitalize on what we know as

best practices And implement means to spot any deviation

versus those practices

We could improve accuracy and availability


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Hence the idea to implement

work standards

Any idea what

those are?


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Proposed definition

Sequence of tasks

In a given time

Based on field observation

To efficiently manage recurrent tasks and freetime for complex or extra-ordinary issues


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Why work standards ?

Share and learn from experience (best knownsequence)

To better spot problems : A problem is a deviation versus a standard

And enter a continuous improvement process

(kaizen)P

DC

A


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A problem is a deviation

versus a standard

Evolution of production unbilled deliveries

0

1000

2000

3000

4000

5000

6000

7000

26.03

01.04

12.05

03.06

16.06

23.06

07.07

13.07

21.07

27.07

12.08

18.08

21.08

27.08

02.09

08.09

18.09

28.09

02.10

14.10

Evolution of production unbilled deliveries

0

1000

2000

3000

4000

5000

6000

7000

26.03

01.04

12.05

03.06

16.06

23.06

07.07

13.07

21.07

27.07

12.08

18.08

21.08

27.08

02.09

08.09

18.09

28.09

02.10

14.10

P

DC


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Check and Adjust

We observe execution of standard :

Why did not we work at standard ? Is the work standard adequately covering the

risk ?

And we adjust : Train to standard

Improve the standardP

DC

A


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Right, but which standards ?

Plant work standards ?


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ITIL tells you what to do

but does not explainhow

ITIL standards ?


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Need to come back to work

standard definition Sequence of tasks

In a given time Based on field observation

To efficiently manage recurrent tasks and free

time for complex or extra-ordinary issues

Spot recurrent tasks


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IT recurrent tasks impacting

accuracy and availability Projects Roll-outs

Code

Operations

Changes to production environment

Monitoring and alerts Support

Helpdesks, call centers

Support chains


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So how do we start ?


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First attempt with FMEA

(critical systems)


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First attempt with FMEA

(critical systems)

Not bad but painful approach


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So we went back to Gemba !

A work standard is based on fieldobservation :

Get key IT actors on board tospot causes of an IT outagethat just occurred

Stop the line to spot causesof a defect at assembly

Observe a software rolloutObserve a product launchITPlant


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We started with projects


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We observed project wastes

Buy more than the need

Buy redundant solutions

Loose track of the initial need

Forget to involve users who will use the tool

Develop unused functionalities

Develop and go (support ? maintenance ?)

.


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And started collectingwhat we knew

Principle :

7 risk areas

5 Gate Reviews

Asking questions on the riskmitigation rather than proposing

ready-made solutions to address

them


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We added some features

Critical

questions Corrective action

plan if answer isno

Questions on risks,

rather than ready-

made solutions


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And used every single incident to

improve the standard

Add outagecommunication

system for

users (2011)

Reformulatesupport chain

(2009)Reformulate

support

(2010)

Order bar

code readers

in time

(GR2b)Wait for

architecture design

to order hardware

(GR2a)

Masterunscheduled jobs

(GR3)

Monitor physicalmove of

equipment, servers

(GR2b)


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Problems are now visible

C i ht I tit t L F 2011


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Efficient ?

75 % of projects on time (64 % in Jan 2008, est < 50 %before 2007)

100 % of projects severely off track had not followed theapproach

11 800 users rolled out on SAP in 4 years as per plan



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We also worked on support

and operations



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Confirm causes = 10 WD

Learn from IT

incidents withQRCI

Describe, measure and

protect user = 24 h

Correct, learn and share

= 60 WD



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py g

Analyse deviation vs standard

But standarditself was notclear enough

In this

example,standard not

complied with



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Create orcorrect

standardHence theLessons

Learned Sheet : Clear Before /

After

Share it



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Examples of results brought bywork standards

Global tickets backlog per user

0,100

0,120

0,140

0,160

0,180

0,200

0,220

0,240

0,260

jan10

mar

may ju

lse

pno

v

Jan11 m

armai jul

sep

nov

Data Quality PSS plants

6 8

15 15

4 2

87

0 0

54

8 8 8 8 16 20

3 3 3 33 2

0

5

10

15

20

25

30

2011-M01 2011-M02 2011-M03 2011-M04 2011-M05 2011-M06

nb of plants not

analyzed

Nb of plants with no

incidents

Nb pf plants with level

1 to 2 issues

nb of plants with level3 issues

NRFT

0,0%

10,0%

20,0%

30,0%

40,0%

50,0%

60,0%

70,0%

J 2011 F M A M J

NRFT



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Partnership and Advice

Ultimate stages of usersatisfaction

accuracy

availability

partnership

advice



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Supply chain : rollout a process

rather than a tool

2.4 plant / month vs 0.4

Plants rolled out :

- 2 days of stock



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Reduce investment decision lead

time by 60%60 days

Technical validation Budget approval

20 days



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Help collect best practices on cross

border flows



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Or on customer self billing



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Conclusion



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What we have implemented

reaction

prevention

Continuous improvement Process breakthrough

FMEA

PMS

Line QRCI

Plant QRCI

Work standardsFCP

Managementcontrol, visual

management

A3

Alert

systems

P

DC

A



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Why ?

Each of us needs to manage : Daily operations

AND

Continuous improvement

Firefighter

Manage standards

Time for complex issuesInvest in kaizen



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Traps and difficulties

Difficulties : Convince management to develop their own

standards

Traps :

Design standards away from where things

happen Never change standards

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