SUSTAIN

DEVLOPING A CONTINUOUS IMPROVEMENT CULTURE

 

Improvements can only occur once performance is measured. We created digital & automated KPI dashboards for production - KPIs were carefully selected to align with strategic aims and motivate teams on metrics they had direct influence over.

 

Operators now have daily CI huddles, review their key metrics and uncover additional improvement opportunities.

 

Through Lean Six Sigma training, we aligned teams with what ‘best-in-class’ looks like - helping promote engagement and giving confidence to team leaders to solve the problems most critical to their area KPIs.

IT Company Lean Transformation Case Study

INTODUCTION

While offices have long been seen as vastly different to production environments, they do share a lot of similarities, and the principles behind lean improvements in manufacturing can be transferred into office environments with surprisingly large benefits. Although there is not a product being physically created, a “work item” is being processed and moving through a system and as such, improving flow and removing waste can have vast benefits to productivity, cost and customer value.

 

Having helped many organisations with their Lean & Continuous Improvement journey, we have selected a IT firm to use as a case study to demonstrate our process and the typical results we achieve.

 

The nature of our work is determined by our initial assessment phase, where your improvement potential is uncovered and an improvement roadmap created. Ultimately, every client is unique, which is why we don’t use a ‘one-size fits all approach’, every solution is tailored to each client.

THE PROCESS

THE FLOWPLUS TRANSFORMATION PROCESS

The 3-step FlowPlus transformation cycle is a tried & tested way to achieve sustainable, long-term results. Following the transformation cycle, FlowPlus & our client worked as one-team on the journey towards Operational Excellence.

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ASSESS

IMPLEMENT

SUSTAIN

DEVLOPING A CONTINUOUS IMPROVEMENT CULTURE

 

Improvements can only occur once performance can be measured. That is why we created digital & automated KPI dashboards for all departments in the organisation.

A bespoke lean training package was created and trained to all staff, teaching basic lean principles and some of tools used to reduce waste and improve flow.

A 10 minute daily Continuous Improvement (CI) meeting was set up for each team, allowing teams to voice problems, share improvement ideas, track KPI’s and track ongoing projects.

Each team has a weekly problem solving meeting; using a structured approach to find solutions for problems identified in the daily meetings.

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AUTONOMOUS PROBLEM SOLVING

 

Within the first month of introducing daily CI huddles with automated KPI dashboards, 5 initiatives have been launched and results are already improving. 

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WORKING AS ONE-TEAM

 

The transformation process started with a thorough assessment phase to uncover areas for improvement and gain insight into current practices.

 

Working with a team at the organisation we first collected data; service levels, waiting times, service capacity, cost etc. The team mapped the process for some work items through different value streams, observed work being processed and spoke with the people who were closest to the processes. Areas with large amounts of waste were highlighted and problems that hindered flow identified.

 

The FlowPlus Lean Maturity Audit ™ reviewed operations in 25 categories across the whole organisation, enabling priority to be focused on the areas with greatest improvement potential.

IMPROVEMENT STARTS WITH DATA.

We make data-driven decisions, using facts and insights to guide our solutions.

That’s why we have confidence we can make such a big impact.

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PAVING THE WAY TO OPERATIONAL EXCELLENCE.

 

The assessment identified end to end testing as an area with large improvement potential as waiting times were large, costs for the department high & large variation was leading to inconsistent results from the testing. The implementation roadmap was created with a focussed improvement workshop in E2E testing as the first pilot project, followed by improvements in other areas.

 

The audit identified significant scope for improvement across the organisation in the following areas:

 

-Flow

-Efficiency

-Continuous Improvement

-Culture

INITIAL STATE PERFORMANCE (BEFORE):

E2E DEPARTMENT LABOUR RESOURCE:

68

(The Full Time Equivalent number of employees it requires to keep up with demand of end to end testing)

E2E LEAD TIME:

19

(The time between a customer requesting and E2E test and the test being completed)

VALUE ADD PERCENTAGE

1.75%

(The percentage of the lead time that the is spent on value adding tasks [the testing])

FINAL STATE PERFORMANCE (AFTER):

E2E DEPARTMENT LABOUR RESOURCE:

(The Full Time Equivalent number of employees it requires to keep up with demand of end to end testing)

44

-24 FTE

E2E LEAD TIME:

(The time between a customer requesting and E2E test and the test being completed)

8

-57%

VALUE ADD PERCENTAGE

4.1%

+134%

(The percentage of the lead time that the is spent on value adding tasks [the testing])

EXECUTING THE ROADMAP

 

Following the transformation roadmap produced in the assessment phase, we facilitated problem solving workshops focused on reducing waste and improving flow in the E2E testing department. Redefining the process to minimise the number of process steps and cut down the amount of waiting time allowed the lead time to be dramatically reduced.

Planning was improved with the use of digital Kanban boards and work was balanced to ensure that queues did not build up at any stage of the testing process.

Communication between customers and the department was improved so that future releases could be planned into the work schedule in advance, and an easy-to-use dashboard was created to allow the customers to see problems identified in testing and allow both the customer and the department to track the progress of the solutions.

Individual and team KPI’s were introduced to allow the team to track the performance as improvements were implemented. With the results evident in the E2E testing department, similar workshops were conducted across departments at the organisation.

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WE BELEIVE EVERY ORGANISATION CAN BE IMPROVED