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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

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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

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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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