Faurecia is a manufacturer of car parts with 90 Just-In-Time production sites that rely on critical IT systems. They developed their Manufacturing Execution System (MES) called fJiT using Agile methods but found they needed to improve collaboration across teams. Tieto coaches helped implement Scrum and define roles. A Kaizen workshop mapped the value stream, found issues, and brainstormed solutions. Participants developed a release plan and better understood each other's roles, improving synchronization. While Agile was a start, adopting more Lean principles across the full value chain was needed for continuous improvement.
We are a manufacturing companyIT business is not our core business but it's critical for itWe have sound experience with Lean@Manufacturing but no experience with Lean@ITBased on our previous (not so positive) experience we decided to try Agile way of working to develop our business critical system for JIT production plantsTieto coaches helped us to significantly shorten time to implement Agile way of working and to make it sustainableThe question was, how to get the product to production, so that it really provides value to business. Therefore we considered Lean@IT, invited key stakeholders and conducted a Kaizen workshop.Not only that we have now key stakeholders synchronized but we also have future value chain designed and a concrete implementation road-map for the first delivery to production.As next steps, we need to agree on how to work with future needs and requests of business (tens of production plants) and how to deliver new features with a reasonable "time-to-market". Other areas to be discussed in more details are release management, requirements management and testing.So we continue are journey of continuous improvement...
We are a manufacturing company. IT business is not our core business but it's critical for it. We have sound experience with Lean@Manufacturing but no experience with Lean@IT.
Based on our previous (not so positive) experience we decided to try Agile way of working to develop our business critical system for JIT production plants
Now are able to produce new and new increments of fJiT solution.But where is a value for our business?
How should the whole value delivery chain work?
And what is the role of other teams?
Therefore we considered Lean@IT, invited key stakeholders and conducted a Kaizen workshop.Kaizen workshop is a tool that serves as a bridge between Agile and Lean, SWD and business
Not only that we have now key stakeholders synchronized but we also have future value chain designed and a concrete implementation road-map for the first delivery to production.
As next steps, we need to agree on how to work with future needs and requests of business (tens of production plants) and how to deliver new features with a reasonable "time-to-market". Other areas to be discussed in more details are release management, requirements management and testing.