1. Lean Management, an Engine for
Improving Performance and Consistency
Lean by BearingPoint
General presentation, 2010
Confidential. © 2010 BearingPoint France SAS

2. BearingPoint
•
To get there. Together
A unique position:
Business Consulting Our difference
 We are an independent firm with European roots and a We are committed to deliver value to our clients, because in
global reach today’s world, we are convinced that Expertise is not
enough:
 We deliver Business Consulting with Management &
Technology Capabilities  We are focused on measurable, sustainable business
 As our client’s trusted advisor for many years, we results
define where to go and how to get there  We develop teaming approaches with our clients, from
strategy through to implementation
 With our entrepreneurial and independent mindset, we
tailor our recommendations and deliverables to your specific
needs
2/3 of Eurostoxx 50’
companies
and public sector 3 200 consultants
organizations in Europe
are clients
900 employees
in France, Belgium,
and the Netherlands
500 M€ Revenue
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 2

3. We deliver Business Consulting with
•
Management & Technology Capabilities
From strategy to operational and Industry and functional experts
technical project delivery
Industry Segments
Public Sector, Communication,
Commercial Financial
Management Technology Defense & Media, Energy
& Industrial Services & Utilities
Infrastructure
Enterprise Strategy and Transformation
Competency Centres
Strategy and Architecture and
Customer Relationship Management
Design organisation specifications
Supply Chain
Finance
Implementation
Operational Systems Integration
Assistance and Project Advisory Human Resources
Technology
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 3

4. Lean Management by BearingPoint
Expertise across Europe
BearingPoint Europe
France Industry
80+ Managers et
Senior Managers en
Europe
4
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 4

5. Lean Management by BearingPoint
« Lean is realizing maximum performances from
excellent processes run by normal persons, while
others often realize normal performances from not
adequate processes run by excellent persons »
1937 1970
Toyota Motor Toyota 1995
Company Production “Lean Product
System Development”
1900 1950 2000
1902 1950 1961 1985
Toyoda Automatic Social & financial Total Quality “Lean Production”
concept
Loom Works crisis Control
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 5

6. Lean Management by BearingPoint
BearingPoint provides
BearingPoint delivers Lean BearingPoint works at
support and expertise to
solutions to its customers developing Lean Awareness
companies all over Europe
BearingPoint accumulated BearingPoint deploys Lean BearingPoint organizes events
experience and knowledge. We Programs for European and knowledge platforms to
develop and support Lean companies facilitate Lean promotion
programs that provide value
 More than 80 Senior  Lean Engineering with Medici
 Manufacturing Managers and Managers club (nov 2009)
 Product Development or handle Lean programs in 16  « Velocity » by Goldratt
Engineering countries in Europe published on March 20, 2010
 Offices  More than 200 consultants
have been implementing Lean  Astrium Management
 Services tools conference
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 6

7. Lean Management by BearingPoint
Expectations about Lean by industrial and service companies
Transversal Adherence Performance
 Processes management  Human centric approach  New potentials for
 Contribution to global  Sense and simplicity improvements
value  Transformation not  Sustainable results
 Efficiency at interfaces revolution  Efficiency
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 7

8. BearingPoint vision of Lean Management
Lean Management is the combination of 7 factors aggregated into a system based not
•
only on technical aspect but also on human aspect:
1 Mindset Flow 2
3
Value
Customer, Enterprise
TECHNICAL SCOPE
HUMAN SCOPE
5 6
Integration PLAN 7 DO Standardization
Interface, Leadership PDCA Best practices, solutions
ACT
CHECK
4
Skills
Expertise, Talent
These 7 items are detailed in appendix#2
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 8

9. BearingPoint vision of Lean Management
1. Mindset: focus Lean management system on people. Give priority to BOTTOM-UP approaches … still
maintain a TOP-DOWN framework
2. Flow: stand back, look at flows objectively and consider them in their entirety. Materialize flows to
help measures and optimize them
3. Value: understand what value means for the client (assess needs according to quality, cost and time
criteria to separate added value and wastes) and for the company (remember that all services have to
contribute to company objective: make benefits)
4. Skills: sustain Lean system by managing competences, knowledge and talents development
5. Integration: manage and make smoother organizational interfaces (between departments, projects,
support function, suppliers, clients, …) to ensure leadership, limit complexity and malfunctioning
6. Standardization: establish standards based on experience and results obtained, PDCA will contribute
to standards too
7. PDCA: perform PDCA (Plan Do Check Act) to ensure continuous improvement
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 9

10. BearingPoint vision of Lean Management
From experience, we have developed a set of principles to design and deploy Lean systems:
•
From Gemba to Model … bottom-up approach
•
 Rather than reengineering processes into a new model, Lean is about practical problem solving ,
on-the-job with team members, identifying best practices and building model from proven
standards
PDCA concerns every management level
•
 Top, middle and operational management are involved in continuous improvement workshops
 Management supports and spreads Lean initiative, initiate mindset change
Structure Lean initiative
•
 Lean implementation starts with a pilot demonstration then is extended through on the job
training and coaching
 The more complex the organization, the more important Lean managers’ workshops are
 Formalized tools and standard best practices contribute to Lean system construction
Include change management into the Lean workstream
•
 Workshops with operating people, on the job training, games and simulation
 Communication
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 10

11. Lean Management by BearingPoint
Service and offers
« Lean 2.0 »: Implement Lean mindset and not only Lean tools. Seminars, training,
coaching and workshops to develop Lean awareness in management and sustain Lean
Manaufcaturing
actions. Change management style, behaviour, attitudes.
« System deployment »: Define a Lean system and deploy a Lean model through
Lean
large organizations, with equivalent maturity, and consistency. Train, coach, assess
and formalize
« Lean Initiatives alignment »: Transform support functions - Quality, Procurement,
Logistics – to align their organization and operations on Lean guidelines. Define new
operating model, new tools, new management standards
« Assess »: Understand what are Lean Management Guidelines. Assess lean maturity
level, define program, train managers and directors. Drive and assist pilot
implementations
Engineering
« Prove »: Apply Lean approach on a limited but consistent perimeter: a design unit,
Lean
a research center. Prove with results
« Systemize »: Define a Lean Engineering System based on common and standard
processes, proven best practices. Align pilot R&D units and adjust the core model.
Deploy the Lean System through the entire engineering organization with equivalent
maturity, and consistency. Train, coach, assess and formalize
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 11

12. Lean Management by BearingPoint
Service and offers
« Assess »: Understand what are Lean Management Guidelines. Assess lean maturity
level, define program, train managers and directors. Drive and assist pilot
implementations
« Solve »: Transform an internal support process or a customer service process to reduce
Lean Office
lead time and rise reliability. Facilitate process ownership after process reeginiering -
shared services – through kaizen appoach. Solve leadtime and cost issues and enhance
business process management
« Systemize »: Define a Lean Enterprise System based on common and standard
processes, proven best practices. Align processes and adjust the core model. Deploy the
Lean System through the organization with equivalent maturity, and consistency. Set a
Lean Academy, train, coach, assess and formalize. Drive pilot Lean workshops
Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 12

13. Confidential. © 2010 BearingPoint France SAS Lean Management by BearingPoint Feb 5, 2010 13