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7 year Lean journey

    Chris Vogel




                      1
As the founder of Compass Affiliates, Chris works
directly with leaders and processes to drive customer
value using LEAN. Prior to forming Compass
Affiliates, Chris worked for Wells Fargo as an
Operations Senior Vice President. During his tenure
at Wells Fargo, he focused on forming a new division
using Lean Principles, Culture and Tools.




                                         2011
                                                        2
•   Context for discussion

•   Background and timeline for managing DM
    Operations & Technology for Wells Fargo

•   Problems and countermeasures over the
    journey

•   Questions

                                              3
1. How to “LEAN out” IT processes

2. How to Integrate IT and Operations in a
   LEAN way.




                                             4
5
6
7
•   Paperwork is relied on to communicate problems
    although it translates requirements poorly
•   Copious paperwork is generated and the bulk is unused
•   Project timelines and budgets are exceeded
•   Problems are not visible until UAT

•   Customer Value is seldom known or discussed
•   The Business prescribes the solution based on their
    interpretation of the technology
                                                            8
•   Reliant on interpersonal skills of relationship
    manager
•   Problems are not visible until UAT
•   Everyone seems to be collaborating
•   Everyone knows who to blame
•   Value often lost in negotiation


                                                      9
•   Value of the work is known and actively managed by
    the team

•   Improvement cycles are shorter, tested sooner and
    can be timed with Operations kaizen

•   The team builds process and technical knowledge
    together

•   The team succeeds and fails together


                                                         10
Document Management is a support team providing paper imaging, electronic
document routing, data lifting and document storage services to the Home and
Consumer Finance division of Wells Fargo. The Home and Consumer Finance
division included; Home Mortgage, Financial, Insurance, Home Equity
Lending, Credit Cards, Student Loans, Trust Services.

To serve internal Wells Fargo Business Partners operations sites of 200-500
staff existed in North Carolina, Minnesota, Iowa and Texas. 1,800 team
members provided services over two shifts, six days a week.

A team of 68 IT professionals developed, integrated and maintained 144
servers, 4 image capture production systems, OCR and Data Lifting
applications, 13 image viewing applications, automated smartdoc import /
export applications, image & data storage and multiple supporting applications.
Image production alone was 1 billion images in 2010.

42 other support staff included; project managers, junior and senior process
engineers, business analysts, testing analysts, reporting analysts, etc.
                                                                                  11
Overall
                     Year 1   Year 2   Year 3   Year 4   Year 5   Year 6   Improvement
Operations Cost
per Image            13%      24%      25%      25%      34%      28%         76%
(decrease)

Images per FTE
                     (21%)    27%      30%      40%      21%      17%         168%
(increase)

Image Availability
Lead time            45%      17%      20%      25%      28%      31%         92%
(decrease)

Space
Consumption          33%      26%       0%       0%       0%       0%         50%
(decrease)

First Pass Yield     64.0%    78%      99.5%    99.8%    99.9%    99.9%    35.9 pct pts


Business Partner
Service Level        50%      75%      99%      99%      99.5%    99.7%    49.7 pct pts
Compliance

  Transactional
                     12%      (10%)     0%      100%     111%     50%         371%
     Volume
                                                                                          12
First few years:
• Organizing and building the Lean approach

•   Removing operational waste
•   Stabilizing the IT platform
•   Creating Value Streams and aligning resources
    for continuous improvement
•   Learning to work in a new way

                                                    13
14
15
16
17
•   IT staff and Operations staff started to work together
•   IT Management and Operations management started
    communicating using facts
•   Daily operations became more stable



•   Continuous improvement cycles were not synchronized
    between Operations and IT
•   Ops, project management, IT and testing worked in
    functional silos

                                                             18
5 Operational Value Streams each with:
•   Clear identification of a Customer and Customer
    Value
•   A set of processes and production standards to
    designed to deliver and monitor the value delivery
•   A set of hardware and software to people and
    processes
•   Trained, experienced, skilled staff


                                                         19
Value Stream Mgr       Approves improvement and ensures cross-value
                       stream integration
Work Cell Supervisor   New process, production metrics and operational
                       documentation
Ops Team Leader        Process expert and testing resource
Project Manager        Improvement milestones, coordinates
                       schedule/budget/resources, runs daily scrum,
                       ensures value delivered
Process Engineer       Process design, cross stream integration, creates
                       operational standards
IT Developer           IT Development, system integration, unit testing,
                       alignment with component strategy
Test Lead              Coordinating all aspects of technical and user
                       acceptance testing
Operations Staff       Process design input, production testing
                                                                           20
•   1 ½ month or 45 day Sprints
    •   1 week prep/ problem identification
    •   4 weeks problem solving
    •   1 week debrief

•   Daily scrums with core team
•   Progress tracked with sprint boards
•   Improvements made with maintenance release or
    coordinated with quarterly corporate release


                                                    21
22
Problem: Too many developers were trying to change the
  same component or application
Countermeasures:
  •   Component owners identified
  •   Component strategies created

Problem: Operations leadership, support resource leadership,
 and IT leadership did not appear to support each other
Countermeasures:
  •   Leadership participation in the scrum and sprint activities
  •   Cooperative problem solving

Problem: Operations leadership, support resource leadership,
 and IT leadership needed to set clear coordinated objectives
Countermeasure:
  •   Improved strategy deployment at the Senior Team Level
                                                                    23
Questions?



             24
www.lean-it-summit.com




                         25

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A 7 year lean journey

  • 1. 7 year Lean journey Chris Vogel 1
  • 2. As the founder of Compass Affiliates, Chris works directly with leaders and processes to drive customer value using LEAN. Prior to forming Compass Affiliates, Chris worked for Wells Fargo as an Operations Senior Vice President. During his tenure at Wells Fargo, he focused on forming a new division using Lean Principles, Culture and Tools. 2011 2
  • 3. Context for discussion • Background and timeline for managing DM Operations & Technology for Wells Fargo • Problems and countermeasures over the journey • Questions 3
  • 4. 1. How to “LEAN out” IT processes 2. How to Integrate IT and Operations in a LEAN way. 4
  • 5. 5
  • 6. 6
  • 7. 7
  • 8. Paperwork is relied on to communicate problems although it translates requirements poorly • Copious paperwork is generated and the bulk is unused • Project timelines and budgets are exceeded • Problems are not visible until UAT • Customer Value is seldom known or discussed • The Business prescribes the solution based on their interpretation of the technology 8
  • 9. Reliant on interpersonal skills of relationship manager • Problems are not visible until UAT • Everyone seems to be collaborating • Everyone knows who to blame • Value often lost in negotiation 9
  • 10. Value of the work is known and actively managed by the team • Improvement cycles are shorter, tested sooner and can be timed with Operations kaizen • The team builds process and technical knowledge together • The team succeeds and fails together 10
  • 11. Document Management is a support team providing paper imaging, electronic document routing, data lifting and document storage services to the Home and Consumer Finance division of Wells Fargo. The Home and Consumer Finance division included; Home Mortgage, Financial, Insurance, Home Equity Lending, Credit Cards, Student Loans, Trust Services. To serve internal Wells Fargo Business Partners operations sites of 200-500 staff existed in North Carolina, Minnesota, Iowa and Texas. 1,800 team members provided services over two shifts, six days a week. A team of 68 IT professionals developed, integrated and maintained 144 servers, 4 image capture production systems, OCR and Data Lifting applications, 13 image viewing applications, automated smartdoc import / export applications, image & data storage and multiple supporting applications. Image production alone was 1 billion images in 2010. 42 other support staff included; project managers, junior and senior process engineers, business analysts, testing analysts, reporting analysts, etc. 11
  • 12. Overall Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Improvement Operations Cost per Image 13% 24% 25% 25% 34% 28% 76% (decrease) Images per FTE (21%) 27% 30% 40% 21% 17% 168% (increase) Image Availability Lead time 45% 17% 20% 25% 28% 31% 92% (decrease) Space Consumption 33% 26% 0% 0% 0% 0% 50% (decrease) First Pass Yield 64.0% 78% 99.5% 99.8% 99.9% 99.9% 35.9 pct pts Business Partner Service Level 50% 75% 99% 99% 99.5% 99.7% 49.7 pct pts Compliance Transactional 12% (10%) 0% 100% 111% 50% 371% Volume 12
  • 13. First few years: • Organizing and building the Lean approach • Removing operational waste • Stabilizing the IT platform • Creating Value Streams and aligning resources for continuous improvement • Learning to work in a new way 13
  • 14. 14
  • 15. 15
  • 16. 16
  • 17. 17
  • 18. IT staff and Operations staff started to work together • IT Management and Operations management started communicating using facts • Daily operations became more stable • Continuous improvement cycles were not synchronized between Operations and IT • Ops, project management, IT and testing worked in functional silos 18
  • 19. 5 Operational Value Streams each with: • Clear identification of a Customer and Customer Value • A set of processes and production standards to designed to deliver and monitor the value delivery • A set of hardware and software to people and processes • Trained, experienced, skilled staff 19
  • 20. Value Stream Mgr Approves improvement and ensures cross-value stream integration Work Cell Supervisor New process, production metrics and operational documentation Ops Team Leader Process expert and testing resource Project Manager Improvement milestones, coordinates schedule/budget/resources, runs daily scrum, ensures value delivered Process Engineer Process design, cross stream integration, creates operational standards IT Developer IT Development, system integration, unit testing, alignment with component strategy Test Lead Coordinating all aspects of technical and user acceptance testing Operations Staff Process design input, production testing 20
  • 21. 1 ½ month or 45 day Sprints • 1 week prep/ problem identification • 4 weeks problem solving • 1 week debrief • Daily scrums with core team • Progress tracked with sprint boards • Improvements made with maintenance release or coordinated with quarterly corporate release 21
  • 22. 22
  • 23. Problem: Too many developers were trying to change the same component or application Countermeasures: • Component owners identified • Component strategies created Problem: Operations leadership, support resource leadership, and IT leadership did not appear to support each other Countermeasures: • Leadership participation in the scrum and sprint activities • Cooperative problem solving Problem: Operations leadership, support resource leadership, and IT leadership needed to set clear coordinated objectives Countermeasure: • Improved strategy deployment at the Senior Team Level 23