Contenu connexe Similaire à A MEI Lean IT case study - European Lean IT Summit 2012 (20) Plus de Institut Lean France (20) A MEI Lean IT case study - European Lean IT Summit 2012 1. 22 & 23 November, 2012
Paris, France
Doubling the output of the team
and still freeing up resources
for the future
By Richard Mathis, MEI
MEI Company Confidential
3. Agenda
• MEI Introduction
• The story begins
• Lean manager
• Lean & software
• Lean & Team
• Conclusion
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
4. MEI Inc
Gaming Retail Vending Transport
What We Do Leading manufacturer of payment solutions
Global Presence 850 employees across 10 sites, distributors in 50
countries
Significant Volumes 600’000+ payment systems supplied 2011 globally
Currency Experts 100+ currencies covered – banknotes & coins
Experience Over 40 years, 125’000 note acceptors into Transport TVMs
Global Market Share No.1 in Gaming, Retail, Vending & Transport Markets
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
5. MEI locations
Long history
In USA, Europe
Reading
China...
UK
Geneva
Switzerland
Tokyo
Japan
Shanghai China
Querétaro Manufacturing Beijing
Mexico Pennsylvania China
USA
World HQ
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
6. Twice the products?
2007 2008 2010 2011
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
7. 5 days Kaizen Event
• Value stream map
– 65 big steps
– We couldn’t finish all the value stream
• 88 improvement actions plan
• Possible 30% lead time decrease
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
8. Planning & Team
1.2 year of development ahead
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
9. Lean manager ?
Sales Marketing Technical support Engineering
Reporting,
planning,
Communication 4.5h per day
Manager
Could I be at Gemba ?
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
10. Root causes
• No information available online
• Lack of trust from the project requestors ?
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
11. Planning board
Initial version
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
12. Planning board
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
13. Reporting
2009
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
14. Rolling annual yearly average lead time
Reporting
2012
Studies per type & per product type Variance of the lead time on a rolling annual basis
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
15. Lean Manager today?
• 5h per week spent on reporting, planning &
communication
• Once we agree on a date, 99% of the people
stop requesting status reports
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
16. How to deal with
transparency?
• Transparency is scary
• Transparency builds trust
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
17. Data management
2008
• Over 1 TeraByte of data,
• Tens of thousands files
• Different for each product type
• Risk of data loss
Immediate action
Continuous improvement
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
18. Data management
2009
• Clear separation between the releases and the
studies files
• Standardization of the file naming
• Standardization of the directories
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Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
19. Data management
2012
• Some improvements must be done even
though some people are reluctant
After 4 iterations
Version control System
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Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
20. Release process
2011
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Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
21. Release process
2012
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2012 MEI. All rights reserved.
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22. Software obsolescence
2011
70 different types
of software tools
Why ?
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Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
23. Software obsolescence
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
24. Lean & Tools
We improved the process by creating
the right applications to the right place
We increased the number of applications
to handle
Our new tools became a burden
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
25. Lean & Tools
• Automatic non regression tests
• New release : From 3 weeks to 1 day
• 1 day for a new person ready to develop
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
26. Team
What is the impact on the team ?
How the team reacted?
How did they deal with so many
improvements?
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
27. Method
• Focus on little but visible improvements
• Relocation of the laboratory
• 5S
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
28. Security & ergonomics
Version 1
Version 2
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
29. Lean & Team
2008 Lean ? 2012 Lean ?
Can we do this
Well… or this or this… ?
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
30. Lean & Team
Negative No opinion Positive
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
31. Team today
2009
2012
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
32. Feeling
• Teammates seem happier
– They work on more interesting things (more value
added)
• Lots of ideas arise
– Prioritization of the ideas became mandatory: too
many
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
33. Improvement results
• 42% Lead time reduction in 2009
• 30% Productivity increase in 2010
• 75% Lead time Variance reduction in 2011
• 97% reduction of the release process in 2012
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2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
34. Doubling the output
MEI©Company Confidential
2012 MEI. All rights reserved.
Intro The story begins Lean Manager Lean & Software Lean & Team Conclusion
35. 22 & 23 November, 2012
Paris, France
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