Lean (Or Organisation Performance Improvement) Richard Kershaw

1. Lean (Or Organisation Performance Improvement)Richard Kershaw

2. What is Lean ? • The term “lean” is a generalization of the Toyota Production System methodology developed by Taiichi Ohno In practice LEAN THINKING today ... • The rigorous application of lean tools and techniques in the whole organisation • The empowerment of all employees to own and drive improvement • A passionate belief that there’s always a simpler, better way to deliver value to customers A proven way to provide customers with SUPERIOR SERVICE at the LEAST POSSIBLE COST with MAXIMUM EMPLOYEE MORALE Our Approach to Lean, 2008

3. Five Lean Principles developed by Taiichi Ohno… • Specify value in the eyes of the customer • Identify the value stream and eliminate all waste within it • Make the value flow at the pull of the customer • Involve and empower employees • A continuous improvement towards perfection How can we build Lean programmes that hold true to these principles in our world ?

4. Ensure your Lean programme achieves sustainable results… Sustainable Results Behavioral Change Comprehensive Approach Progressive Approach BeLean® is Capgemini’s approach to delivering sustainable results through Lean thinking and delivery

5. BeLean® works to ensure sustainable results… Sustainable Results Manage the Right Way Do the Work Right Do the Right Work A comprehensive and progressive approach

6. Do The Right Work ENVA VA NVA - waste • Describes activities a business does but which do not directly affect customer satisfaction – defined by the business or may be a legal requirement • Describes activities which contribute to meeting customer requirements and satisfaction – defined by the customer • These activities: • ▪ do not contribute to customer requirements and satisfaction • ▪ are not a business or legal requirement. Meeting the customer needs at lowest cost by focusing only on value adding activities – no waste in the value stream !

7. Do The Work Right • Capable people skilled to deliver what is needed • Quality assurance at every stage • Genuine empowerment with appropriate support • Leadership behaviours for all – recruitment to R&R Go-Look-See Continuous Improvement Teamwork Respect Front line Challenge Active & visible leadership at all levels ensures everyone knows their role and what is expected of them

8. Manage The Right Way • An integrated BeLean® Management System - strategy, operational strategy and day to day activity • A Lean information value stream – no waste • Value adding decisions not value destroying • Closed loop continuous improvement The BeLean® Management System - BLMS® Ensuring the whole management system aligns and supports the efforts to deliver the customer needs – the information glue

9. Putting it all together…Capgemini BeLean® Pyramid Key Sustainable Results Do The Right Work Do The Work Right Manage the Right Way Generation II Sustainability Continuous Improvement Mechanisms Lean Performance Management Lean Design Programmes Organizational Design Excellence Asset Integrity Excellence System Demand Reduction Optimised Flow & Pull Systems Quality Assurance Systems Model Sites & Best Practice Generation I Transformation Waste Elimination Programmes Stakeholder Engagement & Communications Leadership Vision & Behaviours Operational Measurement & Reporting Voice of the Customer Value Stream Identification 5S Visual Workplace Lean Practitioner Training & Toolbox Lean Centre of Excellence

10. Applicant We are mapping members key transactions and decisions to identify pinch points and opportunities across the process UCAS, HEIs High Level End to End Admissions Process Submit application Decision Activities Confirm choices Applicant Respond to AS12 and register Register for UCAS Accept interview Transactions Confirm choices Research Apply Assess Decision Reply Confirmation and Clearing Enrolment Invite to and organise interview Distribute decision Transactions Applications received, acknowledged and distributed to schools Send offer letter Send AS12 letter HEI Results received, matched to offers, and distributed Academic screening, Decision Activities Interview and thank you email Decision to make / not to make offer Contextual data check Final decision made

11. 6 key success factors to ensure aneffective & sustainable Lean Transformation 1 Ensure strong sponsorship from top management To change the mindset is difficult and must be supported by the management 2 Use a bottom-up approach to meet top-down objectives Direction / objectives are given by the management. They must be understood and shared to mobilise teams around their ambition. 3 Implement significant coaching for middle-managementOf all employees, these are the most impacted by the introduction of Lean. 4 Create specific Lean competency internally to secure sustainabilityLean knowledge must be transferred to internal “Change Agents” of the organisation. They will be the guardians of the methodology. 5 Take the initial maturity into account To adapt rhythm and actions to local context and needs. 6 Understand the business activity and be recognized as knowledgeable Adapt approach and tools to the specific IT activity (e.g. Infrastructure, Application Development, etc.).

12. The Leadership & Lean Champions must support the teams throughout the differentsteps of the emotional cycle of change Positive Integration (Rewarding Completion) Unaware (Uninformed Optimism) Cementing: Recruit / Promote according to the To be Explanatory: Case for Change Institutionalising: Penalising failure / non-compliance Understanding Level of Optimism Perspective: What the future holds (Informed Optimism) Reinforcing: Measuring success Loss/Doubt Inspirational: Building desire (Informed Pessimism) (Hopeful Realism) Discovery Celebratory: Rewarding success Enabling: Building capability Discomfort Illustrative: Role modelling the way Supportive: Building supportive climate and mechanisms Catalytic: Building will & momentum Negative TIME Not everyone will be in the same place at the same time. Navigating the collective journey as a team is a key to success Leadership behaviours

13. Richard Kershaw Vice President Education Services Capgemini Consulting Mobile: +44 (0)7891 158 946 Direct: +44 (0) 870 238 8946 Richard.kershaw@capgemini.com