Visual Management – Info Centre's Lean Training, Schneider IO

1. Visual Management – Info Centre's Lean Training, Schneider IO 8th December 2010

2. Ground rules Be vocal, ask questions, if it is not clear then you are not the only one – ASK ! 20101019_OperationLeanTraining.pptx

3. Agenda Introductions & Ground Rules 15 mins Delivery Plan for Visual Management 5 mins Info Centres 15 mins Daily Meetings 10 mins Actions / Next steps 10 mins Q&A / Close 5 mins

4. How will we implement Visual Management in Schneider? Diagnostic Implement / Sustain 2 w.c 8/11 3 w.c 15/11 4 w.c 22/11 5 w.c 29/11 6 w.c 6/12 7 w.c. 13/12 8 w.c. 3/1 9 10 11 Tailor / Design Training Christmas Break We are here ! Roll out to Team Managers Train Team Members Design, Agree and Implement Trial Information Centre – one hour workshop for each workstream Support Team and Team Leaders, coaching behaviours and modifying Info Centre if necessary Info Centre Installed and Used Document KPI collection / updating methods

5. Discussion topic What are potential issues around communication within your team or the organisation? What types of communication would you like to see / would be of benefit?

6. What is Visual Management? Project KPI Board Info Centre Test Team Information Centre

7. Information Centre: Examples Information Centres can take different sizes, shapes and colours. They can be adapted to suit the team but the main theme of a daily place to meet, understand performance and drive improvement must remain.

8. What’s in it for me? “Make your workplace into a showcase that can easily be understood by anyone at a glance”.Taiichi Ohno Quality - An info centre seeks to make errors and issues immediately apparent. Quantity - An info centre shows progress or delays against plans • Seeing your process clearly • Bottom up and Top Down communication through Layered Approach • Having a method to improve issues • Having a method to escalate issues quickly • Being able to see your own performance • Choosing your own KPI’s, including customer service • Choosing your own levels at which to react

9. The Info centre makes internal communication easier Info sharing Performance indicators • Exchange of information within the team (events, etc) • Owner: Whole team • Frequency: daily • Contractual KPI and communication of client assessment • Owner: Project director • Frequency: monthly The team Voice of the customer • Orga chart (FO project, BO project, client) • Owner: DP • Frequency: depends on changes • Client vision / expectations • Owner: DP • Frequency: monthly Zoom • Zoom on an ongoing project (today: BAU Lean) • Owner: Project leader • Frequency: Weekly Twice a month, Project Director gathers the whole team in the front of the project Info centre for an internal communication meeting

10. What Information is on an Info Centre? NAME OF TEAM Info Centre CONTINUOUS IMPROVEMENT PEOPLE PERFORMANCE Team Specific Metrics Resource Plan Daily Task List CCC Strips Productivity Lead Time BAU ‘U’ Training Plan Skills Matrix Quality Cost Contact List Behavioural Successes The long term section of the board contains the people, planning and direction setting for the team. Performance is monitored against the standards to drive towards targets Graphs should be simple, focused, easy to understand and easy to update The CCC Board controls the continuous improvement section of the Information centre. The CCC Strips can be used for problems or ideas to track them through to implementation.

11. 1 – People / Long Term The long term section of the board contains the people, planning and direction setting for the team. The Shift Plan and Skills Matrix make sure the right people are in to cover all vital duties. VSM Plans Skills / Availability Successes Success!! Learns… A lessons learned / success area of the board can be powerful in communicating the teams achievements, positive client feedback and key lessons learned Other documents can include Standard Work and Value Steam Maps to highlight the teams key roles and responsibilities.

12. A Skills matrix is made up of 3 parts 1 The matrix with all skills An overview on functional skills: per team… The same for technical skills 2 3 … on the whole project 3 2 Instructions 20101019_OperationLeanTraining.pptx

13. Example of a skills matrix 20101019_OperationLeanTraining.pptx

14. Team Mood: How did you feel today? TRANSPARENCY : do you really care about your team mood ? If not, what are you managing for ?

15. 2 – Performance / KPI Performance is monitored against the standards to drive towards targets Graphs should be simple, focused, easy to understand and easy to update (by hand!) The performance charts on the KPI board then show the performance over a week, month etc. Start / End KPI Board If there is a dip in performance or a worrying spike then a Concern Strip is raised to investigate. An Ideas Strip may also be raised if a better way of completing the process is found Targets / times are set Process changes are then trialled and success monitored to ensure the route cause has been eliminated. Standard Work can be updated and staff re-trained. Problem Solving techniques such as Pareto and 5 Why’s can be used to solve the route cause of the problems

16. Production KPIs Dashboard of delivery KPIs Profitability / productivity indicators Process steps Rework rate Code review rate Profitability indicator Productivity indicator Quality indicators Profitability per order Productivity per step and per order Overall profitability per teams 20101019_OperationLeanTraining.pptx

17. Examples of delivery boards Production Board Daily tasks Schedule Demand list Week days Cycle phases Problems met Team members Daily task plan by a programmer, supporting the daily stand-up meeting Info. on progress 20101019_OperationLeanTraining.pptx

18. 3– Continuous Improvement /Structured Problem Solving:Concern, Containment and Countermeasure (CCC) CCC Board A concern around KPI’s or other areas can be raised and summarised onto the CCC Strip. This starts the problem solving process A containment action is agreed and put in place to stop the problem getting worse The CCC Board controls the continuous improvement section of the Information centre. The CCC Strips can be used for problems or ideas to track them through to implementation. Problem solving activities such as 5 Why’s and Fishbone diagrams help to find a countermeasure to eliminate the route cause The tracking area provides the frequency to check to ensure the problem is solved before removing the CCC Strip from the Information centre

19. Discussion topic Visual Management is… The use of displays and controls as a communication tool to ensure that key information is always at hand. It enables you to identify any issues or problems that arise and ensure that they are acted upon quickly Question: Where you have seen examples of Visual Management being used

20. Examples of Visual Management… So now you know what Visual Management is, how do you use it?

21. Daily Meetings • A short and focused day to day meeting provides a vehicle for :- • Team communication • Business performance management • Continuous improvement Correct use of Information centres & meetings provide the foundation for:- • Target reviewing and setting • Communicating key information • Capturing concerns about performance and process • Solving concerns at the appropriate level • Informing, involving, and engaging all employees • Showcasing to other areas/visitors the active management of the area

22. 5 minute meetings: why is it so important...  help those who bring their Added Value to the client producing in the best conditions …For the team leader? • Condition the team to be productive • Listen to issues and sort them… • Steer delivery • Distribute the work across team members • Share results with the team • Give the tempo • Motivate the group • Reinforce team spirit • Create interactions • Promote synergies …For team members?  Rugby scrum instead of relay race • The quickest a concern is identified, the less costly it will be for the organization …To make it happen daily?

23. Meeting’s Must-Have • Force participants to focus on important topics • It will prevent participants impacting their own schedules… Stick to the timing!! • Meeting is short but efficient • One of the meeting’s goals is to align the team on the different topics, hence it requires full attention from all of them • No phones, blackberrys or laptops! Stop all sources of disruption!! • A more dynamic and voluntary posture • Force to listen and focus • Force to be pragmatic and direct, in order to avoid standing up for too long Stand-up meeting!!!

24. Daily Stand-Up meeting is supported by visual boards enabling to have a view on… … delivery status … other information • By name • 2 modes: • 2-week schedule • By cycle phase • Vacation / training schedule …KPIs … Skills matrix • Productivity / cost • Delay • Quality • Mood …Concerns / action log … overall project / entity • An action has: • Name / short description with a verb • Owner • Deadline • Project Info Centre Problem resolution board Anyone should be able to get a clear view on the situation anytime he / she comes on the floor  Make IT visible ! It also support the whole team in steering their delivery 20101019_OperationLeanTraining.pptx

25. Standard structure of a daily stand-up meeting (Proposal) How did you feel yesterday? (Mood reporting) What did you do / deliver yesterday? What are you going to do / deliver today What concerns did you meet? Progress status on action plan This daily meeting is action-oriented. It happens in the front of visual supports. They enable to display the progress status and give an overview of the situation in a flash. 20101019_OperationLeanTraining.pptx

26. Information Centres: The Capgemini Standards • Focused on a team (or sometimes a process) • Made up of a Whiteboard or Interactive whiteboard – Permanence is key. • Daily 15 minute meetings – not once a week, not 3 times a week… Daily • Content must be clear, simple to understand (the 3-minute rule), easy to update (preferably by hand) • The board must contain the team’s mood • Teams must be able to influence the KPI’s, ideas, issues and problems on the board • Teams are made up of individuals… therefore highlighting individual performance is a requirement The group’s vision is for the whole company to be using Visual Management by end-2011… now is the time to shape what it looks like Video

27. What do we need to do to make Visual Management successful? Get the process right • Meeting structure, attendance, frequency, team reviews, countermeasure close-out, 3 minute mgt. Have appropriate content • Appropriate KPI’s in place i.e. measures that the teams can affect, linked to company cascaded KPI’s Ensure right behaviours • Respect for individual, follow-up/process confirmation outside of meetings (Go, Look & See), structured problem solving

28. How will we implement Visual Management in Schneider? Diagnostic Implement / Sustain 2 w.c 8/11 3 w.c 15/11 4 w.c 22/11 5 w.c 29/11 6 w.c 6/12 7 w.c. 13/12 8 w.c. 3/1 9 10 11 Tailor / Design Training Christmas Break Roll out to Team Managers Train Team Members Design, Agree and Implement Trial Information Centre – one hour workshop for each workstream Support Team and Team Leaders, coaching behaviours and modifying Info Centre if necessary Info Centre Installed and Used Document KPI collection / updating methods Here is an example of a draft Info Centre for DCS ‘Other’ IT Costs......

29. DCS ‘Other’ IT Costs – Draft Info Centre

30. Actions….. What could an Information centre for your team look like? What Information would you like to see on your Info Centre? How can we implement this for your workstream successfully Please bring your thoughts to the Info Centre Workshop

31. Any questions?....

32. Appendices

33. Information Centre Ground Rules A stand up meeting. 10 minutes at the boards. Full attendance on time. One conversation at a time. Manage by exception. KPIs updated before the meeting. Deal with data and facts not opinions. Don’t problem solve during the meeting.

34. Leading an Information Centre Meeting Responsibilities: Managing attendance and timing. Establishing that the board is up to date. Maintain focus. Practise / Support “Go and See”. Ensure concerns are raised for “No Good” conditions. Ensure that root causes of concerns are addressed. Offer coaching and support.

35. Participating in an Information Centre Meeting Responsibilities: Update KPIs before the meeting. Raise a concern strip if your KPI is in the red. Attend the meeting on time. Stay focused. Provide brief clear feedback on your concerns. Support concern resolution.

36. Summary Information Centres record and display key metrics to empower all business levels to make informed data based decisions. They provide a clear and visual representation of your part of the business at a given moment. Information flows up and down the organisation in a clear and immediate way. Deal with Data and Facts not opinions. It is your Information Centre - it may not right first time, so be willing to vary the KPIs.

37. CCC - What triggers a concern? What are the next steps? 1- All problems affecting process / performance should prompt a concern – priority calls may need to be made to focus efforts 2- Concern and Countermeasure Strips are raised Concern is new, with a containment in place within that shift Countermeasure is known and planned (PLAN) Countermeasure is being implemented (DO) Countermeasure is complete and being tracked for effectiveness (CHECK) Countermeasure was successful, standards are updated (ACT) 3- Countermeasures are tracked against the plan with the PDCA cycle

38. CCC strip process (Concern-Containment-Countermeasure) Start Here Raise concern Allocate responsibility Agree and implement Containment Investigate if countermeasure (C/M) is within team’s capacity C/M and plan date Agree C/M and date If problem not resolved Move strips to “In progress” status Update standard Success – Enter onto success log Tracking period complete Move strip to tracking section Move strip to review section Implement