Post on 11-Jan-2016
Visual Management – Info Centre's Lean Training, Schneider IO
8th December 2010
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Ground rules
20101019_OperationLeanTraining.pptx
Arrive on time,
keep to time
Be open, honest and supportive
Turn mobile phones off
Be succinct (summarise) where possible
Be constructive- not destructive No
grenadesLeave your ego at the door
Make sure jargon/language is not a barrier
One voice at a timeEveryone
give 110%
Be vocal, ask questions, if it is not clear then you are not the only one – ASK !
Be vocal, ask questions, if it is not clear then you are not the only one – ASK !
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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
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How will we implement Visual Management in Schneider?
Tailor / Design Training
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
Document KPI collection / updating
methods
Diagnostic Implement / Sustain
2w.c 8/11
3w.c 15/11
4w.c 22/11
5w.c 29/11
6w.c 6/12
7w.c. 13/12
Chris
tmas
Bre
ak
8w.c. 3/1
9 10 11
Roll out to Team
Managers
Info Centre Installed and Used
We are here !
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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?
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What is Visual Management?
Project KPI Board
Test Team Information Centre
Info Centre
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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.
Information Centre: Examples
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What’s in it for me?
Quality - An info centre seeks to make errors and issues immediately apparent.
Quantity - An info centre shows progress or delays against plans
“Make your workplace into a showcase that can easily be understood by anyone at a glance”. Taiichi Ohno
• 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
• Seeing your process clearly• Bottom up and Top Down
communication through Layered Approach
• Having a method to improve issues
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The Info centre makes internal communication easier
Voice of the customer
• Client vision / expectations
• Owner: DP• Frequency:
monthly
The team
• Orga chart (FO project, BO
project, client)• Owner: DP• Frequency:
depends on changes
Zoom
• Zoom on an ongoing project (today: BAU Lean)• Owner: Project leader• Frequency: Weekly
Info sharing
• Exchange of information
within the team (events, etc)
• Owner: Whole team
• Frequency: daily
Performance indicators
• Contractual KPI and
communication of client
assessment• Owner: Project
director• Frequency:
monthly
Twice a month, Project Director gathers the whole team in the front of the project Info centre for an internal communication meeting
Twice a month, Project Director gathers the whole team in the front of the project Info centre for an internal communication meeting
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Resource Plan
BAU ‘U’
Skills Matrix
Productivity
CCC Strips
Training Plan
Successes
Cost
Daily Task List
Quality
Lead Time
NAME OF TEAM Info Centre
What Information is on an Info Centre?
Contact List
Behavioural
PEOPLE PERFORMANCE CONTINUOUS IMPROVEMENT
Team Specific Metrics
Performance is monitored against the standards to drive
towards targets
Graphs should be simple, focused, easy to understand and
easy to update
The long term section of the board contains the people, planning and direction setting for the team.
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.
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Learns…
The long term section of the board contains the people, planning and direction setting for the team.
Other documents can include Standard Work and Value Steam Maps to highlight the teams key roles and responsibilities.
1 – People / Long Term
Plans VSM
Successes Skills / Availability
Success!!
A lessons learned / success area of the board can be powerful in communicating the teams
achievements, positive client feedback and key lessons learned
MATALAN WEEK NUMBERSWK 41 WK 42 WK 43 WK 44
December 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th 13th 14th 15th 16th 17th 18th 19th 20th 21st 22nd 23rd 24th 25th 26th 27th 28th 29th 30th 31st
T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Moughal, Omar C C C C C C C C C C C C C C C C C C H E C C C
Foster, Derek E E E E E M M M M SA SU E M M M M L L H H H H H E E
Wright, Danny E E E E SU M M M M M SA M M M M L L L L L O O O O O
Hutchinson, Anthony E E E E SA M M M M M SU M M M M M L L L L BHO L E E E
Elston, Kate M M M M SA SU M M M M M L L H H H E E E E H SA E E M H
Shallcross, Mike M M M H H H M M M M H L L L L H E E E E H H M M M
Hogarth, Mandy M M M M M M M M M L L L L L E E E E H SA L M M L
Helsby, Brian M M M M L L L L L H E E E E M M M H H H SU H H H H
Lamb, Steve L M M M SA SU L L H H H E E E E E M M M M H SU H M M M
Crosbie, Richard M M M M L L L L L E E E E E M M M M BHO SA SU BHO M M M
Harrison, Paul H H H H H E E E E M M M M M H H M M M M H E L L L
Fallon, Maria E L L L E E E E E M M M M M SA SU M M M M BHO L L L M
Williams, Phillip L L L L E E E E E H H H H H SA SU M M M M BHO BHO L L L
The Shift Plan and Skills Matrix make sure the right people are in to cover all vital duties.
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A Skills matrix is made up of 3 parts
1 The matrix with all skills
2An overview on functional skills: per team…
2… on the whole project
The same for technical skills
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3
Instructions
20101019_OperationLeanTraining.pptx
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Example of a skills matrix
20101019_OperationLeanTraining.pptx
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Team Mood: How did you feel today?
TRANSPARENCY : do you really care about your team mood ?If not, what are you managing for ?
TRANSPARENCY : do you really care about your team mood ?If not, what are you managing for ?
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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.
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
Problem Solving techniques such as Pareto and 5 Why’s can be used to solve the route cause of the problems
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.
Targets / times are set
Start / End
2 – Performance / KPI
KPI Board
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Production KPIs
20101019_OperationLeanTraining.pptx
Dashboard of delivery KPIs
Rework rate
Code review rate
Profitability indicator
Productivity indicator
Quality indicators
Process steps
Productivity per step and per order
Profitability per order
Overall profitability per teams
Profitability / productivity indicators
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Examples of delivery boards
20101019_OperationLeanTraining.pptx
Daily tasks Schedule
Team members
Week days
Daily task plan by a programmer, supporting the daily stand-up meeting
Problems met
Demand list
Cycle phases
Info. on progress
Production Board
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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
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
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.
3– Continuous Improvement /Structured Problem Solving: Concern, Containment and Countermeasure (CCC)
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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
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Examples of Visual Management…
So now you know what Visual Management is, how do you use it?
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A short and focused day to day meeting provides a vehicle for :-1. Team communication 2. Business performance management3. Continuous improvement
Correct use of Information centres & meetings provide the foundation for:-
4. Target reviewing and setting5. Communicating key information6. Capturing concerns about performance and process7. Solving concerns at the appropriate level8. Informing, involving, and engaging all employees9. Showcasing to other areas/visitors the active management of
the area
Daily Meetings
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5 minute meetings: why is it so important...
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 the team
leader?
The quickest a concern is identified, the less costly it will be for the organization
help those who bring their Added Value to the client producing in the best conditions
…For team members? Rugby scrum instead of relay race
…To make it happen daily?
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Stick to the timing!!
Stop all sources of
disruption!!
Stand-up meeting!!!
Meeting’s Must-Have
• Force participants to focus on important topics• It will prevent participants impacting their own
schedules…
• 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!
• 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
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Daily Stand-Up meeting is supported by visual boards enabling to have a view on…
20101019_OperationLeanTraining.pptx
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
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
… delivery status
…KPIs
…Concerns / action log
Problem resolution
board
… Skills matrix
… other informatio
n
Productivity / cost
Delay
Quality
Mood
By name
2 modes:2-week scheduleBy cycle phase
An action has:Name / short
description with a verbOwnerDeadline
Vacation / training
schedule
… overall project / entity
Project Info Centre
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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?
20101019_OperationLeanTraining.pptx
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.
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.
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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
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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
What do we need to do to make Visual Management successful?
2828
How will we implement Visual Management in Schneider?
Tailor / Design Training
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
Document KPI collection / updating
methods
Diagnostic Implement / Sustain
2w.c 8/11
3w.c 15/11
4w.c 22/11
5w.c 29/11
6w.c 6/12
7w.c. 13/12
Chris
tmas
Bre
ak
8w.c. 3/1
9 10 11
Roll out to Team
Managers
Info Centre Installed and Used
Here is an example of a draft Info Centre for DCS ‘Other’ IT Costs......
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DCS ‘Other’ IT Costs – Draft Info Centre
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Actions…..
Please bring your thoughts to the Info Centre Workshop
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
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Any questions?....
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Appendices
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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.
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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.
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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.
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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.
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CCC - What triggers a concern? What are the next steps?
All problems affecting process / performance should prompt a concern – priority calls may need to be made to focus efforts
1-
Concern and Countermeasure Strips are raised
2-
Countermeasures are tracked against the plan with the PDCA cycle
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-
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Raise concern C/M and plan dateInvestigate if countermeasure (C/M) is within team’s capacity
Agree and implement Containment
Allocate responsibility
Agree C/M and date
Success – Enter onto success log
Implement
Move strip to review section
Move strip to tracking section
Tracking period complete
Move strips to “In progress” status
Update standard
CCC strip process (Concern-Containment-Countermeasure)
Start Here
If problem not resolved