Continuous Improvement in Learning & Performing by Arthur van Wylick, EDSN, Lean IT Summit 2014
-
Upload
institut-lean-france -
Category
Technology
-
view
185 -
download
0
description
Transcript of Continuous Improvement in Learning & Performing by Arthur van Wylick, EDSN, Lean IT Summit 2014
P ris, France
16 & 17 October, 2014
Copyright © Institut Lean France 2014
Lean IT Summit ®®
EDSN’s Transition
Continuous Improvement in
Learning & Performing
Arthur van Wylick
Version 1.0
Lean IT Summit ®®
Agenda
Con
nuousIm
provementSuccess
Phase3Phase2Phase1
Departmental
op misa on
Outsidein
op misa on
Value
Chain
op misa on
Employees
Management
MT
0
2
4
6
8
10
Starttraject OverdrachtHofP
#callsperweekperemployee
Numberofcallsperweekperemployee
+80%
Start Handover
2
Approach
Results Lessons Learned
Discussion
Challenge
Energy Data Service Netherlands (EDSN) is the market
facilitator for the Dutch Energy market
3
2011 2012 2013
Turnover 9.4 14.1 21.6
Assets 7.2 20.8 30.5
employees (total)
19 (120)
22 (120) 35 (70)
Balance
Responsible
Supplier
Service
Provider
Producer
Grid
operator
Transport
System
Operator
• Metering point administration
• Measurement data registration
• Allocation & Reconciliation
• Balancing & Settlement
Market facilitating platform for providing access to:
EDSN
Commercial Regulated
Being part of the changing energy market, EDSN has
started an ambitious transition in 2011
From Hub To Central Agent
Goal Distributer of messages between parties
Manager of centralized registers
IT Systems Routing service Centralized Registers
Mindset Best effort Mission critical, zero fault
Regulation Loosely regulated Tightly regulated
4
EDSN
. DSO
transition EDSN
. DSO
Hub Central Agency
5
Status of EDSN by the end of 2012
• Significant overrun on its IT project;
• Customers had taken over the project management;
• EDSN was challenged by customers to prove itself capable of managing mission critical
systems.
Consequence
• The supervisory board had ordered a McKinsey audit;
• A new CEO was appointed as per January 2013.
In 2012 EDSN was facing a significant challenge to take
up its role as a central agent
EDSN
. DSO
transition EDSN
. DSO
Hub Central Agency
The new CEO has launched a clear agenda to secure
the future of EDSN
6
Get IT project back on track
Prepare EDSN for its new
role as market facilitator
EDSN’s change approach was built
on 2 LEAN principles
7
Phased approach
Employees
Management
MT
CI interventions simultaneously at all levels
Co
nti
nu
ou
s Im
pro
vem
ent
Succ
ess
Phase 3 Phase 2 Phase 1
Departmental
optimisation
Outside in
optimisation
Value
Chain
optimisation
8
Phase 1
• Optimization focused on
departments;
• Capture low hanging fruit;
• Tackle largest dissatisfiers;
• Create boost in employee
Morale;
• Build credibility;
• Get right people on the bus.
Phase 2
• Define value chains;
• Establish new
responsibilities;
• Tackle interdepartmental
issues;
• Stimulate and allow high
impact improvements;
• Align non core teams.
Phase 3
• Customer demand as a
basis for services offered;
• Eliminate ‘non desired
services and products’;
• Awareness of and ability to
translate trends and
developments into services;
• Align service portfolio with
customer requirements.
The phased approach has given the organization
and its stakeholders a clear scope
Co
nti
nu
ou
s Im
pro
vem
ent
Succ
ess
Phase 3 Phase 2 Phase 1
Deptart-
mental
optimisation
Outside in
optimisation
Value
Chain
optimisation
Interventions at all levels were focused on
creating a customer excellence mindset and
leading by example
• Build mindset of customer excellence;
• Build mindset of ‘you can make a
difference’.
9
• Build mindset of facilitating the
development of personal skills and know
how to deliver customer excellence;
• Lead by example.
• Create customer excellence mindset;
• Have a zero tolerance mindset for
deviations from mindset;
• Lead by example.
Goal
Employees
Management
MT
Level
Interventions at all levels require outside support -
House of Performance supported EDSN with Lean and
personal development support
10
• Daily stand ups;
• Kaizens;
• Introduction of KPI’s on first time right
and first call resolution.
• Coaching on management style (1 on 1);
• Alignment of management controls for
Service Profit Chain.
• Development of shared vision;
• Monthly team building sessions;
• Intervision and Kaizens;
• Sinners vs Saints analysis (and follow
up).
House of Performance supported
Employees
Management
MT
Key achievements of first phase are impressive
0
2
4
6
8
10
Start traject Overdracht HofP
Customer Satisfaction (Service Dept.)
+16%
0
2
4
6
8
10
Start traject Overdracht HofP
Employee Satisfaction (Maintenance Dept.)
0%
10%
20%
30%
40%
50%
60%
70%
Start traject Overdracht HofP%
Th
rou
ghp
ut
calls
0
2
4
6
8
10
Start traject Overdracht HofP
# ca
lls p
er w
eek
per
em
plo
yee
0
2
4
6
8
Start traject Overdracht HofP
Thro
ugh
pu
t ti
me
(day
s)
Number of calls per week per employee
Throughput calls in % (Chain: 1st and 2nd line)
Throughput time calls (Chain: 1st and 2nd line)
+21%
Start Handover Start Handover
+80% -65% -28%
Start Handover Start Handover Start Handover
In first phase IM and Maintenance & Support were
most successful, Projects lagged behind
12
MT
Information Management
Projects Maintenance
& Support
F&A Purchasing
HRM
Information Management:
• Focus on productivity through standardization of
work processes and eliminating waste;
• Impressive results.
Maintenance & Support:
• Traditional approach of eliminating waste
• impressive results in productivity, customer
satisfaction and mindset.
Staff departments:
• focus on support process improvement;
• 2nd wave, focus on ‘getting in control’.
Projects:
• Few results due to focus on delivery of program;
• stand alone mindset.
✔ ✖ ✔
✔ ✔
✔
Co
nti
nu
ou
s Im
pro
vem
ent
Succ
ess
Phase 3 Phase 2 Phase 1
Deptart-
mental
optimisation
Outside in
optimisation
Value
Chain
optimisation
EDSN has started second phase optimization;
focus on improvement of innovation cycle
13
Sept
2014
Management Assessment
June 2014, start with value chain based
organization
Period of chaos
and doubt
Moment of truth
Projects (build)
Value Chain thinking led to major breakthrough for
Projects (by necessity due to vacancy)
14
Information Management
(design)
Maintenance & Support (manage)
Before phase 2: • 2 handover moments;
• Limited ownership;
• Departmental success not
always in line with EDSN
success;
• 3 cultures.
In phase 2: • Committed handovers;
• Staffing from line departments in
Projects;
• Common principles, KPI’s and
values;
• Everybody is committed to
successful outcome.
Information Management
(design)
Maintenance & Support (manage)
Projects (build)
Main Learnings
• Phased approach works well:
– Keeps focus;
– Provides roadmap;
– Sets management agenda.
• Continuous Improvement interventions need to be at all levels:
– With strong focus on mindset of customer excellence;
– Personal belief: not talking about money saves a lot of money;
– Be very tough on deviators from mindset of skillset and customer excellence;
– Mirror of outside consultant for team is needed;
– Skill set of outside consultant for interventions at all levels is needed.
• Managing a project with all stakeholders in team works well;
• Active ownership by management acts as a catalyst to cross silo boundaries;
• Management Pyramid is indeed upside down. Cracks in higher management team lead to tip
over;
• Although the transition has been very successful, almost 30% of staff has left the company
during phase 1 and the start of phase 2.
15
Lean IT Summit ®®
Contact Details EDSN, The Netherlands
www.edsn.nl
Arthur van Wylick
[email protected], +31 62 96 28 286
(CEO until July 11, 2014)
Paul Roos
[email protected], + 31 35 54 80 180
(CEO as of July 12, 2014)
16
House of Performance, The Netherlands
www.hofp.nl
Stephanie Hunfeld
[email protected], + 31 30 23 93 360
Consultant
Heiko van Eldijk
[email protected], + 31 30 23 93 360
Partner