Déployer le Lean lors d’un rachat d’entreprise
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Transcript of Déployer le Lean lors d’un rachat d’entreprise
Paris, 7th December 2010
A.C.E.Action for Continuous
Enhancement
Agenda
Company Overview
The « ACE » methology
The « ACE » program in Findomestic
Honshin Plan, Project Selection & Chartering
Firenze
• Headquarters Located in Firenze – Italy
• Headcount 2.173• 5.000.000 Customers• Part of BNP Paribas Group
since August 2009
Company Overview
Credit Card
Findomestic Gruppo Production Breakdown 2009
Amounts Financed by Findomestic Gruppoin billions of Euro
The Priorities of the Business Plan
• 3 Priorities for a central objective…..
Clear Ideas
• In figures
Recovery andincrease market share
Reach the excellencein operationalEnhancement &risk management
Develop all possible synergieswith BNL
Be bridges to the post-crisis
100 M€ of synergies in 2012
The kick off phase: Clear Factors of success and results
• Clear Factors of success– For the 17 taskforces, quantified objectives top-down
– External support suitable to the context (BCG and Roland Berger) and promotion of transversally by the staffing
– Weekly Project Committee and closing timing
• ~100 people mobilized• ~100 initiatives identified• ~100 IT projects realized• ~100 M€ of synergies identified
Results:
How can ACE support the Strategic Plan?
Defining a new 3-year Strategy
Organizational developmentand managerial environments
Discontinuity of management and business models as a result of an acquisition
Strategic Plan
Economic Ambition (Synergies)
- Top Management Vision
- Gap with the company’s perceived
- High functional mobility
- Change of activities / production sites
- Process Discontinuity / tools and HR
- New Positions & Managers
- Create alignment across the organization
- Understanding the organization based on data and facts
- The creation of value related to incremental costs to support the ambitions of business
The ACE projects after a discontinuity are acting as stabilizers-Wastes Elimination-Refocuses the team on the real priorities-Standardization of conduct
• ACE as a vehicle (projects) of direct communication between the Sponsor (Top Management) and the operational resources
• Align through ACE activities and the Sponsor’s challenge the operational resources to the vision of top management
ACE
Projects Prioritybased on:
-Reduction of the additional marginal costs-Expected synergies materialization
• Go & See – a data-oriented, results driven culture
• Assessment of the Middle Management
How can ACE support the Strategic Plan?
ACE Today– Organisation BNP-Paribas PF
Coach
Coach planned
72% of BNPP-PF world in FTE
São PauloBrasil
ParisFrance
MadridSpain
FlorenceItaly
MunichGermany
ACE Goal
Contribute to improve Findomestic Net income before tax
Eliminate waste
Reduce cost of poor quality
through projects aligned with business strategy to achieve Operational Excellence
Steps which do not add value
Impact of not doing right 1st time
Fundamental Principles of ACE Strategy
Elimination of non value adding activities (7 waste)
Synchronisation of flow at the operational level
Standardisation of processes and operations
Self management by teams of processes and performance
by
Drastically reduce lead-time in the flow of Financial services
Operational Efficiency
Simultaneously !
ImproveService Quality
ReduceResponse Times
ReduceOperational Risk
Better Faster Safer Cheaper
ReduceProcessing Costs
Operating expenses
Price
Margin
Operational Excellence
Lean> Waste Elimination> Flow> Standard
Six Sigma> Scrap / Rework Elimination> Process Optimization> Process Control
Change Management> Efficiency = Quality x Acceptance> Mobilize Commitment> Change Systems and Structures
Acceptance
Speed Variation Reduction
Individual and System Efficiency
Efficiency is not coming from individual performance but from coordination of the team members
THE ACE PROGRAM IN FINDOMESTIC
The BNP Paribas ACE Coach
Role: BNP Paribas ACE coach for Italy (Findomestic Banca)
Certification: LSS Master Black Belt
15+ years experience in Project Management, Lean Six Sigma, Quality and Change Management in Multinational American Companies (Thomas & Betts, Whirlpool Corporation, Parker Hannifin)
Training, Coaching and Certifications of over 250 Green & Black Belts resources
60+ projects as Project Leader and Coach 50+ Kaizen Events as facilitator
Giuseppe Matarazzo
Lean Six Sigma Coach
10% Reports & Program Management
30% Training
Project Leader 3 years assignment on projects A new mind set, better thinkers, a step in the career
60% Coaching
90% Projects5% Training 5% Reports
Roles of the Coach
Findomestic Project Roadmap
Preparation (4 wks)
Kaizen (3 Days)
Implementation (8wks)
Kick OffProject Charter
Validation Action PlanValidation
ACE Project Reviewwith Sponsor
Project Closure & Financial
validation
Timeline
Sponsor
Project Initation Project Validation Project Closure
Preparation
• Define Project Scope and Objectives• Data Collection • «KAIZEN Event“ Preparation
Implementation
• Team Improvement Board and Performance monitoring• All Solutions selected implemented• Team work & Problem Solving• Performance improvement
KAIZEN Event
• Understand Voice of Customer (VOC)• Learn basic Lean tools (VSM, 7 Wastes, 5S, Probelm
Solving etc etc)• Develop an action Plan• Action Plan accepted by the project Sponsor
Key Project phases
Continuous Improvement
• Sustain results achieved and reduce process variation• Team work & Problem Solving• Challange on performance
Involvement in the Process is Critical
Project Leader
Invo
lvem
ent
Preparation Kaizen Implementation Continuous Improvement
Process Owners / Functional Leaders
100%
The Project Leader establish improvements and permanent controls –The Functional Leaders own the process after project completion andthey are responsable for the continuous improvement
The Project Leader establish improvements and permanent controls –The Functional Leaders own the process after project completion andthey are responsable for the continuous improvement
0%
50%
Roles & Responsabilities of the project team
Decide to lanch the project
Provide resources
Help to remove road blocks
Give Go / No go before implementing solutions
Sponsor
Help to select projects with the sponsors
Specialist of the ACE methodology
Give methodological support for the project leader and the team
Coach
Has been trained on change management and LEAN
Devote time to lead projects using ACE methods and tools
Facilitate Kaizen workshop and guide the Project team through solutions identification
Support natural team in executing the action plan.
Help to implement element of continuous improvement
Project Leader Participate actively in Kaizen
workshop’s
Identify the root causes, problems and opportunities to improve the process
Determine practical solutions to implement
Execute the action plan
Project Team
PROGRAMSTATUS
ACE Deployment Status in FindomesticCentro Studi di Zona 49 risorseP.L. C. Valentini - 4 progetti(3 team studio + 1 FOV)
Milano
Firenze
Roma
• ACE Deployment @ Q2 2010• Status YTD:
• 8 Projects completed• 8 in Implementation phase• 4 in Preparation• 1200k€ Financial Benefits savings
Catania
Napoli
Sede 33 risorseP.L. F. Grimaldi, A. Volpintesta, C. CinelliCtx legale, Gest. Frodi, Contab. Fornitori
Centro Studi di Zona 60 risorseP.L. S. D’Ascenzo - 4 progetti(3 team studio + 1 FOV)
Centro Studi di Zona 58 risorseP.L. S. Pennetta - 5 progetti(4 team studio + 1 FOV)
Centro Studi di Zona 43 risorseP.L. R. Giordano - 3 progetti(2 team studio + 1 FOV)
2011 Targets
• 30 Projects launched• 3 – 5 Projects per Project Leader• Sustainabilty and continuous improvement
on closed projects• Advance Problem Solving A3 for Middle
Management in QTR1 2011• Visual Management Standardization• Best Practices - Community
Project Selection & Chartering
The “Hoshin Plan” at Findomestic
At Findomestic we define “Hoshin Plan” as the process we use to manage our longer-term initiatives towards the accomplishment of our strategically-based breakthrough objectives
The Hoshin Plan Process
Hoshin Plan
Breakthrough Objectives
Annual Priorities
Measures
Countermeasures: Problem Solving
Review Meetings
A good Hoshin Plan Process Brings……
• Clear identification of specific, quantifiable breakthrough objectives which are linked to the strategic plan
• Clear identification of initiatives to achieve those objectives
• Development of Projects / Action Plans to implement the initiatives
• Clear identification of resources to work the Action Plans
• Visual Management of status• Process for verifying whether or not the initiatives
are working
Project SelectionVoice of
Business (VOB)
Strategy, PrioritiesImpact on P&L etc.
Customer claimsSatisfaction surveys , etc.
EmployeesRegulatorsAudits, etc.
Voice of Customer
(VOC)
Voice of Process (VOP)
Potential project list1st analyze : Projects not linked to a process (IT, reorg, …) Quick HitsProjects linked to a process Business Priorities Project Charters “GO / NO GO”
Business Case Problem Statement
Project Background Project Execution
Xxxxxxxx Xxx
Explains the context and the reasons why the project is important:Why is it important to do now ?What are the consequences of not doing ?How does this fit within the business or process priorities ?
Xxxxxxxx Xxx
Description of something which is not working, or an improvement opportunityFrom the customer perspective, or from the process’ point of view, what is the problem ?Size and impact of the problem ? Use specific business metrics
Objectives Xxxxxxxx
Xxx
What would you like to do ? How much and what type of benefit will you see ? (revenue, productivity, quality…)
Sponsor First and Last Name Project Leader First and Last Name Team members First and Last Name –
Entity/Function
Coach First and Last Name
Timeframe
Define Visualise / Solve Monitor
Startdd/mm
End dd/mmWorkshop current status: jj/mm …Workshop improvement op: jj/mm …
Scope Process : Segments : Out of scope :
Metrics
Process: What are the boundaries ? (Starting point / end point)Segments: Geographical area, products, customersOut of scope: What is not included ?
Actual Target
Ex. : Lead Time
Ex. : Errors rate
Ex. : Volume processed by day
Financial Impact estimation : X€
Project Charter Template
General Information• Project Name
• Business Case which should contain the What, Where, When and Extent of the issue.
• The opportunity should be related to a key business issue.
Project Objectives• The key objectives for the project. They should be Measurable.
Projected Benefits• Estimated Financial benefits (guidelines in quantifying the opportunity)
Background• What is In and Out of project scope
Resources• List of team members with sufficient skill set to solve the problem.
• Time commitment clearly identified.
What’s Needed Initially on a Project Charter?
Good Project Start
Likelihood of Success
PROJECT EXAMPLES
36
Project Background Realizzazione dell’intervento
Business Case
Project Charter
Descrizione del problema
ACE Operational Excellence
Qualità:
Tempi/stock: • Analisi DFRO U del 31/08/2010 (173 PRT)• LEAD TIME: Da 1 a 86 giorni
Rischi:
Costi operativi:
Mission: “L'ufficio Frodi e Chargeback assicura la realizzazione di un idoneo sistema di gestione delle frodi e degli atti pregiudizievoli dannosi per l’Azienda…”
Contesto: L’ufficio G. Frodi e Cha. (composto da 11,26 FTE operativi più il responsabile) vede ad oggi la presenza di uno stock di prt in attesa di valutazione di circa il 22% del totale (lista DFRO U) e circa il 62% di prt in corso di lavorazione con un tempo di gestione che varia da 1 a 86 gg; 23 gg medi per la chiusura della prt contro un tempo di circa 9 giorni (nel campione analizzato) impiegati dal cliente per fornire i documenti necessari alla valutazione. Gest. Frodi legale ha gestito (1° sem. ‘10) 554 lettere ricevute dai clienti di cui il 29% erano lettere successive alla prima.Lo 0,21% del tot. transato cta (327000€ nel primo sem. 2010) e lo 0,15% del tot. finanziato cta (464000€ nel primo sem. 2010).Le carte oggetto di truffa ad oggi (primo sem. ‘10) sono 821.
Piano industriale: è previsto l’incremento di circa 115000 carte BNL nel triennio 2010 – 2012. A pieno regime il singolo FTE dovrà essere in grado di gestire un aumento del 8,7% dell’attuale carico di lavoro (dato stimato sulla base del rapporto monte carte Findomestic / carte Findomestic oggetto di truffa) derivante dalla sinergia con BNL.
ScopeMetriche
Sponsor Angelo PiazzaProject Leader Andrea VolpintestaTeam Manager Graziano DonniniTeam members Giuseppe Matarazzo; Francesco Grimaldi; Ivana LeoniCoach Giuseppe Matarazzo
Tempistiche
Attuale Target
Stock del 31/08/2010173 prt di cui
valutabili 38
0 (tranne attesa esiti
posta, banca, Cha.)
Passaggio a perdita in % sul monte truffe ( gen – giu ‘10) 35% Mant. Performance
% reclami e % 2° lettere sul totale esitato da G. Frodi legale 40% - 29% - 20% sul tot.
Lead time (campione 50 prt; med) 23gg 14gg
Capacità G. Frodi + CHA ( I° sem. ‘10 ) 17,25 prt/gg + 25% sul tot.
Chargeback 1° quadrim. ‘10 V 71% - P 29% Mant. performance
Kick-off Kaizen Bilancio
IN: Frodi, Chargeback Out: Informative giudiziarieTerritorio coinvolto: Italia
29/06/2010 14 – 16/9/2010 18/11/2010
Frodi e chargeback
• soddisfazione CLT: su 14 interviste media giudizi in una scala da 1a 5, 3.
• 554 lettere inviate da G. Frodi legale (vedi graf.)
• NRFT: 60 PRT IN - T 5 gg - 47 prt rilavorate = 78%
Lettere e reclami (1° sem. ‘10)
• P.p. = 35% circa del monte truffe gestito
Impatto finanziario: vedi S.D.G.
Stock
valutabili
Posta - banca
In corso di lavorazione
Kaizen event
Kaizen event
Kaizen event
Victory belongs to the most persevering Napoleon