Lean nsn customerandsupplier_03262010

Public 1 © Nokia Siemens Networks P. Jannez - NSN/BSO/SOM / C. Ignace - Operae

Lean, customer & external IT services supplier2nd Lean Summit France – Lyon, 30-31.03.2010

Pierre JannezNSN

Christian IgnaceOperae



The challenge

Miserable results

What is going on?

Getting the right things done

Replay

Lean or not lean ?

Agenda



The

Cha

lleng

eA day an happy customer

decided to challenge

his supplier

who bravely took it up

and jump to animmediate solution

& a less immediate one.



The

Cha

lleng

edelivering

complex featuresA day an happy customer


his supplier






The

Cha

lleng

efor a billing solutionA day

an happy customer


his supplier






The

Cha

lleng

eon time &

with high level of reliabilityA day an happy customer


his supplier






The

Cha

lleng

e40 times a year A day

an happy customer


his supplier






2007T

he C

halle

nge

Annual NegotiationA day an happy customer


his supplier






The

Cha

lleng

e 10%

A day an happy customer


his supplier






The

Cha

lleng

e 50%



his supplier






The

Cha

lleng



his supplier






a Telecommunication

Company

The

Cha

lleng



his supplier






Partner to 75 of the world’s

top 100 operators

The

Cha

lleng



his supplier






60,000 employees

The

Cha

lleng



his supplier






Serving 1,400 customers T

he C

halle

nge



his supplier






in 150 countries

across 5 continents

The

Cha

lleng



his supplier






managing networks

serving more than 130 million subscribers

The

Cha

lleng



his supplier






Generating 12,6 billions € net sales in 2009

The

Cha

lleng



his supplier






The

Cha

lleng



his supplier






The

Cha

lleng



his supplier




• Over 20 millions of end customers impacted

• 1 million of parameters used 24/24

• 40 projects per year

• 10 000 parameters update 4 times per month



The

Cha

lleng



his supplier






Well Done !?T

he C

halle

nge



his supplier






The

Cha

lleng



his supplier






LeanT

he C

halle

nge



his supplier






Mis

erab

le R

esul

tsWe started working…

…abandoning our own supplier…

…with unexpected results.

…together with the customer & the supplier



Mis

erab

le R

esul




…to understand the process



Mis

erab

le R

esul




…looking for Value & Waste



Mis

erab

le R

esul




…to streamline the value chain



Mis

erab

le R

esul




…and reduce the lead time



Mis

erab

le R

esul






Wha

t’s g

oing

on?

Why you supplier

are so bad?

Explain !

We have to see…

…to understand.

In the meantime

the customer…



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantime

the customer…



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantime

the customer…

Yes but…



our customer is in a bad moodW

hat’s

goi

ng o

n?Explain !

We have to see…

…to understand.

In the meantime

the customer…

Quality



Wha

t’s g

oing

on?

We don’t like that very much…

Explain !

We have to see…

…to understand.

In the meantime

the customer…



Wha

t’s g

oing

on?

because…

we are unable to explainwhat is going on…

Explain !

We have to see…

…to understand.

In the meantime

the customer…



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantime

the customer…

We are



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantime

the customer…



Wha

t’s g

oing

on?

…and go to the GembaExplain !

We have to see…

…to understand.

In the meantime

the customer…



Wha

t’s g

oing

on?

…to walk the processExplain !

We have to see…

…to understand.

In the meantime

the customer…



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantimethe customer…



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.




Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.


Inefficient working organization.



Different ways to do the same thing

Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.




Knowledge in brain of few experts

Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.




Loss of knowledgeW

hat’s

goi

ng o

n?Explain !

We have to see…

…to understand.




Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantimethe customer… …see a quality



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.


…visibly deteriorating



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantimethe customer… …see projects



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.


…delivered on time

but… without any visibility



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.


…not always mastered

…see costs



Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.

In the meantimethe customer… …which makes him



…in a very very bad moodW

hat’s

goi

ng o

n?Explain !

We have to see…

…to understand.




Wha

t’s g

oing

on?

Explain !

We have to see…

…to understand.


…pushing us to get

the right things done:



Restore customer satisfactionW

hat’s

goi

ng o

n?Explain !

We have to see…

…to understand.

In the meantimethe customer… 0 defect



Get

ting

the

right

thi

ngs

done

Kaizen

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Supplier teams don’t see the customer and have a vague feeling of him.

Wha

t’s g

oing

on?

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Graphs & operational indicators are not known

by internal & external teams

Wha

t’s g

oing

on?

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Wha

t’s g

oing

on?

Time To Deploy

ExceptEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Wha

t’s g

oing

on?

No global vision of the processEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Wha

t’s g

oing

on?

18 projects in //with constrained dead line

continuously…

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Supplier NSN Customer

Team A

Team B

TL

TL

PM

PM

MOA

Marketing

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…external supplier teams in several regions

on several siteson several floors

Wha

t’s g

oing

on?

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Wha

t’s g

oing

on?

…exchanges done by e-mail or call-conferenceEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



No time to solve more than the last visible symptom

Wha

t’s g

oing

on?

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Lot of “problems”

but

no measurements

Wha

t’s g

oing

on?

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

A stratified project’s organizationEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Preventing people to see…

Get

ting

the

right

thi

ngs

done

Customer Challenge

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…and to work as a team. G

ettin

g th

e rig

ht t

hing

s do

neEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



“Success” is monitored with KPIs…

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…instead of using Operational Indicators.

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



KPI’s are defined from the past…

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…without involving Teams and PMs…

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

…leaving them blind Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

…to quality and delays requirements

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

No time for developing people:Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

A process sustained by…Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

…a collection of

hyper competences Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

…creating as many bottlenecks Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done Teams used 100%

of their time

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Trained as it comes… Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…with a huge turn over rate…G

ettin

g th

e rig

ht t

hing

s do


Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…preventdevelopment

of people

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…which is reinforced

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…by inappropriate standards

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…oldG

ettin

g th

e rig

ht t

hing

s do


Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…empty or inaccessibleG

ettin

g th

e rig

ht t

hing

s do


Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…used too soon or too lateG

ettin

g th

e rig

ht t

hing

s do


Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



…by lack of rulesto managedocuments

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Tools are missing or faulty

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

… by unstable inputs with uneven quality…

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

…delivered late, several times…Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

…and corrected or modified all along projects.Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Engage all teams (supplier & NSN) in writing problems by hand on wall to solve them

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Starting by “pebble” in the shoe.

Don’t write problem by yourself.

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Don’t forget to solve problems !Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Less excel, more pencils!

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Show the global processEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Adjust, Do, Check & resume.

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Show the “to do/done” per project to all stakeholders including supplierEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Start by the team that is willing to do it

Sustain with constancy

Adjust template

Support team leader & team members

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Gemba, Gemba, Gemba!Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Encourage the various managerial levels to do so.

“We are coming to help not to control”

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

doneGet out of your office!Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Promoting and ritualizing physical or remote meetings.

Frequency: Daily, weekly, monthly

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

PM drives daily “Scrum”…

with operational staff including suppliers

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Daily “Scrum”: 3 questions:Is everything OK?What have been done/solved?What is blocking?

Daily follow up with supplier

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Train supplier managersto co-animate KaizenEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Kaizen in face to face,

in team premises,

on a regular basis: each 2 months

with operators,

on recent problem.

We don’t know yet how to run efficiently a Kaizen in remote mode

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Display problems resolution statusEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Share progress of actions with customer & supplier each 2 weeks

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Show customer’s mood & Operational IndicatorsEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Share the same level of operational information betweencustomer, internal team & supplier

Unify reporting standards

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Identify two experts…Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

…and plan time for training toEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Write detailed Mode Of OperationsEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

and a configuration mapEngage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

From a naïve & heavy approach…

Configure then Test

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

to Jidoka…Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action

Make problems visible as soon as they are produced



Problem solving with supplierG

ettin

g th

e rig

ht t

hing

s do


Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Create check lists (pre-study, roll out, …)

Update the check list to depict real actions (one check box per action,...)

Require the utilization of the checklist during roll out.

The check boxes have to be filled with a pencil.

Adjust the check list to the modified environnement

Action forgot during roll out, why?

New comer did not know he had to make this gesture.

Another action forgot during next roll out, why?

Check list was filled the day after using laptop

One check box for 6 repeated actions

Human & technical environment is modified

Another action forgot during next roll out, why?

Another action forgot during next roll out, why? G

ettin

g th

e rig

ht t

hing

s do


Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action



Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action

Naming rules



Internal actors define the naming & storing rules for deliveries

Adjusted in 25 iterations in 19 months

More than 85 projects per year

By 45 people in 5 distinct entities

10 to 20 new files co written and read per day

Get

ting

the

right

thi

ngs

done

Engage the supplier

Gemba, Gemba,

Gemba…

People first

Then method

Finally process

Examples of action

Naming rules



Rep

lay

Good results

But…

…so

2008 2009

/30%Defects



Rep

lay

Good results

But…

2008 2009

-30%Lead Time



Rep

lay

Good results

But…

…so action…

2008 2009

x2Volume



Rep

lay

Good results

But…

2008 2009

+20%Work force



Rep

lay

Good results

But…

The supplier appropriates Kaizen

& organizes them alone



Rep

lay

Good results

But…

2009November



Rep

lay

Good results

But…

Back to the future



Rep

lay

Good results

But…

…a new supplier



Rep

lay

Good results

But…

Within 3 months, same raisons,

same consequences…



Rep

lay

Good results

But…



Rep

lay

Good results

But…

…Customer



Rep

lay

Good results

But…

…so action !

…and teams



G-Continuous

improvementChallenge Variability

Waste

C-

Comitment Teamwork & Respect

H - Quality H - Delays H - Costs

E – Train & write standards: Abacus, Check-list, detailed mode of operation & map

D – Solve problems one by one: PDCA & Kaizen

A – Go & See by yourself: Genchi Genbutsu & Visual Management

B

F – Satisfy customer completely

Give me exactly

what I want

Where I want

When I want

Be reliable

Don’t make me loosing

my time

Rep

lay

Good results

But…

…so action !



Challenge

Go & See

Problem Solving

Respect For People

Team Work

Toyota Way

Lean

or

not

lean

?

leanlean

lean



Challenge

Go & See

Problem Solving

Respect For People

Team Work

Toyota Way

Pro’s

Cost

Lead time

Con’s

Wrong challenge at the beginning

Quality first

Lean

or

not

lean

?



Challenge

Go & See

Problem Solving

Respect For People

Team Work

Toyota Way

Pro’s

Many gemba walks done by the coach

Con’s

NSN, Supplier & Customer Managementnot fully involved.

Lean

or

not

lean

?



Challenge

Go & See

Problem Solving

Respect For People

Team Work

Toyota Way

Pro’s

Many Kaizen organized by coachKaizen organized by supplier himselfMany problems solvedStandards created & modified accordingly

Lean

or

not

lean

?



Challenge

Go & See

Problem Solving

Respect For People

Team Work

Toyota Way

Pro’s

People have been empowered to tackle problems by themselvesSupplier has been trained to deliverquality and to be more efficient.

Con’s

Difficulty to maintain stability of teamsfor the long run.

Lean

or

not

lean

?



Challenge

Go & See

Problem Solving

Respect For People

Team Work

Toyota Way

Pro’s

Kaizen organized with all stakeholders.Problems solved by teams. Silos broken.

Lean

or

not

lean

?



Challenge Kaizen Respect Team WorkGenchi

Genbutsu

ContinuousImprovement

Respect forPeople

Toyota WayLe

an o

r no

t le

an?

Challenge

Go & See

Problem Solving

Respect For People

Team Work

Toyota Way

Lean nsn customerandsupplier_03262010

Business

Transcript of Lean nsn customerandsupplier_03262010