1. Lean (Or Organisation Performance Improvement) Richard Kershaw

2. © 200 6 Cap gem ini - All right s rese rved O ur Ap pr oa ch to Le an, 20 08 2  The term “lean” is a generalization of the Toyota Production System methodology developed by Taiichi Ohno In practice LEAN THINKING today...  The rigorous application of lean tools and techniques in the whole organisation  The empowerment of all employees to own and drive improvement  A passionate belief that there’s always a simpler, better way to deliver value to customers What is Lean ? A proven way to provide customers with SUPERIOR SERVICE at the LEAST POSSIBLE COST with MAXIMUM EMPLOYEE MORALE

3. 1.Specify value in the eyes of the customer 2.Identify the value stream and eliminate all waste within it 3.Make the value flow at the pull of the customer 4.Involve and empower employees 5.A continuous improvement towards perfection Five Lean Principles developed by Taiichi Ohno… How can we build Lean programmes that hold true to these principles in our world ?

4. Behavioral Change BeLean® is Capgemini’s approach to delivering sustainable results through Lean thinking and delivery Comprehensive Approach Sustainable Results Ensure your Lean programme achieves sustainable results… Progressive Approach

5. BeLean® works to ensure sustainable results… Do the Work Right Manage the Right Way Do the Right Work A comprehensive and progressive approach Sustainable Results

6. Do The Right Work Meeting the customer needs at lowest cost by focusing only on value adding activities – no waste in the value stream ! Describes activities a business does but which do not directly affect customer satisfaction – defined by the business or may be a legal requirement These activities: ▪ do not contribute to customer requirements and satisfaction ▪ are not a business or legal requirement. Describes activities which contribute to meeting customer requirements and satisfaction – defined by the customer VA ENVA NVA - waste

7. Do The Work Right  Capable people skilled to deliver what is needed  Quality assurance at every stage  Genuine empowerment with appropriate support  Leadership behaviours for all – recruitment to R&R Challenge Continuous Improvement Continuous Improvement Go-Look-See Teamwork Respect Front line Respect Front line Active & visible leadership at all levels ensures everyone knows their role and what is expected of them

8. Manage The Right Way  An integrated BeLean® Management System - strategy, operational strategy and day to day activity  A Lean information value stream – no waste  Value adding decisions not value destroying  Closed loop continuous improvement Ensuring the whole management system aligns and supports the efforts to deliver the customer needs – the information glue The BeLean® Management System - BLMS®

9. Operational Measurement & Reporting Operational Measurement & Reporting Leadership Vision & Behaviours Leadership Vision & Behaviours Lean Centre of Excellence Lean Centre of Excellence Lean Practitioner Training & Toolbox Lean Practitioner Training & Toolbox Waste Elimination Programmes Waste Elimination Programmes Optimised Flow & Pull Systems Optimised Flow & Pull Systems Value Stream Identification Value Stream Identification Model Sites & Best Practice Model Sites & Best Practice Asset Integrity Excellence Asset Integrity Excellence Quality Assurance Systems Quality Assurance Systems Lean Performance Management Lean Performance Management Lean Design Programmes Lean Design Programmes Stakeholder Engagement & Communications Stakeholder Engagement & Communications Continuous Improvement Mechanisms Continuous Improvement Mechanisms System Demand Reduction System Demand Reduction Organizational Design Excellence Organizational Design Excellence 5S Visual Workplace 5S Visual Workplace Generation I Transformation Generation II Sustainability Do The Right Work Do The Work Right Manage the Right Way Key Sustainable Results Voice of the Customer Voice of the Customer Putting it all together…Capgemini BeLean® Pyramid

10. 10 UCAS, HEIs Applicant We are mapping members key transactions and decisions to identify pinch points and opportunities across the process Submit application Academic screening, Final decision made Decision to make / not to make offer Applications received, acknowledged and distributed to schools Results received, matched to offers, and distributed Confirm choices Invite to and organise interview Distribute decision Send AS12 letter Respond to AS12 and register Register for UCAS Accept interview Contextual data check Interview and thank you email Confirm choices Send offer letter ResearchApplyAssessDecision Reply Confirmation and Clearing Enrolment High Level End to End Admissions Process HEI Applicant Transactions Decision Activities Decision Activities

11. 11 © 2012Capgemini. All rights reserved. 6 key success factors to ensure an effective & sustainable Lean Transformation 1 1 2 2 3 3 4 4 5 5 6 6 Ensure strong sponsorship from top management To change the mindset is difficult and must be supported by the management Use a bottom-up approach to meet top-down objectives Direction / objectives are given by the management. They must be understood and shared to mobilise teams around their ambition. Implement significant coaching for middle-management Of all employees, these are the most impacted by the introduction of Lean. Create specific Lean competency internally to secure sustainability Lean knowledge must be transferred to internal “Change Agents” of the organisation. They will be the guardians of the methodology. Take the initial maturity into account To adapt rhythm and actions to local context and needs. Understand the business activity and be recognized as knowledgeable Adapt approach and tools to the specific IT activity (e.g. Infrastructure, Application Development, etc.).

12. 12 © 2012Capgemini. All rights reserved. The Leadership & Lean Champions must support the teams throughout the different steps of the emotional cycle of change Level of Optimism TIME Negative Positive Unaware (Uninformed Optimism) Integration (Rewarding Completion) (Informed Pessimism) Loss/Doubt (Hopeful Realism) Discovery (Informed Optimism) Understanding Discomfort Explanatory: Case for Change Explanatory: Case for Change Perspective: What the future holds Perspective: What the future holds Inspirational: Building desire Inspirational: Building desire Enabling: Building capability Enabling: Building capability Catalytic: Building will & momentum Catalytic: Building will & momentum Illustrative: Role modelling the way Illustrative: Role modelling the way Celebratory: Rewarding success Celebratory: Rewarding success Reinforcing: Measuring success Reinforcing: Measuring success Institutionalising: Penalising failure / non-compliance Institutionalising: Penalising failure / non-compliance Cementing: Recruit / Promote according to the To be Cementing: Recruit / Promote according to the To be Supportive: Building supportive climate and mechanisms Supportive: Building supportive climate and mechanisms Leadership behaviours Not everyone will be in the same place at the same time. Navigating the collective journey as a team is a key to success Not everyone will be in the same place at the same time. Navigating the collective journey as a team is a key to success

13. www.capgemini.com/consulting Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group Copyright © 2012 Capgemini. All rights reserved. Mobile: +44 (0)7891 158 946 Direct: +44 (0) 870 238 8946 Richard.kershaw@capgemini.com Richard Kershaw Vice President Education Services Capgemini Consulting