Amway’s
Download
1 / 30

West Michigan HDI October 10 th , 2012 - PowerPoint PPT Presentation


  • 126 Views
  • Uploaded on

Amway’s Lean Office Journey. West Michigan HDI October 10 th , 2012. Agenda. Welcome Jill Bierens – Manager, Global IT Service Desk Lean Office Overview Stephen Sweers – Manager, OPX Lean Office

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'West Michigan HDI October 10 th , 2012' - gloria


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
West michigan hdi october 10 th 2012

Amway’s Lean Office Journey

West Michigan HDI

October 10th, 2012


West michigan hdi october 10 th 2012

Agenda

  • WelcomeJill Bierens– Manager, Global IT Service Desk

    • Lean Office OverviewStephen Sweers – Manager, OPX Lean Office

    • Amway IT ResultsDavid Drake – Lean Leader, ITJill Bierens Daniel Uecker-Herman – Lead Service Desk Technician

  • Q&A

  • Optional Tour: IT Operations, ITAM, Lean Cell


  • About amway
    About Amway

    • Founded in 1959

    • Second largest direct-selling company in the world

      • Annual sales of more than $10 billion in 2011

      • More than 450 products

      • 80 countries and territories

      • 20,000 employees

      • Six million entrepreneurs selling Amway products around the world

      • More than 900 patents granted and more than 800 pending



    Amway s global service desk
    Amway’s Global Service Desk

    • Metrics

      • Nearly 6,000 customers in North America and SE Asia

      • Average 13,000 incoming contacts per month (all channels)

      • Average 5,000 calls per month

      • Live answer = 85%

      • First Contact Resolution = 75%

      • Eight Service Desk Technicians

      • Four User Management Technicians


    Amway s global service desk1
    Amway’s Global Service Desk

    • Current State

    • Strategy

      • Four regions

      • Follow the Sun

      • Standardized processes

    Ada HQ

    6:30am–7:30pm

    Malaysia

    7:00am-7:00pm

    Caller

    IT Operations

    Weekends & Holidays


    West michigan hdi october 10 th 2012

    WHY LEAN OFFICE?

    • Identify and eliminate wasteful process steps in a systematic way

      • More than 60% of the cost of a product or serviceis attributable to administrative processes.

    • Quality and service improve

    • Turnaround time shortens

    • Costs go down and profits go up

    • The customer is ultimately delighted

    • Resources (people and money) become available to be redeployed to further grow the business


    West michigan hdi october 10 th 2012

    Whipped

    Sheep

    Back

    Self

    Altar

    Kai

    zen

    change

    good

    (revolutionary)

    (sacrifice)

    KAIZEN DEFINED


    West michigan hdi october 10 th 2012

    LEAN OFFICE ISSUES

    • Quality:How to improve it?

    • Cost:How to reduce it?

    • Delivery:How to ensure it?

    • Talent:How to develop it?


    West michigan hdi october 10 th 2012

    ELIMINATE WASTE

    • The 8 Wastes

      • Defects

      • Over-production

      • Waiting

      • Not engaging people

      • Transportation

      • Inventories

      • Motion

      • Excess processing


    West michigan hdi october 10 th 2012

    ELIMINATE WASTE

    • Unevenness

      • Can often be eliminated by managers through level scheduling and careful attention to the pace of work.

    • Overburdening

      • Workers by requiring them to operate at a higher pace, with more effort and for a longer period of time than appropriate workforce management allows (target utilization @ 85%).


    West michigan hdi october 10 th 2012

    TRUE NORTH METRICS

    • Right 1st time Quality Improvement

    • Delivery/Lead Time/Flow Improvement

    • Cost/Productivity Improvement

    • Talent Development

    “These are a select few measures, and if you improve them each year, ‘good things’ will happen.”

    – George Koenigsaecker




    West michigan hdi october 10 th 2012

    SUCCESS FACTORS

    • Factors for success:

      • Clear Business Case

      • Leadership Endorsement

      • Clear Roles & Responsibilities

      • Dedicated Internal Resources

      • Structured, Systematic Method

      • Simple, True North Metrics

      • Frequent Reviews


    West michigan hdi october 10 th 2012

    DEPLOYMENT MODEL: PHASE 1“STABILITY”

    • What:

      • Improve Internal Process Workflows and Reliability

      • Standardize Work Processes

      • Improve Process Throughput Time

      • Reduce Clerical Errors (implement mistake-proofing techniques)

      • Establish “Lean Plans”

    • Where:

      • Transactional Business Processes (ex: Idea-to-Market, Procure-to-Pay, etc.)

      • Key Functional Areas (ex: Planning, Procurement, QA, R&D, IT, Sales, Finance)

    • Impact on:

      • Throughput Time Variation (Operational Lead Time Improvement)

      • Right 1st Time Quality Improvement


    West michigan hdi october 10 th 2012

    LEAN OFFICE SPECIALIZATION: INSTABILITY

    Employees typically retain 80% of the process knowledge.

    OFFICE EMPLOYEES SPECIALIZATION

    Breadth of Knowledge

    • Specialized work

    • No level loading

    • Work duplication

    • No realization of waste


    West michigan hdi october 10 th 2012

    Skills/Training Matrix

    LEAN OFFICE SPECIALIZATION: STABILITY

    OFFICE EMPLOYEES GENERALIST

    Shared Knowledge

    • Multi-Skilled

    • Multi-Process Handling

    • Level loaded @ 85% of Capacity


    West michigan hdi october 10 th 2012

    LEAN LEADER STANDARD WORK

    • Assess efficiency of Functional & Cross-Functional business processes.

    • Develop Functional “Lean Plans” aligned with Enterprise Strategy.

    • Enable improvement by providing kaizen breakthrough method & support.

    • Create expectation for annual improvement in:

      • Right 1st Time Quality

      • Productivity (Cost)

      • Delivery (Lead Time)

      • Talent

    • Encourage active sharing & adoption of best practices.


    West michigan hdi october 10 th 2012

    GETTING STARTED: ACTIVITY

    • What are the top 2 or 3 most costly outputs (products or services) your “lean office” makes and delivers to your customers? Or, what causes you the most pain? Brainstorm!

    • Select one output (product or service for your customer), assemble a team and together explore using the SIPOC Tool (Supplier/Input/Process/Output/Customer).

    • Plan your 3-5 Day Kaizen Event using your completed SIPOC as a guide (hint: you may want to include the voices of suppliers, processors, customers and “outside eyes” as well).

    • Execute the Kaizen Breakthrough Method…. again, again and again (5X)!



    West michigan hdi october 10 th 2012

    KAIZEN BREAKTHROUGH METHOD

    • Pre-Event Planning

    • Event Execution

    Kaizen Sponsor Secured?

    Kaizen Team Leader assigned?

    Kaizen Target Area Selected/Scoped?

    Kaizen Dates & Times Scheduled?

    Kaizen Team Room Scheduled?

    Kaizen Team Members Assembled (Rule of 1/3’s, SIPOC)

    Kaizen Supplies Collected?

    Kaizen Pre-Work/Data Collected?

    Catering Scheduled?

    Kaizen Training Material Prepared?

    Management Report-Out Scheduled?

    Kaizen Team Trained, Ground Rules Established.

    Current State Condition Identified.

    Opportunities for Improvement Defined.

    Future State Improvements Implemented & New Process Standardized.

    Management Report-Out Created & Delivered.

    Adhere to the Improved Process, Continue to Improve & Retrain After Each Improvement.

    • Post-Event Monitoring

    Visual Controls are in place, Maintained & Continuously Improved.

    Standard Work Audits are Conducted, Economic Benefits calculated & Results Communicated.

    Weekly Kaizen Newspaper Accountability Meetings Conducted.


    West michigan hdi october 10 th 2012

    Current State Process (7 Days)

    WASTE

    7 Days

    V/C 56 Minutes

    Kaizen

    Value-Creating Work

    WAITING

    2 Days

    V/C 10 Mins

    Waste

    (2 Days)

    KAIZEN BREAKTHROUGH METHOD: RESULTS

    75% savings!


    Lean it impact on amway
    Lean IT: Impact on Amway

    • Service Desk

    • Data Center

    • IT Asset Management

    • Operations

    • Voice Telecom

    • Release management

    • Application Development


    Service desk
    Service Desk

    • Corporate data stores

      • Average of 100 requests per month

      • Original process plagued with excessive active and wait times

      • Active time reduced from 45 minutes to 15 minutes

      • SME provides clear direction on users’ needs

      • Process to be leveraged globally


    Service desk1
    Service Desk

    • Granting Remote Access

      • Focused on providing correct access without hand-offs

      • Ensuring we meet PCI compliance requirements

      • Decision tree developed and training provided for SD staff

      • Standard work reduces training time

    • Returned capacity = 1,400* hours (Jan-Aug 2012)

      * Includes time savings in IT Security and Network Services


    What have we learned
    What Have We Learned?

    • New concept to IT

      • Lean is traditionally associated with manufacturing

      • Many of the things we do have a production flow to them

    • Balance between focusing on results vs. learning

    • Staff hesitation to act without management direction

      • Empowerment is critical

      • Innovation, learn by doing

    • Quantified improvements vs. observed improvements


    What have you learned
    What Have YOU Learned?



    Tours
    Tours

    • Service Desk

    • IT Operations

    • PC Lifecycle Lean Cell

      …Please gather in the lobby…

      David will be your guide