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Case study from Faurecia about Agile&Lean transformation presented on Tieto Leanest conference in 2013 in Ostrava and Prague, Czech Republic
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FaureciaFrom Agile to Lean
Martin Chmelař
Lean & Agile coachTieto,[email protected]
Tomáš Tureček
Lean & Agile coachTieto,[email protected]
Philippe Hocqueloux
fJiT Project ManagerFaurecia,[email protected]
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Faurecia
• Manufacturer of car parts
• 33 countries, 84k employees, 270 production sites
• ~90 Just-In-Time (JIT) production sites
• IT is not a core business but is critical
• Continuous improvement as one of key values
• Sound experience with Lean@Manufacturing but not with Lean@IT
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Agile
Kaizen workshop
Next steps towards Lean@IT
Agenda
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We decided to start developing a strategic system internally and wanted to use an Agile methodology to be more customer oriented and provide flexibility to the product vision as it is constantly changing and evolving.
fJiT - Faurecia Just-In-Time• fJiT - Manufacturing Execution System (MES) for Just-In-Time (JIT) plants
• Faurecia’s strategic decision to develop it using Agile way of working
Rony Bejjani, Faurecia Industrial & JIT Competence Center manager
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Agile
Manifesto for Agile Software Development
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
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Agile&Lean coaching by Tieto
The result is very clear today, the Scrum (Agile) organization is in place, the tools are defined and fully accepted by the team, roles are clearly defined.
Rony Bejjani, Faurecia Industrial & JIT Competence Center manager
Tieto coaches proposed a very pragmatic model and the right level of follow-up to make sure the team is sustainable and autonomous.
Tieto coaching frameworkfJiT built using Agile
Tieto coaches
Independent
TeamEnable
Leap
Contin
ually
Impr
ove
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From Agile to Lean@IT
Development
Pro
du
ct
Ba
ck
log
Product owner
This is implemented so far
fJiT solution increments
?Software development
team
Customers (Production
plants)
So we have a product. But how does it help customers’ business?
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From Agile to Lean@IT
Development
Pro
du
ct
Ba
ck
log
Product owner
Customers (Production
plants)
Customers (Production
plants)
Software development
team
How should the whole value delivery chain work?
?Deployment?Requirements
management?Operations
??
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From Agile to Lean@IT
Development
Pro
du
ct
Ba
ck
log
Product owner
Customers (Production
plants)
Customers (Production
plants)
Software development
team
What is the role of other teams?
Deployment?Requirements management?
Operations
Business Analysts
Local IT Support
Quality Assurance
Installation team
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From Agile to Lean@IT
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Agile
Lean@IT
From Agile to Lean@IT
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41%Přirozený odpor vůči
změně
35%Snaha použít Agilní prvky v ne-Agilním
prostředí31%
Podpora manage-
mentu
Od Agile k Lean@IT
Barriers for further Agile adoption 52%
Schopnost změnit firemní
kulturu
Zdroj: 7th ANNUAL STATE of AGILE DEVELOPMENT SURVEY http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf
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Agile
Kaizen workshop
Next steps towards Lean@IT
Agenda
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Kaizen workshop
C
X
C
(1) Agree on common goal and map end-to-end value stream
Root cause
Root causeCause
C
X
C!
!
!
!
!
(2) Visualize perceived issues
(3) Investigate root causes
(4) Brainstorm ideal solutions and small “Kaizen” steps
Typically 2-day format
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Faurecia Kaizen workshopParticipants:• Project Coordinator• Developers• Software Architect• Local IT Support• Testing• Installations• Governance & Process
Improvement• Competence Center Director• Business Analysts
Vývoj
Zá
sob
ník
p
oža
da
vků
Nasazení?Práce s požadavky? Podpora?
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Faurecia Kaizen workshopWe started to talk together, synchronization between all the parties. We previously discussed topics without same language.
This was the first time we have opportunity to share for two days with IT operation guys, we have now clear vision what to do.
Today we have clear actions what to do, we did them together and everyone understands what is impact of delaying his tasks. It is visible.
Outputs and benefits:• Synchronization of teams Common understanding• Future value chain We know how to work together in future• Implementation roadmap for 1st release Now everyone knows what to do
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Agile
Kaizen workshop
Next steps towards Lean@IT
Agenda
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It’s all about continuous improvement, so we continue…
Next steps:• Release model with respect to the next release
delivery
• Quality Assurance (Testing)
• Requirements management
• Rapid delivery
• …
The journey continues…
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Agile is a good start...…to tune up your IT engine…
…but it’s not enough.
You have to tune-up other parts of your car as well – like brakes
Welcome to the world of Lean@IT
Conclusion
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How can we help you?
Martin Chmelař
Lean & Agile koučTieto,[email protected]
Tomáš Tureček
Lean & Agile koučTieto,[email protected]
Philippe Hocqueloux
fJiT Project ManagerFaurecia,[email protected]
