Embed Size (px)
DESCRIPTION
At the European Lean IT Summit 2012, Philippe Laniesse CTO of BNP Paribas presented how he is implementing a lean approach
Citation preview
Implementing a Lean
approach in IT operations
and infrastructure
European Lean IT Summit
22-23 November, 2012
Paris, France
Philippe Laniesse, CTO of BNP Paribas
22/12/2012 ITG IPS I European Lean IT Summit 2012 2
SOMMAIRE
1. Introduction to BNP Paribas IT Group Production
2. Context and goals
3. A new approach within Production
4. Set-up
5. Benefits
6. Conclusion
3
The IT Group Production delivers services to
numerous and various entities of the Group
22/12/2012 ITG IPS I European Lean IT Summit 2012
IT Group Production – Some figures
4
5 Strategic Datacentres located in
France and Belgium
# 10 000 servers
# 100 000 Mips
# 8 000 To storage
# 400 firewalls (France)
120 000 mail boxes
Around 1 500 collaborators With a similar sized external workforce
Datacentres
Workforce
70 000 of the 270 000 Workstations
60 000
Around 40% of Group
Production services
Coverage
22/12/2012 ITG IPS I European Lean IT Summit 2012
5
SOMMAIRE
1. Introduction to BNP Paribas IT Group Production
2. Context and goals
3. A new approach within Production
4. Set-up
5. Benefits
6. Conclusion
22/12/2012 ITG IPS I European Lean IT Summit 2012
Context and Goals
6
The economical and regulatory environment impacts all financial institutions,
including BNP Paribas and indirectly its production units The pace of changes required by the Businesses to adapt to new economical constraints,
the increased need for reduction of « Time To Market ».
Regulatory requirements are generating a huge volume of adaptations
We need more than ever to master quality, budget, cost, delays and risk with an emphasis on
efficiency due to unfavourable economical context
Increasing complexity of the IT environment
Complexity of processes, organisation (international dimension, xborder requirements, extended enterprise)
Richness but also increased complexity of applications and infrastructures solutions
Exponential increases of volumes require stronger management of capacity, performances and costs
… leading to renewed constraints:
We need to be more agile and keep in sync with Business requirements, be prompt to implement required solutions
Our collaborators must get a better understanding of their contribution/accountability within the overall set-up.
The enterprise must control the evolution of production running costs and investments
Increasing need for industrialisation
22/12/2012 ITG IPS I European Lean IT Summit 2012
Context and Goals
7
Passed years experiences Development departments have invested these last years on improving their operational processes and their quality
control and have used extensively CMMI framework. Within BNP Paribas, all development units have reached at least
a level 3 maturity.
As a contributor to development projects, the Production has embedded in Development methodology it own
requirements. The production life cycle processes were enhanced.
ISO 9001: The Group IT Production has been working on client satisfaction and improvement of quality delivered to the
clients and the performance of its quality management system over the last decade. It has remained certified during all
that period of time.
ISO 20000-1: More recently, we have adopted the ITIL referential, rationalised accordingly our processes using best
practices and reached an ISO 20000-1 certification.
ISO 27000: A part of infrastructure is already certified for security management system. We anticipate that in near
future all the organization need to be certified and reach a high level of security performance.
ISO 14001: A part of our infrastructure services is already certified ISO 14001. We foresee that this will be extended to
most of our Production Services, in line with the emphasis we put on Social and Environmental Responsibility
These methodologies have indeed brought real benefits but they reach some limits Even if the processes give appropriate descriptions of the activities, they may be sometime too high level without enough
field procedures and therefore look quite theoretical and be quite far away from the reality on the ground : in such cases,
the expected improvements will remain not enough precise and somehow theoretical too.
So even if they are structured upon bringing direct value to the Client, they may not always reach the field and not bring
value to all parties such as the Collaborator. Such benefits may remain limited.
22/12/2012 ITG IPS I European Lean IT Summit 2012
8
SOMMAIRE
1. Introduction to BNP Paribas IT Group Production
2. Context and goals
3. A new approach within Production
4. Set-up
5. Benefits
6. Conclusion
22/12/2012 ITG IPS I European Lean IT Summit 2012
ACE « Amélioration Continue de l’Efficacité »
Efficiency Continuous Improvement
9
ACE: The history of Lean within BNP Paribas
The objective of the ACE approach is to improve the efficiency of our processes, so as
to fulfil better the expectations and the needs of our Clients. It is inspired from lean
manufacturing.
The ACE approach started in 2004 across the whole of BNP Paribas Group. It was
extensively used initially within the Back Offices
The ACE approach aims at streamlining the processes, their interactions focusing on
reduction of delays, simplification of processes, creation of value for the clients in terms
of products and services:
Eliminate as much as possible the activities which do not bring added value
Synchronize the flow of information between operational processes (improve
the interaction and interoperability)
Standardize the processes and operations
Enable the operational teams to better manage their processes and the
associated performances.
The implementation of ACE method to Group Production Services started in 2007.
22/12/2012 ITG IPS I European Lean IT Summit 2012
ACE – A new approach within Production (1/2)
10
This method is characterised by a holistic approach of problems and
addresses simultaneously: Clients expectations on services,
The quality and productivity objectives of entities providing services,
The active role of collaborators in the performance management and in the actions
required for continuous improvement.
As such, the approach forces us to consider again fundamental questions: What is the added value of each activity from the Client perspective?
What are the best operational practices and how can we bring everyone to use them?
The ACE approach is based on what happens on the field:
The team leader and the collaborators are actors of the method.
They realize what happens in their daily activity and progressively take charge of
improvement avenues,
They get a better understanding of their role and of what is essential and superfluous in
their activities,
They enter a virtuous circle by measuring, analysing, proposing evolution, modifications,
all bearing in mind their added value.
22/12/2012 ITG IPS I European Lean IT Summit 2012
ACE – A new approach within Production (2/2)
11
The sponsor of each ACE Project is a member of the Executive
Committee of the Group IT Production
This helps top managers to get in touch with the field, to acknowledge the
facts, based on real cases. We do not work only based on theoretical
models. This is also an opportunity for top management to clarify expectations, priorities in
terms of operational efficiency.
This participates in improving the communication between the top management and
the field employees.
Ultimately, the alignment between the Strategy, the high level objectives and the
management of priorities at operational level is improved.
22/12/2012 ITG IPS I European Lean IT Summit 2012
12
SOMMAIRE
1. Introduction to BNP Paribas IT Group Production
2. Context and goals
3. A new approach within Production
4. Set-up
5. Benefits
6. Conclusion
22/12/2012 ITG IPS I European Lean IT Summit 2012
Set-up – the projects, the team, the coaches, the pilots
13
Each project follows a standard process over a period of 13 weeks with
established milestones and moment of truth.
Performance management is not intuitive and requires a rigorous process
and specific working methods
It is therefore required to have experts accompanying the process : the coaches.
We have adopted a mix of internal (Corporate ACE team) and external specialists
The projects are managed by Project Leaders specialised on ACE projects :
the ACE pilots. The more experienced they get, the less coaching we will
need but a minimum must still be maintained.
Each ACE project covers an activity or a set of similar activities typically
handled by a team of 10 to 15 people maximum. This limit is important to
ensure that the coach and the pilot can transfer their know-how on
Performance Management and Continuous Improvement to each
collaborator.
22/12/2012 ITG IPS I European Lean IT Summit 2012
Set-up – The Sponsor, the Middle Mgt, the Top Mgt
14
The active involvement of the Sponsor is a key success factor
The Sponsor must fix a performance objective. When first results appear, it is tempting to
compromise: he must remain committed to this objective.
He must be attentive to the team feed back, go on the field (he is the one going on site
for reporting and not the usual way around), be supportive.
Middle management must be handled with special care
During the ACE project, the Middle Manager is caught in between the Sponsor and the
Team
During this time, he must acknowledge what happens while avoiding to interfere. He
must let the team take full responsibility of the process of continuous improvement : this
is pretty uncomfortable for a lot of them.
To ease the process, we have set up a specific coaching focused on one of their future
top priority: problem management.
An ACE Program Office coordinates all actions (planning, selection,
follow-up, staffing of Project Leader and Coaches ...)
I am personally involved through the Program Committee and makes on site
visits twice a month.
22/12/2012 ITG IPS I European Lean IT Summit 2012
Set-up – Post project …
15
The new management practices brought by the ACE method (daily team
checkpoint, visual dashboard management and PDCA « on the wall », ...) are at risk to
subside post Project.
The follow-up post-project is therefore crucial
Periodical visit from the sponsor in the teams (it’s the manager who goes to the report
and not the other way around)
The middle management must support the initiative
The KPI associated to the initiative must be embedded in the objectives of the entity, of
the team and at individual level
Strong communication on realised improvements, on results brought by the method and
uttermost on the actors of these successes. Interviews, flash on the intranet, testimony
in internal events …
To materialise the productivity synergies
The synergies and the increased efficiency are followed up in a specific dashboard by
the Executive Committee of the Department.
To ensure that we maximise the benefits, a global monitoring is required as full
realisation might require cross department adjustments Sometime the adjustment is made directly in the concerned team
Most of the time, full benefit can only be achieved in a larger perimeter
22/12/2012 ITG IPS I European Lean IT Summit 2012
16
SOMMAIRE
1. Introduction to BNP Paribas IT Group Production
2. Context and goals
3. A new approach within Production
4. Set-up
5. Benefits
6. Conclusion
22/12/2012 ITG IPS I European Lean IT Summit 2012
The outcome
17
The outcomes of the completed
projects are very significant
Some examples of the achievements
22/12/2012 ITG IPS I European Lean IT Summit 2012
The performance is understood and shared by all collaborators
thanks to the « on the wall » dashboard management
18
Client Satisfaction
The Process
Performance
Problems
Problems are
resolved one
by one
Seeing
TOGETHER
22/12/2012 ITG IPS I European Lean IT Summit 2012
The team takes responsibility for work on a daily basis
19
March April May
Daily successful tasks
35% 39%
80%
22/12/2012 ITG IPS I European Lean IT Summit 2012
Actually, the performance improves in a matter of months
20
2011
55
57 75%
Deadlines respected
March April
100
May
94
2011
2
8 8
Customer satisfaction
on delays
March April
10
May
7,7
Example of a team of
project managers Delivery
dates are
better
respected
Customer
satisfaction
increases
Example of a team in
charge of application
delivery
Stocks of requests
and incidents shrink
drastically
5
0
114 80
0
44
0 End
June
118 120
May Beg
June End
July
4
58
60
64
56 22
20 4 0
Stock of requests Stock of incidents
Delayed
requests
Postponed
requests May Beg
June End
July
End
June
22/12/2012 ITG IPS I European Lean IT Summit 2012
The performance improves at all levels within a few
months …
21
0
Stock of demands
Juillet Mai
58
L’équipe s’est donné un objectif
journalier pour la diminution du
stock via le tableau d’analyse de
production.
Un travail particulier a été réalisé
sur les demandes en retard et les
demandes suspendues
Juin
20 4
0
Demands
postponed
Juillet Mai
60
Un travail particulier a été effectué
pour la réduction des demandes
suspendues via un PDCA.
Juin
23
83 80
Customer demands
on time
Juillet Mai
11
L’amélioration du respect des délais
client est due à la réduction des
retards et des suspendues.
Traitement des demandes au jour le
jour.
Juin
64 50
0 0
Stock of incidents
Juillet Mai
114
Un objectif journalier est fixé sur le
tableau des objectifs.
Avec la réduction des stocks,
l’équipe traite maintenant
uniquement les entrées du jour.
Juin
5
93
100
Resolutions in time
Juillet Mai
49
Les retards sont souvent dus à
des incidents qui arrivent déjà en
retard.
Juin
80
0
96
96
Demands on time
Juillet Il s’agit du respect de la
planification et de la date planifiée
par l’équipe.
Des retards ont été constatés lors
de l’attaque du stock.
Juin
82
21*
21
Nb of Incidents
Juillet Mai
28
L’augmentation des incidents au
mois de juin est lié à MDI.
Des actions sont en cours pour
diminuer le volume des incidents.
Juin
30
* conjoncturel
Customer Satisfaction
L’enquête est effectuée par mail.
A ce jour, peu d’envois sont
réalisée.
L’objectif est d’envoyer plus de
mail d’enquête pour obtenir un
retour plus proche de la réalité.
9,7
9
Juillet Mai
8,4
Juin
9,8
22/12/2012 ITG IPS I European Lean IT Summit 2012
Problems are exposed on the wall and treated by the
team...
22 22/12/2012 ITG IPS I European Lean IT Summit 2012
Productivity gains are concretised
They can be significant …
23
Jan
65% 85%
100%
June
7.3 8
9
Quality : RFT
April
Client Satisfaction
August June
0.5j
0.5j
1.6j
Delays
August
June
0
Stocks
66
0
August
June
80%
35%
Jan
2.5
4
4
Nb Demands
Sept
Productivity
April
0%
22/12/2012 ITG IPS I European Lean IT Summit 2012
In a nutshell ...
24 22/12/2012 ITG IPS I European Lean IT Summit 2012
25
SOMMAIRE
1. Introduction to BNP Paribas IT Group Production
2. Context and goals
3. A new approach within Production
4. Set-up
5. Benefits
6. Conclusion
22/12/2012 ITG IPS I European Lean IT Summit 2012
Conclusion
26
An approach creating value at all levels
Inline with the economical context requirements
It is a tool to transform in depth the enterprise
A way of handling « simply » very complex
problems
It is disturbing but worth the effort!
22/12/2012 ITG IPS I European Lean IT Summit 2012
