This very concrete presentation was shared by Paul Thysens, CIO of BNL bank during the 1st European Lean IT Summit held in Paris in October 2011.

1. Copyright © Institut Lean France 2011
Deploying Lean
in BNL IT department
Paul Thysens

2. Deploying Lean in BNL IT department
Paul Thysens – CIO BNL BNPP Group
Lean IT Summit
October 14, 2011

3. BNL in the BNP Paribas Group
Through BNP Paribas Group, BNL offers to its Italian customers access to the most
extensive international banking network
Through BNP Paribas Group, BNL offers to its Italian customers access to the most
extensive international banking network
EUROPE
162 200
ASIA
11 000
AFRICA
9 800
MIDDLE EAST-
2 200
OCEANIA
600
FRANCE
65 400
ITALY
19 100
BELGIUM
FRANCE
BELGIUM
ITALY
LUXEMBOURG
AMERICAS
19 400
NORTH AMERICA
15 100
SOUTH AMERICA
LUXEMBOURG
4 300
3 900
18 300
As of 31.12.10
205 000 Employees
2

4. BNL History
From birth to BNPP Integration
BNL becomes
a Limited Company
BNL becomes
a multi-specialist Bank
BNL enters
in the Group BNPP
BNL is listed
on Milan Stock Exchange
Birth of BNL
(Istituto Nazionale
per la Cooperazione)
2006
1992
1998
1913
1929
BNL becomes
a State owned bank
2001
2011
Integration
of Fortis
Integration
of Bank Privèe
Integration
of Artigiancassa
2009
20102008
3

5. Lean in BNL: ACE Program
Since 2006 BNL has adopted the Lean methodology with “ACE”
in the Back Office in order to an operational efficiency and a simplify
Acquisition
By BNP Paribas
Back Offices
Simplification and standardization of processes
IT Department
Development and monitoring
2006 2009
2.000 people involved
30M€ of recurring gains
+20% points for the customer satisfaction
-50% defects
Up to -90% reduction in lead time
+20% of productivity
400 people involved
13 projects
1M€ of recurring gains
-28% defects
-73% reduction in lead time
Quality
Improvement
Reduce
Operational
Risks
Valuing
People
Increase
Competitiveness
ACE: Amélioration Continue de l‘Efficacité
(Continuous Improvement Efficiency)
ACE: Amélioration Continue de l‘Efficacité
(Continuous Improvement Efficiency)
4

6. The Problem
Budget
70%
30%
CHANGE
Projects
RUN
Assets
Production
Work on the maintenance of the Run the Bank costs!Work on the maintenance of the Run the Bank costs!
2011 y
5
Trend
Keep the same Budget
Usage systems and costs of IT
increase with volumes
Work on assets cost
containment, understanding the
activities covered
Run the bank tends to grow
Loss of budget for projects
Actions
► Quality Plan to stabilize the trend
Reduction applications consumer that
allowed to absorb the volumes in 2
years
► Lean on Assets to reduce costs
Free effort and budget to invest
in Change the Bank
and/or to reduce the RUN cost
As is

7. Strategy
Quality Plan Lean in maintenance activities
► Improve the quality of applications
in production
► Consolidate the results
already obtained from
optimization activities
► Help define standards and rules
for the development of new
applications
► Understand the case and discover
the potential for improvement
► Reduce non quality
(corrections and support)
► Free maintenance time
to reinvest in projects
Quality
Improvement
Reduce
Operational
Risks
Valuing
People
Increase
Competitiveness
6

8. SPOC Support Model
Move manteinance team skills on the SPOC
Recurrent support to the SPOC
Provide tracks , FAQ.
Telephone Self ticketing
SPOC
BACK OFFICE
Maintenance Team
(Focal Point)
SUPPORT
Level I
Level II
Level III
USER
NEW
Acting on level III to improve the current support model and to increase the
effectiveness and efficiency of service
Focus on
Maintenance Team
7

9. Results
Corrections Support
Volumes Lead time Volumes Lead time
► 5 teams involved (30 total) - equal to 30% of corrections and support effort
► 50 people involved (internal + external)
► 1 year of work
-28% -57% -30% -73%
Maintenance Budget
5.3 M€5.3 M€
1M€
1.9k€ Internal
3.4k€ External
Stakes
Free Internal Effort
to be reallocated on
project activities/ assets quality
8

10. Focus on a Maintenance Team
9
Volumes
#tickets per month
29
1
19
Volume
#tickets per month
120
80
Lead time
Average
13 days
21h1
Corrections Support

11. Benefits vs People
10
Teams visualizing their own work
►Teams design performance indicators reflecting their customers’ expectations and
put them on a wall
►People create their own Visual Management tools to make visible their daily work
►Every morning, they meet for 10-15 minutes to detect and solve problems early
Striving to really understand the problems
►Classifying incidents and support requests
►Mapping the sources of incidents and requests
►Listening and talking to real users!
Solving problems with “low cost” solutions
►Clarifying confusing error messages and help texts
►Collaborating with Help Desk to create or improve FAQs
►Training team members and writing check lists
►Developing tiny, targeted software evolutions

12. A Managerial Revolution for…
11
Goals
Proposals&results
?
► Go & see
► Encourage proposals from employees
► Small steps instead of big solutions
► Involvement of middle management
► Increase team building
► Work is less stressful and more interesting
► Can propose and implement improvements
► Increase face-to-face communication
► Work naturally with other groups
► Understand the E2E process, including the customer perspective
…motivated and happy People

13. Working with Suppliers
12
► Active involvement
► Visual management installed in the supplier offices and shared
with their people
► “Monetization" of the recovery of operational efficiency through
the renegotiation of contracts with suppliers within the medium-
long term partnership
► Share economical benefits
► Encourage and reward improvements

14. Next Steps
13
► Accelerate the deployment on maintenance teams (Yokoten method)
► Create of a new organizational structure to ensure the management
and continuous improvement of the applications
► Use E2E model during the analysis and the solution of the problem
(i.e. from one single ticket of Help Desk to application)
► Always work in synergy with Business teams in order to give a follow
up on maintenance performance and to provide information " market
oriented"
► Align senior managers through Lean strategy deployment

15. Copyright © Institut Lean France 2011
www.lean-it-summit.com
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08/11/2011
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