lean implimentation

1. Capgemini Consulting the way we do it
How to implement Lean
successfully and deliver
results that last
A people-centred approach to through employee involvement and
implementing Lean is helping continuous improvement, always with
Capgemini clients achieve a focus on the customer’s definition of
sustainable results: a 20% value.
improvement in productivity is
within your grasp. Lean’s most appealing aspect is the
promise of improved efficiency
A new approach had Companies are under constant without negative customer impact.
pressure to deliver the right customer Even the most efficient companies still
become essential in experiences alongside maximum have room to eliminate waste. Indeed,
order to shift Lean efficiency. Customers rightly expect Toyota, founder of modern Lean
everything to be cheaper, faster and thinking, accepts that over 70% of its
Thinking into a modern better; organisations therefore need to own activity can still be categorised as
use all the means at their disposal to waste.
and service oriented
become more customer focused and at
environment the same time leaner.
The methodology named Lean offers
to help companies achieve exactly that
transformation. Lean optimises
workflow and eliminates waste

2. Tailoring Lean for success worker who is best placed to improve ■ Process—The motto here is ‘do the
At present, some justified scepticism the process; the manager is a servant right work’: that is, only do what
surrounds Lean. Certain organisations of the worker, improving the wider adds value in the eyes of the
have attempted to transplant a Lean organisation to facilitate what the customer. For example, customers
approach from manufacturing to the workers would like to do. Because would not want to pay for
service sector in a compartmentalised this idea appears to go against transporting documents between
and minimised way, and Western-style organisational buildings, or for handing off an
disappointment has followed, as in hierarchies, it is sometimes greeted application to another department
the infamous ‘black tape and active with scepticism. (with the delays that implies); that
banana’ stories that hit the UK press type of work can often be eliminated
in early 20071. The Capgemini approach overcomes first
any such resistance, because we work ■ People—‘Do the work right’: that is,
Capgemini’s approach to Lean with people at all levels of the ensure staff are fully trained,
incorporates three related principles organisation to explain BeLean™ motivated, and genuinely
that can help clients avoid these thinking and implement the empowered to make appropriate
pitfalls: behavioural change it implies. changes. It is better to identify
Employees on the front line are given missing skills and then ensure
1Lean must bring about behavioural the motivation, tools, and freedom to effective training than to give ‘must
change make sensible improvements to their do better’ pep talks. Knowledge
daily work. At last, they feel transfer from our team to the client
It follows that:
ownership and a sense of begins from day one of all our
2Lean must be tackled holistically, contribution. engagements. If required BeLean™
focusing on people and organisation deployment is also an accreditation
as well as processes We show managers how to stop pathway for your staff because it
micro-measuring performance and enables individuals to achieve
and that:
look instead at the bigger picture. nationally recognised lean
3Deployment must be progressive – Because they are now aiming to qualifications.
it must happen level by level, improve the end-to-end process, the
according to a coherent roadmap. managers start to deal with the wider
■ Organisation— ‘Manage the right
organisational issues that currently way’: that is, support the people who
Adopting these three principles makes prevent the worker from achieving operate the process with the right
Lean a means to achieving continuous improvement. For measurements, technology,
sustainable results – whether example, the team leaders and recognition, and organisational
financial, operational, cultural or all of management of a customer contact structure. Measurements should help
these. We call this approach centre become less concerned with teams to understand their
‘BeLean™’. the number of calls processed by achievements in terms of what the
agents and instead rightly focus on customer needs. For example, in our
Achieving behavioural change the root causes of the call volumes, customer contact centre, does
Past attempts to implement Lean have and on how repeat calls can be ‘average call time’ really help us
often paid insufficient attention to the reduced. improve our customers’ experience?
human aspect. Especially for service Surely ‘number of calls resolved on
organisations, the customer first contact’ would be a more
experience is determined largely by Tackling lean holistically effective measure of performance?
customers’ interaction with the staff, To achieve the necessary behavioural
so that effectively the people are the changes, it is necessary to consider The holistic approach makes for
process. In our experience, 80% of process, people and organisation sustainable results because the three
Lean benefits result from changes to together (figure 1). strands reinforce each other rather
people and only 20% from tools and than conflicting, as can happen if
techniques. It is behavioural change More common Lean approaches focus process is changed without sufficient
that really makes a BeLean™ on applying tools and techniques to attention to people and organisation.
implementation sustainable. processes, to the exclusion of all else. Our aim is to make every worker
By contrast, the Capgemini BeLean™ think: ‘I feel fully competent to do my
Certain behavioural aspects of Lean approach works across all three areas. job, I see that my manager supports
are somewhat counterintuitive. In me, and I have the motivation to
particular, Lean assumes that it is the make it even better.’
1 See for example “The £7 million guide to a tidy desk”, The Times, January 5 2007 http://www.timesonline.co.uk/tol/news/uk/article1289640.ece.
2

3. Capgemini Consulting the way we do it
Deploying progressively Figure 1: Behavioural change requires a holistic approach
Sustainable results are a consequence
of behavioural change, which does
not happen overnight. Therefore it is Sustainable
clear that a progressive approach to Results
deployment – taking one level at a
time - will build a stronger result. via
Behavioural
A roadmap is required, and so we Change
recommend thinking about BeLean™
in terms of the two levels shown in
figure 2:
1 Taking control: quick wins to create Process People Organisation
momentum and build a foundation Do the right Do the work Manage the right
work right way
of basic capability from which to
progress
2 Creating excellence: delivering
transformational results, embedding
the Lean culture into the new
Figure 2: Two levels of BeLean™ deployment
business
There are several reasons for
visualising BeLean™ as a pyramid. The BeLean™
Enterprise
One is that pyramids are built
systematically from the bottom up: Continuous Lean
Improvement Performance
starting at the top is certainly not Culture Management
practical. Similarly, with BeLean™, it Generation II Lean Asset Organisational
Creating Excellence Design Integrity Design
is best to build the people, process Programmes Excellence Excellence
and organisation blocks within a System Optimised Model Site Creation Quality
Generation I
single level before shifting one’s Taking
Demand
Reduction
Flow & Pull
Systems
& Best Practice
Standardisation
Assurance
Systems
Control
priorities to blocks in the next level.
Waste Leadership Stakeholder Operational
Elimination Vision & Engagement & Measurement &
Programmes Behaviours Communications Reporting
A common mistake is to keep
working on one aspect – typically Value Stream
Mapping &
Voice of
the
5S
Visible
Lean Practitioner
Training &
Lean
Centre of
process – without addressing the Baselining Customer Workplace Toolbox Excellence
related people and organisation issues.
Process People Organisation
Changing the process flow without an
equal emphasis on staff buy-in, or on
metrics to support the new process, is
generally disastrous.
Like a pyramid, a BeLean™
implementation should be built to
last. Among other things, this means
that even when the top is reached, it
is still necessary to keep maintaining
the foundations to prevent unseen
erosion.
All successful BeLean™ programmes
create a culture of continuous
improvement – a legacy that enables
the organisation to respond to
subsequent changes in market
conditions.
How to implement Lean successfully and deliver results that last 3

4. www.uk.capgemini.com
Implementing Lean with sustainable results that can be
Capgemini Consulting financial, operational, or cultural, or
A Capgemini-led BeLean™ often all of these.
implementation is ideally
organisation-wide, but can also be Capgemini has demonstrated success
undertaken on a smaller scale, for with this approach to Lean delivery. In
example within a chosen function, a major public sector programme that
and scaled-up thereafter. we undertook recently, we
collaborated with a complex and
BeLean™ capability building for your sizeable government department to
organisation is so important that we change behaviours with a view to
are the only organisation of our kind achieving sustainable results. In the
to deliver a formal lean accreditation areas where we delivered Lean,
up to degree level. productivity improvements were
identified as in excess of 20% -
A BeLean™ engagement normally conclusive evidence of BeLean’s™
consists of two phases, diagnosis and dramatic impact on ways of working,
deployment. The diagnostic phase is efficiency and customer experience.
valuable because it helps to ensure
that BeLean™ is implemented in a We will continue to work with the
way that makes sense for the specific client to extend this approach across
organisation. By taking a close look at the whole department, making a
the organisation and its market first, difference to 100,000 staff and its
we can customise our approach to customers.
address the most pressing needs of the
marketplace, and to help the As one staff member commented after
organisation achieve its strategy. experiencing BeLean™, “I have much
more pride in my work now. I just
We tailor our approach for each wish I could bottle the positive
organisation so as to achieve atmosphere in this office”.
About Capgemini and the
Collaborative Business Experience®
Capgemini, one of the Capgemini Consulting is the Strategy and
world’s foremost providers Management Consulting division of the
of consulting, technology and outsourcing Capgemini Group, employing 5,000
services, enables its clients to transform consultants worldwide. Leveraging its
and perform through technologies. deep sectorial and business expertise,
Capgemini provides its clients with Capgemini Consulting advises and
insights and capabilities that boost their supports organisations in transforming
For further information, please contact freedom to achieve superior results their business, from strategy through to
through a unique way of working —the Execution. Capgemini Consulting delivers
Jeff Patton Collaborative Business Experience®— successful outcomes by working side by
Vice President and through a global delivery model side with clients to identify the best
Email: Jeff.Patton@capgemini.com called Rightshore®, which aims to offer solutions to critical business challenges.
Tel: +44 (0) 870 238 2300 the right resources in the right location
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www.uk.capgemini.com/services/
Present in 36 countries,Capgemini consulting
Paul Donnellan
Executive Consultant reported 2007 global revenues of EUR 8.7
Email: Paul.Donnellan@capgemini.com billion and employs over 83,500 people
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