Company PresentationCompany Presentation

Technical DirectorTechnical Director

How Lean Can Change Your Organisation TodayHow Lean Can Change Your Organisation Today

Keeping Core Capabilities In-HouseKeeping Core Capabilities In-House

Suaju Ltd Suaju Ltd

AgendaAgendaBusiness OverviewBusiness OverviewLeanLean– The Foundations of SuajuThe Foundations of Suaju– WasteWaste– Our Core ValuesOur Core Values

Business LinesBusiness Lines– Lean ManagementLean Management– Business Process Intelligence (BPI) / Business Process Management (BPM)Business Process Intelligence (BPI) / Business Process Management (BPM)– Lean SoftwareLean Software

Working ModelWorking ModelLean Implementation WalkthroughsLean Implementation Walkthroughs– Top-DownTop-Down– Bottom-UpBottom-Up– Make-WayMake-Way

The Lean JourneyThe Lean JourneyQ & AQ & A

Business OverviewBusiness OverviewA Bristol, UK based company Founded 2009A Bristol, UK based company Founded 2009Employees recruited on a need basisEmployees recruited on a need basisFounder worked 15 yrs IT in leading companies:Founder worked 15 yrs IT in leading companies:

Assystems - Silver Atena Assystems - Silver Atena Rolls-Royce - Data Systems & SolutionsRolls-Royce - Data Systems & SolutionsBAE Systems – ATS/ReflectoneBAE Systems – ATS/ReflectoneGEC-MarconiGEC-Marconi

Business Scope:Business Scope:““Lean Management and Consulting Services, Implementing Lean Management and Consulting Services, Implementing Business Process Improvements, Software Development Business Process Improvements, Software Development Techniques and associated Hardware”Techniques and associated Hardware”

Why Suaju:Why Suaju:– A need for a Lean ApproachA need for a Lean Approach

BureaucracyBureaucracyPaper WorkPaper WorkProcessProcessUncontrolled costsUncontrolled costs

– Attended the ‘Lean Government’ Conference in WestminsterAttended the ‘Lean Government’ Conference in Westminster

Certification / Status:Certification / Status:– ISO 9001:2008 - Quality Management System ISO 9001:2008 - Quality Management System

Certified by ACS Registrars, UKASCertified by ACS Registrars, UKAS– Information Commissioners Office (ICO) - Data Information Commissioners Office (ICO) - Data

Protection Act 1998Protection Act 1998– FEANI - Federation of Professional Engineers, FEANI - Federation of Professional Engineers,

Combing 31 European Country Engineering Combing 31 European Country Engineering Association WorkingsAssociation Workings

– Fair-Trade WorkplaceFair-Trade Workplace

Our Business LinesOur Business Lines– Lean ManagementLean Management– Business Process Intelligence / ManagementBusiness Process Intelligence / Management– Lean SoftwareLean Software

Business OverviewBusiness Overview

LeanLean

The Foundations of SuajuThe Foundations of Suaju

WasteWaste

Our Core ValuesOur Core Values

Lean – The Foundations of SuajuLean – The Foundations of Suaju

Lean Manufacturing or Lean ProductionLean Manufacturing or Lean ProductionUsed in the Toyota Production System Used in the Toyota Production System Resources other than adding customer value is wasteResources other than adding customer value is wastePrinciples:Principles:– Understanding Customer ValueUnderstanding Customer Value

Only what customer perceivesOnly what customer perceives– Value Stream AnalysisValue Stream Analysis

Only add steps that add valueOnly add steps that add value– FlowFlow

Dedicated production cellsDedicated production cells– PullPull

Work only on what is requiredWork only on what is required– PerfectionPerfection

Continuous ImprovementContinuous Improvement

Lean – WasteLean – Waste

Transfer of skills/ItemsTransfer of skills/Items

Catalogue/Storage SizeCatalogue/Storage Size

Irrelevant activityIrrelevant activity

Waiting for itemsWaiting for items

Production overkillProduction overkill

To much processingTo much processing

Deficiency not conforming to requirementsDeficiency not conforming to requirements

Lean - Our Core Values Lean - Our Core Values

– Keep Core Capabilities In-houseKeep Core Capabilities In-house– Shared Services ApproachShared Services Approach– Understand the Business CulturesUnderstand the Business Cultures– Never compromise QualityNever compromise Quality– AccountabilityAccountability

Business LinesBusiness Lines

Lean ManagementLean Management

Business Process Intelligence (BPI) / Business Process Intelligence (BPI) / Business Process Management (BPM)Business Process Management (BPM)

Lean SoftwareLean Software

Business Lines - Lean ManagementBusiness Lines - Lean Management

Continuous ImprovementContinuous Improvement– Long term visionLong term vision– Always work towards evolution and innovationAlways work towards evolution and innovation– See facts for oneselfSee facts for oneself

Respect for peopleRespect for people– StakeholdersStakeholders

Mutual TrustMutual TrustProblems taken seriouslyProblems taken seriously

– EmployeesEmployeesManager takes responsibility of their employees objectivesManager takes responsibility of their employees objectivesListen and work bottom-upListen and work bottom-up

Business Lines –BPI / BPMBusiness Lines –BPI / BPM

Business Process Intelligence (BPI)Business Process Intelligence (BPI)– Process and Activities monitored RealtimeProcess and Activities monitored Realtime– Identifying bottlenecks, interruptions, external Identifying bottlenecks, interruptions, external

eventsevents

Business Process Management (BPM)Business Process Management (BPM)– Holistic Management ApproachHolistic Management Approach– Aligning organisation aspects with the Aligning organisation aspects with the

requirements of the Customerrequirements of the Customer– Design-Modelling-Execution-Monitoring-Design-Modelling-Execution-Monitoring-

OptimizationOptimization

Business Lines – Lean SoftwareBusiness Lines – Lean Software

Apply the Lean Principles to SolutionsApply the Lean Principles to SolutionsDevelopment combines leading methodologiesDevelopment combines leading methodologies– AgileAgile– UMLUML– Waterfall Waterfall

Worldwide workforce to handWorldwide workforce to hand– FinlandFinland– UkraineUkraine– PolandPoland– IndiaIndia– ChinaChina

Working ModelWorking Model

InceptionInception– Business needs, Understand/Clarify the problems, What value Business needs, Understand/Clarify the problems, What value

can be added, Produce Findings can be added, Produce Findings

ElaborationElaboration– Identify scope, Schedule, Resource Profile, Risks, Top layer of Identify scope, Schedule, Resource Profile, Risks, Top layer of

solutionsolution

ConstructionConstruction– Produce full solution, Verify solution meets stakeholder needsProduce full solution, Verify solution meets stakeholder needs

TransitionTransition– Deliver solution, Install, Stakeholders validate solutionDeliver solution, Install, Stakeholders validate solution

MaintainMaintain– Keep DialogueKeep Dialogue

Lean Implementation WalkthroughsLean Implementation Walkthroughs

Top-DownTop-Down

Bottom-UpBottom-Up

Make-WayMake-Way

Lean Implementation Walkthrough 1 Lean Implementation Walkthrough 1 Top-DownTop-Down

Scenario “flowed down organisation to project team”Scenario “flowed down organisation to project team”

Senior Management Discuss Lean VisionSenior Management Discuss Lean VisionProject Leaders are informed of the vision and a Project Leader is Project Leaders are informed of the vision and a Project Leader is selected to lead the Lean approach for a Pilotselected to lead the Lean approach for a PilotLean Project Leader is given ObjectivesLean Project Leader is given ObjectivesProject Leader Objectives are flowed down to team members where Project Leader Objectives are flowed down to team members where negotiation takes place and team members are listened tonegotiation takes place and team members are listened toThe Lean Principles are flowed down to the team membersThe Lean Principles are flowed down to the team membersLean Project Leader is given a project where the Client has agreed Lean Project Leader is given a project where the Client has agreed the Lean Implementation Approachthe Lean Implementation ApproachThe Lean Project Leader and their team members give feedback on The Lean Project Leader and their team members give feedback on a regular basis to senior management where lessons learnt are fed a regular basis to senior management where lessons learnt are fed back into the systemback into the systemRoll out pilot to other Project LeadersRoll out pilot to other Project Leaders

Lean Implementation Walkthrough 2 Lean Implementation Walkthrough 2 Bottom-UpBottom-Up

Scenario “increase employee moral and motivation”Scenario “increase employee moral and motivation”

A meeting is set up on a regular basis with employees A meeting is set up on a regular basis with employees (no managers) to discuss how things could be done (no managers) to discuss how things could be done better within their organisation and teambetter within their organisation and teamAn idea is voted by the team and presented to their An idea is voted by the team and presented to their managermanagerThe manager discusses this with senior managersThe manager discusses this with senior managersThe idea is progressed – motivation and moral is The idea is progressed – motivation and moral is increased within the teamincreased within the team

Lean Implementation Walkthrough 3 Lean Implementation Walkthrough 3 Make-WayMake-Way

Scenario “make way for a change in process”Scenario “make way for a change in process”

The Manager of a company is given the option to choose The Manager of a company is given the option to choose any process that requires improving and improve itany process that requires improving and improve itClear path for change with support from senior Clear path for change with support from senior managers is givenmanagers is givenForm a direct, simplest, movement of information for Form a direct, simplest, movement of information for those who produce itthose who produce itForm a direct, simplest, movement of information for Form a direct, simplest, movement of information for those that use itthose that use itResult in reduced cycle times and inventoryResult in reduced cycle times and inventory

The Lean JourneyThe Lean Journey

The Lean JourneyThe Lean Journey

Lean introduced into organisationLean introduced into organisation

Review organisation process structureReview organisation process structure

Changes proposed showing added valueChanges proposed showing added value

Changes implemented into organisationChanges implemented into organisation

Changes reviewed and shared with rest of Changes reviewed and shared with rest of organisationorganisation

Q & AQ & AHow Lean Can Change Your Organisation TodayHow Lean Can Change Your Organisation Today

Keeping Core Capabilities In-HouseKeeping Core Capabilities In-House

ContactContact

email: email: enquiries@suaju.comenquiries@suaju.com

tel: +44 (0) 117 902 4532tel: +44 (0) 117 902 4532

fax: +44 (0) 207 022 1663fax: +44 (0) 207 022 1663

web: web: suaju.comsuaju.com

Suaju LtdSuaju Ltd

13/14 Orchard Street,13/14 Orchard Street,

Bristol, BS1 5EH,Bristol, BS1 5EH,

United KingdomUnited Kingdom

Company Registered in England 6884790Company Registered in England 6884790 © Suaju Ltd, UK. all rights reserved© Suaju Ltd, UK. all rights reserved