Lean Implementation Walkthroughs Technical Director How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House Suaju Ltd

Business Overview A Bristol, UK based company Founded 2009 Employees recruited on a need basis Founder worked 15 yrs IT in leading companies: Assystems - Silver Atena Rolls-Royce - Data Systems & Solutions BAE Systems – ATS/Reflectone GEC-Marconi Business Scope: “Lean Management and Consulting Services, Implementing Business Process Improvements, Software Development Techniques and associated Hardware” Why Suaju: –A need for a Lean Approach Bureaucracy Paper Work Process Uncontrolled costs –Attended the ‘Lean Government’ Conference in Westminster

Certification / Status: –ISO 9001: Quality Management System Certified by ACS Registrars, UKAS –Information Commissioners Office (ICO) - Data Protection Act 1998 –FEANI - Federation of Professional Engineers, Combing 31 European Country Engineering Association Workings –Fair-Trade Workplace Our Business Lines –Lean Management –Business Process Intelligence / Management –Lean Software Lean - Our Core Values –Keep Core Capabilities In-house –Shared Services Approach –Understand the Business Cultures –Never compromise Quality –Accountability Business Overview

Lean Lean Manufacturing or Lean Production Used in the Toyota Production System Resources other than adding customer value is waste Principles: –Understanding Customer Value Only what customer perceives –Value Stream Analysis Only add steps that add value –Flow Dedicated production cells –Pull Work only on what is required –Perfection Continuous Improvement Waste –Transfer of skills/Items, Catalogue/Storage Size –Irrelevant activity, Waiting for items –Production overkill, To much processing –Deficiency not conforming to requirements

Lean Implementation Walkthroughs Top-DownBottom-UpMake-Way

Lean Implementation Walkthrough 1 Top-Down Scenario “flowed down organisation to project team” Senior Management Discuss Lean Vision Project Leaders are informed of the vision and a Project Leader is selected to lead the Lean approach for a Pilot Lean Project Leader is given Objectives Project Leader Objectives are flowed down to team members where negotiation takes place and team members are listened to The Lean Principles are flowed down to the team members Lean Project Leader is given a project where the Client has agreed the Lean Implementation Approach The Lean Project Leader and their team members give feedback on a regular basis to senior management where lessons learnt are fed back into the system Roll out pilot to other Project Leaders

Lean Implementation Walkthrough 2 Bottom-Up Scenario “increase employee moral and motivation” A meeting is set up on a regular basis with employees (no managers) to discuss how things could be done better within their organisation and team An idea is voted by the team and presented to their manager The manager discusses this with senior managers The idea is progressed – motivation and moral is increased within the team

Lean Implementation Walkthrough 3 Make-Way Scenario “make way for a change in process” The Manager of a company is given the option to choose any process that requires improving and improve it Clear path for change with support from senior managers is given Form a direct, simplest, movement of information for those who produce it Form a direct, simplest, movement of information for those that use it Result in reduced cycle times and inventory

Q & A How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House

Contact tel: +44 (0) fax: +44 (0) web: suaju.com suaju.com Suaju Ltd 13/14 Orchard Street, Bristol, BS1 5EH, United Kingdom Company Registered in England © Suaju Ltd, UK. all rights reserved