LEAN experts in ICL Services

ICL Services began to implement methodology of LEAN in 2013. In 2017, according to it most our divisions work. In general results are as follows:

• the department of development of install packets and corporate identities of OS reduced time for work with a packet for 28%. As a result the customer order is executed much quicker and with invariable quality;
• First time fix on the project on development and support of software for the large retailer grew by 32%. The staff of customer organization feels how the solution of their problems accelerated;
• on the project on IT outsourcing for global production company it became 50% less than monitoring incidents. Engineers had more time for extra works for the Client;
• on the project for the manufacturer of the power equipment the number of the arriving incidents decreased by 20%, and the Client received stabler IT infrastructure.

On several projects after implementation of methodology it became twice less than routine tasks and the repeating requests from users! Being exempted from a routine, employees can develop, look for new opportunities for improvement and increase the value of service for the Customer.

Implementation of methodology

In decades within methodology of LEAN the set of the directions and the practician is created. "Our" version of LEAN requires to focus on three focuses.

• Staff of the company;
• Clients;
• Culture of permanent improvement.

It means that (1) all staff of the company should direct the actions to (2) providing the best services to Clients and (3) constantly to look for an opportunity to improve the available services and business processes.

Implementation of LEAN — cultural change. Here not to do without participation of each employee of the company. But cultural shifts are given hard: the person can resist changes. First they are perceived as "distracting", "useless" and even "harmful".

What helped ICL Servicespreodolet scepticism

• Movement by "small steps". The principles of LEAN were implemented on one: when one "got accustomed", added following. If any LEAN tool did not suit a specific command, from it it was possible to refuse or moditsifirovat. The pool of commands on which implemented LEAN extended gradually: began with 5 projects, and all company is covered now.
• Commitment of the management. The decision on implementation of LEAN was made and supported at the level of directors of the company.
• Community. The selected employee – the Champion is engaged in implementation and support of LEAN activities in each command. In Champions called the most active and competent employees of a command. Worked with them individually, showing innovation perspectives. And when such person "was lit" by the idea, sooner or later "lit" also a command. Of course, always supports each Champion timlid. At the same time Champion of each command shares the progress and failures with community of the same Champions.
• Results. One employee fairly was recognized: "At first the Quality circle was not pleasant to most of us. But now we appreciate it because we see that it yields result". The quality circle is the basic LEAN tool. We will reach it soon.

Shortly about practical aspects of LEAN

The methodology requires to observe 7 principles.

• Understand customer needs. Build each process in terms of the value which it brings for the Customer.
• Involve each employee. Said about it above.
• Provide transparency. Each employee should understand how colleagues participate in value creation for the Client.
• Study on experience. Study on errors and on progress, own and colleagues.
• Trace significant KPI. Keep only those indicators which reflect value creation for Clients in focus.
• Eliminate losses. "Losses" are excess actions which require resources, but do not create customer value. It is a cornerstone of LEAN. Main types of losses is an unnecessary waiting, overproduction, etc. (the complete list is in any article about an essence of LEAN, including "Wikipedia").
• Standardize. Document Best Practises and implement them in all commands which are engaged in this process.

The basic LEAN tool is Quality circles, weekly/daily all-command meetings.

They have strictly set structure and the regulations. An obligatory element of a meeting — to discuss and record progress and failures for the period, to analyze the reasons of problems and to find solutions. On the Circle monitor key KPI commands, analyzing changes. Data and outputs fix on the physical or virtual structured board where the project status is visually displayed. The lifted problems are solved to the following Circle. All employees of a command communicate, review workflows and together find opportunities for improvement.

The quality circle realizes all principles of LEAN, and it is convenient to employees to work so. And use of Circles in a complex with other programs and initiatives just also helps to receive those +28% and even +50% of efficiency.

Not LEAN'OM uniform

LEAN not the only solution which helps us to increase constantly service quality for Clients. In addition we, for example:

• every quarter we poll Clients about satisfaction with quality of our services (C-SAT poll — Customer Satisfaction). If it is necessary, we make to work changes according to customer expectations;
• we start on each service project "Plan of Permanent Improvement of Services" (CSIP — Continuous Service Improvement Plan). Having increased efficiency, we provide planned reduction in cost of service for the Client;
• entered into organizational structure of a position, meaning active customer interaction — "the Customer's voice" in ICL Services;
• we develop and implement technical solutions (Server Automation Tool — infrastructure management of servers, Colibri — management of deployment of applications and migration, etc.) for increase in effectiveness of services.