Presentation Abstracts

Reflections on a Global Lean Transformation Leadership Journey

Presenter: Kobus Malan, President Mid-Market, Sandvik Mining & Rock Technology

Kobus will share reflections on his Lean leadership journey from the past 20 years, starting in South Africa and continuing in China, Australia, Sweden and finally ending again in China, covering Lean transformations in Manufacturing, Product Development and Management. The main objective is to share my experience and the critical success factors for a successful Lean transformation.

He will talk us through his experience of leading Lean transformations for Atlas Copco Secoroc in South Africa and then four different Atlas Copco manufacturing companies in China. The third attempt was in Australia, where the manager was supportive of the change, but not the workers and limited success was demonstrated. Finally, he has led successful lean transformations in Sweden at Atlas Copco and again in China.

Kobus will outline the critical success factors in all these Lean transformations.

———————————————————————————————————–Implementing Lean Product Development

Presenter: Kobus Malan, President Mid-Market, Sandvik Mining & Rock Technology

In this presentation, Kobus will share the methodology used to implement Lean Product Development, based on the successful implementation in Atlas Copco Sweden and in Sandvik China.

Traditional methods of managing product development projects are typically characterised by fuzzy project goals, slow decision making, resource conflicts, undefined priorities, low level of coordination, a lack of transparent information and an inability to adapt to changes. This normally results in delayed projects and overrun budgets.

Applying Lean principles to the product development process can eliminate or minimize the problems associated with traditional methods. Defining value from the view of the customer is the critical first step and applying pull based on customer needs instead of push. Regular interaction between all the functions that’s directly or indirectly involved in the development process facilitates the flow of value. Their task is to remove waste, unevenness and overburden to create the flow of value. The visualisation of the progress, results and problems are done in the Pulse room.

The Lean Product Development (LPD) methodology involves the formation of different multifunctional Pulse teams, each with their Pulse board in a Pulse room, where they meet daily or at least weekly to discuss their tasks and use the Pulse boards to visualise their progress.

This methodology was applied in Sweden in Rocktec Division, Atlas Copco and again in China in LGMRT, Sandvik. In both cases the problems associated with traditional methods of product development were eliminated and project completion accuracy improved dramatically.

———————————————————————————————–Transforming ICT Service Delivery through Lean

Presenter: Sudip Pal, Lean Leader and Senior Manager – Service Delivery Transformation,  Ericsson India Global Services, India

The success of any ICT project hinges on how fast we can identify the problems, drill down to the root causes and continuously work towards improving upon them. This transformation story of a large ICT project at Ericsson is a classic example of one such successful engagement. It is a case study on how Lean Thinking can trigger a completely different mind-set thereby bringing in a change in attitude and culture. This Application Development & Maintenance project was technically challenging and required 32 different skills across 9 functional areas from Enterprise Systems to Telecom Products. Even more challenging was to manage highly dynamic customer requirements which created initial expectation mismatch. The leadership team took a strategic decision to adopt the Lean methodology. Through continuous focus, more customer involvements and “fast and flawless” delivery Ericsson staged a complete turnaround of the project in less than 6 months. The productivity improved by 45% and defects reduced by 60%. Achieving Customer Satisfaction of 92% was testimony of this amazing improvement.