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SMART LEAN
YOUR CONTACTS
Alexandre Rosenwald
Associate Director
alexandre.rosenwald@accenture.com
+33 6 09 47 97 71
Sophie Jacquemet-Richard
Senior Principal
s.jacquemet-richard@accenture.com
+33 6 74 67 08 60SMART-LEAN, OR HOW TO TAKE THE BEST OF LEAN AND SMART AUTOMATION APPROACHES
Smart Lean
An approach combining the best of the 2 levers to maximize and
secure the automation of optimized & value-added processes
Process improvement Automation approach
approach allowing quick (RPA) of all or part of
& long-term savings, a low added value
BUT…
Lean Smart process, BUT…
automation
✓ Respond quickly and ✓ Automate repetitive
… Which is generally effectively to process tasks with low added … Which is generally
limited to non-IT inefficiencies value taken as an IT project
opportunities (because ✓ Set up suitable ✓ Allow employees to and misses the Added
expensive, complex & operating methods focus on high-value Value module of the
time-consuming to set ✓ Significantly reduce lead added activities process automation
up in IT) times and stocks and (“customer” contact)
increase productivity ✓ Secure non-quality
Copyright © 2021 Accenture All Rights Reserved.SMART LEAN BOOSTS LEAN BENEFITS AND ADDRESSES ITS LIMITATIONS FOR GREATER IMPACTS
Comments Benefits Limitations
➢ As is process
1 2 3 4 5 6
The baseline process suffers from • Value added time is a
rework, waiting times and wasteful small percentage (10%
activities performed by manpower to 20%) of total lead time
➢ Automated only process
Some tasks are automated and • Less workload • Value-added blind
Reduced some, tasks are reordered so that
1 2 3 5 4 6 Lead • Less waiting time • Non value-added tasks
man/machine interactions are remaining, some being
Time • Less lead time
limited automated
➢ First, Lean the process…
Reduced • Less workload
1 2 5 4 6 Some non value added tasks are • Some non value added
Lead
optimized, even removed • Less waiting time tasks remain and
Time
• Less lead time consume capacity
3
➢ … then Smart Automate the
Leaned process
• Less workload
1 2 5 4 6 Reduced
Lead
Value-added tasks and remaining • Less waiting time
Time Non valued added tasks are • Less lead time
automated
• Manpower focused on
vaalue-dded tasks
Legend
Non value-added task Performed by manpower
Value-added task Performed by Smart automation
Copyright © 2021 Accenture All Rights Reserved. 4DEPENDING ON THE TYPE OF WASTE LEAN OR SMART AUTOMATION WILL BE MOST SUITED, SMART
LEAN ENABLES TO TACKLE ALL TYPES OF WASTE EFFICIENTLY
8 types of wastes Power of Lean & Smart automation Comments
Transportation - Unnecessary movements • Tours improvement, batch sizing
of products & materials • Digitalization topic rather than RPA topic
Inventory - Excess products and materials • Pulled flow, Work-In-Process control
not being processed • 24/24 bandwidth and automation led flash time reduction
• Non value added activities deleted/ diminished
Motion - Unnecessary movements by
• Automation boosted Lean benefits e.g. cross applications
people (e.g. walking, cross applications
information transfer by bots
navigation)
Waiting - Wasted time waiting for the next • One-piece flow, validation frequency increase, batch downsizing
step in the process • 24/24 automation led shrinking of waiting time
Overproduction - Production in excess of • Non value added inputs/outputs deleted/ diminished
need • Automation led “on demand” volume adjustment
Over-processing - More work or higher • Focus on client value-added, tasks re-ordering, “just in case”
quality than is required by the customer activities questioning, complexity segmentation
• Automation of simplified activities
Defects - Efforts caused by rework, scrap, • Mistake proofing, data format enforcement
and incorrect information. • Automation powered mistake proofing, audit trail
Miss-utilized talents - Underutilizing • Non value added tasks minimized, competencies matrix
people’s talents, skills & knowledge • Bots focused on repetitive tasks, manpower on value-added
tasks
Lean
Copyright © 2021 Accenture All Rights Reserved. Smart automation 5THE SMART LEAN APPROACH IS BASED ON A 5 STEPS FRAMEWORK INCLUDING AGILE DELIVERY
Control new
Measure As-Is Analyze root causes (Design-Build-Test bot process performance,
Define opportunities process & design optimized +) Implement set-up maintenance
process optimized process and continuous
improvement
Duration
2 to 4 weeks Duration depending 1 to 2 week to set-up
2 weeks per 2 weeks per
(depending on the on complexity to and then ongoing
process process
scope to cover) implement activities
Purpose
Confirm overall problem Map the current process, track Analyze root causes and design Implement optimized new process Implement control plan &
statement, identify processes performance of current situation an optimized process (Lean and develop bot when applicable continuous improvement
candidate for improvement and and highlight pain points and/or Smart Automation)
prioritize them
▪ Problem statement, objectives of ▪ Mapping of the current process ▪ Sources of wastes analysis ▪ Parallel Agile implementation of ▪ Transition to the Process Owner
the project and key metrics ▪ Gathering pain points from the ▪ Analysis of root causes (X) and ▪ Lean only increments pilot if and Smart automation Center of
▪ Definition of project scope clients and the shopfloor / clerks effects (Y), necessary and implement Excellence (CoE)
Activities
▪ Definition of Voice of Customer, ▪ Preparation of data collection plan ▪ Design of the optimized process ▪ Smart automation only ▪ Definition of Control Plan for
Voice of Business & Voice of and operational definitions ▪ Smart automation adequacy increments: Design- Build -Test - continuous improvement by
Process ▪ Value Stream Mapping to identify inventory Implement Process Owner
▪ Top-down assessment of processes inefficiencies ▪ Submission of all types of ▪ For hybrid solutions : tactically cut ▪ Kick-off governance with Smart
efficiencies and readiness for ▪ Computation & benchmark of improvements to validation, incl process steps into manageable automation CoE
optimization Process Cycle Efficiency respective business case Agile Lean and Smart Automation
increments Smart automation portfolio
Project charter Data Collection Plan Implementation backlog dashboard
Impact financier
• L’amélioration de ce processus peut amener un gain estimé en
phase de pré-cadrage à 1680k Euros
Enjeu / opportunité
• Améliorer les pertes d’efficacité ci-dessous (à compléter):
✓ Processus de re-calcul de VL non standard
Ishikawa diagram
• Rationnel de l’estimation : ✓ Dif f érents niveaux de capacité des comptables
Most common
✓ Réduction des pertes d’ef f icacité estimées lors du cadrage ✓ Dif f érents outils ou méthodes utilisés pour l’analyse (peu sécurisés)
✓ Equivalent à 5% de productivité (niveau de conf iance élevé sur base ✓ Dif f érents tableaux manuels de surperf ormance utilisés
de benchmark) ✓ Formation de départ et continue sur GP3 insuf f isante
✓ Ref ormatage de la communication client créée par EOS
✓ Charge de travail non homogène sur la journée
✓ Opérations manuelles d’archivage
I Chart of Forçages Obligations
Objectifs Périmètre 1600 1
• Réduire les nombreuses pertes d’efficacité identifiées dans le • Activités réalisées en France (L’amélioration de ce processus pour
processus de valorisation pour économiser en moyenne 24’ par la partie Luxembourgeoise est gérée par la filiale locale)
personne • N’inclut pas: contrôles et la gestion des cours et OST (et plus 1500
globalement tous les autres projets lancés dans le cadre de POP)
tools
1400
UCL=1369.3
Individual Value
1300
Planning Equipe
▪ Début des travaux avec les équipes projet le 16 Février • Sponsors : L. Scavardo
▪ Validation de la charte projet et du processus niv. 1 prévue le 20/02 • Chef de projet : Daniel Lopes (FAS) et Yves Lampe (Accenture) 1200
▪ Fin de la phase de Mesure (processus niv. 2, identification des
dysfonctionnements et mesure) prévue le 7/04
• Les membres de l’équipe côté FAS restent à définir.
✓ Comptables qui opèrent le processus (il f audra un mix entre les OPC
_
▪ Fin du test et de la validation des améliorations et mise en œuvre le valorisés, et l’expérience des comptables) 1100 X=1109.2
29/05 au plus tard ✓ REC(A) pour avoir une vue plus globale qui puisse se décliner le plus
▪ Ce planning est prévisionnel et sera affiné en fonction de l’approche largement possible
qui va être adoptée, du nombre de groupes de travaux, des 1000
améliorations à apporter…
900
LCL=849.0
800
34 35 36 37 38 39 40 41 42 43 44 45
Numéro de semaine
SIPOC Map Smart automation Sprint burn down Visual control
Value Stream Mapping adequacy diagnostic
Copyright © 2021 Accenture All Rights Reserved. management 6A TARGET OPERATING MODEL MIXING FUNCTIONAL AND TECHNICAL ROLES IS SET UP
Business lines
• Identify opportunities for improvement
• Implement Lean improvements
• Develop business case
• Qualify automation opportunities
• Prioritise their own opportunities pipe
• Monitor deployment plan and benefits
materialisation Automation Governance
• Carry out UAT
• Sit on Automation governance
• Sets automation guiding principles, do’s
and dont’s
• Prioritises pipe of improvementsonce
consolidated on the many Business lines
• Approves developpement of automation
Automation Center of Expertise • Spreads best practices
• Technically qualifies automation opportunities • Promotes post mortem key learnings
• Evaluates and communicates automation opportunities complexity • Monitors improvements deployment
and feasibility timeline plans and benefits materialisation across
• Develops automation opportunities and implements them into business lines
production
• Maintains and upgrades automated opportunities
• Defines and enforces developpement norms
• Monitors scripts library
• Defines, collects and improves automation performance KPIs
• Sits on Automation governance
Copyright © 2021 Accenture All Rights Reserved. 7APPENDIX
PROCESS ASSESSMENT WILL DETERMINE WHICH SMART AUTOMATION LEVERS WE CAN LEVERAGE TO
DELIVER THE MOST VALUE
Smart Automation enablers To deliver tangible benefits…
Process Automation for, Business Process Management for,
• Repetitive Increased Productivity & lower costs
• Process Orchestration • Potential to operate 24x7
• Rule Based • Scripts, macros, bath program
• Structured Data • Processing costs reduced by 80%
• Minibots & Auto Hotkeys
Virtual Agents using,
• Natural Language Processing Higher Staff satisfaction
Machine learning
• For human like UI or dialogue • Automate process areas involving • Eradicating monotonous tasks
• Multifactor authentication human judgement and interaction allowing individuals to focus on
• Knowledge Processing leveraging ML/DL based higher value work
algorithms, computer vision
AI Advisors technologies and virtual agents Reduction in Lead Time
• Enables machines to sense, • UP to 20 times faster response &
comprehend, act and learn. To processing time
analyze data and make informed Natural Language Processing (AI)
decisions on their own or with • The ability to understand human
minimal human augmentation or language as it is spoken. Consistent quality delivered
intervention. • Can deal with unstructured data • 100% Error Reduction
Predictive Analytics Intelligent OCR
• encompasses a variety of statistical • Advanced optical character (incl Provision of greater visibility
techniques from data mining, handwriting) that allows fonts and & auditability
predictive modelling, and machine different styles of handwriting to • Individual cases can be stored
learning, that analyze current and be learned by a computer during and retrieved as evidence.
historical facts to make predictions processing to improve accuracy
about future or otherwise unknown and recognition levels and digitize
events to identify risks and paper based inputs
opportunities.
Copyright © 2021 Accenture All Rights Reserved. 9RPA as a lever to go one step further in the search
for efficiency and digitalization...
RPA (Robotised Process Automation or robotics) is the use of a virtual workforce (virtual assistants) capable of imitating human actions
on a software by following a predefined script. It allows users to configure software "robots" to run all or part of existing processes,
using several systems and applications, as a human would do;
Internal & external systems Desktop tools
• Access to internal and external applications and • Open and manipulate spreadsheets and text
systems (incl. internet) editors
• Navigate within applications and interact with • Export and transfer data from one file to
different elements and windows another
• Enter/paste the requested data • Formatting files
• Export and upload files • Generate reports and graphs
Data management E-mails
• Open e-mails
• Export attached documents
• Extract / load data from systems and databases
• Check the reception of the mails
• Consolidate, analyze/compare, structure data
• Organize mails in folders or redirect them to a
sets
team member according to defined rules
• Perform calculations
• Send an email with attachments (internal and/or
external)
Copyright © 2021 Accenture All Rights Reserved.… and generate quantitative & qualitative benefits
RPA brings advantages in terms of efficiency and quality while allowing great flexibility in its implementation and
maintenance.
Humans errors out
Increasing capacity and refocusing
Compliance /Audit trail staff on value and customer service
Improved quality
improvement (process steps are => staff satisfaction
logged and stored)
A robot can operate 24/7 if the
Improved
Cycle time reduction up to underlying applications are available
efficiency at machine speed
Scalability and flexibility
Peaks of activity managed at less
Cost saving Process cots reduced up to than the cost of one FTE
Rapidly deployed resources.
RPA software can quickly be set up
Quick Reuse of brick that are, stored in
and bots designed so that
implementation libraries
automation is deployed
Copyright © 2021 Accenture All Rights Reserved.You can also read
