Copyright Institut Lean France 2011

Deploying Lean
in BNL IT department
Paul Thysens

Deploying Lean in BNL IT department

Paul Thysens CIO BNL BNPP Group

Lean IT Summit
October 14, 2011

BNL in the BNP Paribas Group

BELGIUM
LUXEMBOURG

205 000 Employees

ASIA

FRANCE

11 000

ITALY

EUROPE

162 200

FRANCE

65 400
ITALY

19 100
AMERICAS

LUXEMBOURG

19 400

2 200

NORTH AMERICA

15 100
SOUTH AMERICA

4 300

3 900

MIDDLE- EAST

BELGIUM

18 300

AFRICA

9 800

OCEANIA

600

As of 31.12.10

Through BNP Paribas Group, BNL offers to its Italian customers access to the most
extensive international banking network
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BNL History
From birth to BNPP Integration

BNL is listed
on Milan Stock Exchange

BNL becomes
a State owned bank

1929

1998

Integration
of Artigiancassa

BNL enters
in the Group BNPP

2006

2009
2011

1913

Birth of BNL
(Istituto Nazionale
per la Cooperazione)

1992

BNL becomes
a Limited Company

2001

2008

2010

BNL becomes
a multi-specialist Bank

Integration
of Bank Prive

Integration
of Fortis

Lean in BNL: ACE Program

Since 2006 BNL has adopted the Lean methodology with ACE
in the Back Office in order to an operational efficiency and a simplify

Valuing
People
Reduce
Operational
Risks

2006

Increase

2009
Quality

Acquisition
By BNP Paribas

Back Offices

Competitiveness

Improvement

Simplification and standardization of processes

2.000 people involved

30M of recurring gains

+20% points for the customer satisfaction

-50% defects

Up to -90% reduction in lead time

+20% of productivity

IT Department
Development and monitoring

400 people involved

13 projects

1M of recurring gains

-28% defects

-73% reduction in lead time

ACE: Amlioration Continue de lEfficacit

(Continuous Improvement Efficiency)

The Problem

As is

Actions

Trend

Budget

Keep the same Budget

CHANGE
30%

Projects

Loss of budget for projects

Free effort and budget to invest

in Change the Bank
and/or to reduce the RUN cost

Run the bank tends to grow

RUN
Assets

Work on assets cost

containment, understanding the
activities covered

Lean on Assets to reduce costs

70%

Quality Plan to stabilize the trend

Production

2011

Usage systems and costs of IT

increase with volumes

Reduction applications consumer that

allowed to absorb the volumes in 2
years

Work on the maintenance of the Run the Bank costs!

Strategy

Quality Plan

Lean in maintenance activities

Improve the quality of applications

in production

Valuing
People

Understand the case and discover

the potential for improvement

Reduce
Operational

Consolidate the results

already obtained from
optimization activities

Risks
Increase
Competitiveness

Reduce non quality

(corrections and support)

Quality
Improvement

Help define standards and rules

for the development of new
applications

Free maintenance time

to reinvest in projects

SPOC Support Model

Acting on level III to improve the current support model and to increase the
effectiveness and efficiency of service

USER
Telephone

Level I

Level II

Self ticketing

SPOC
SUPPORT
Focus on
Maintenance Team

BACK OFFICE

 Move manteinance team skills on the SPOC

Level III

Maintenance Team
(Focal Point)

 Recurrent support to the SPOC

NEW

 Provide tracks , FAQ.

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Results
5 teams involved (30 total) - equal to 30% of corrections and support effort
50 people involved (internal + external)
1 year of work

Corrections

Volumes
-28%

Support

Lead time
-57%

Volumes

Lead time

-30%

-73%

1M
Stakes
1.9k Internal
3.4k External

5.3 M

Free Internal Effort

to be reallocated on
project activities/ assets quality

Maintenance Budget
8

Focus on a Maintenance Team

Corrections

Support
120

29

13 days
80

19

1
Volumes
#tickets per month

Volume
#tickets per month

21h
Lead time
Average

Benefits vs People
Teams visualizing their own work
Teams design performance indicators reflecting their customers expectations and
put them on a wall
People create their own Visual Management tools to make visible their daily work
Every morning, they meet for 10-15 minutes to detect and solve problems early

Solving problems with low cost solutions

Clarifying confusing error messages and help texts
Collaborating with Help Desk to create or improve FAQs
Training team members and writing check lists
Developing tiny, targeted software evolutions

Striving to really understand the problems

Classifying incidents and support requests
Mapping the sources of incidents and requests
Listening and talking to real users!
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A Managerial Revolution for

Go & see

Goals

Proposals & results

Encourage proposals from employees

Small steps instead of big solutions
Involvement of middle management
Increase team building

motivated and happy People

Work is less stressful and more interesting

Can propose and implement improvements
Increase face-to-face communication
Work naturally with other groups
Understand the E2E process, including the customer perspective
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Working with Suppliers

Active involvement
Visual management installed in the supplier offices and shared
with their people
Monetization" of the recovery of operational efficiency through
the renegotiation of contracts with suppliers within the mediumlong term partnership
Share economical benefits
Encourage and reward improvements

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Next Steps

Accelerate the deployment on maintenance teams (Yokoten method)

Create of a new organizational structure to ensure the management
and continuous improvement of the applications
Use E2E model during the analysis and the solution of the problem
(i.e. from one single ticket of Help Desk to application)
Always work in synergy with Business teams in order to give a follow
up on maintenance performance and to provide information " market
oriented"
Align senior managers through Lean strategy deployment

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Copyright Institut Lean France 2011

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