Change the way you work: Lessons from other industries

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Change the way you work: lessons from other industries

Massimo Ghislandi

3 AREAS OF IMPROVEMENT

PROJECT

QUALITY

WASTE

1. LEAN

LEAN: 1988. Derived from Japanese manufacturing industry

What is it? A set of tools that assist in the identification and

elimination of waste

PO

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1. LEAN – Differences between manufacturing and services

Understand customer demand what you are going to get a lot of and train for standard Use specialists for exceptions Pass the information ‘cleanly’ so the specialist or the next step has all the right information STANDARDIZATION Might not always useful in Service industry

Can service industry and translation benefit from some of the lean manufacturing techniques?

VALUE DEMAND companies are in business to serve these demands FAILURE DEMAND Caused by failure to do something or something right for the customer

MANUFACTURING Companies are in business to manufacture a product WASTE Caused by failure to achieve the right quality in a produce item

Reduce waste Reduce failure demand

1. LEAN – What does it entail?

• Bad Translation • Poor

terminology • Wrong

document • Manual tasks • Wrong

resource used

• Change over between jobs

• Non streamlined process

• Fluctuations in customer demand

• Can be caused by Muda and Mura

• 100% utilization • Absenteeism

1. Muda

3. Muri

2. Mura

SMED Pull Method Customer value Continuous flow Waste elimination Continuous improvement

1. LEAN - SMED

Quick change over influencing: Economic lot size

SMED: Single-Minute Exchange of Die

If change over can be reduced, economic lot size can also be reduced

• Observer the current methodology (Separate internal / external activities)

• Convert internal activities into external ones • Streamline the remaining internal activities by

simplifying them • Streamline the external activities • Document the new procedure • Do it all again!

• Observe the current process (Separate activities that can be only done at the end of the project from those that can be done during the project in parallel)

• Transform internal into external (File preparation from translator to project manager)

• Consider specializing (Translation / QA / Review) • Look at project preparation / Processing and simplify • Document the new procedure • Do it all again!

Quick processing of different jobs

IN TRANSLATION

If you can reduce the change over / preparation time You will be able to take on more smaller jobs

1. LEAN - Value Stream Mapping

Value stream mapping is a lean manufacturing technique used to analyze and design the

flow of materials and information required to bring

a product or service to a consumer.

1. LEAN - What does it take to localise?

Steps No

TMS WS WorldServer Features

Identify & package files for localisation One integrated system = no handoff

Handoff files to localisation vendor/group Vendor access WorldServer directly

Process files to generate scope and cost quote Filters, translation memory, scoping, costing

Review “blind” quotes, negotiate & signoff on cost WorldServer computes cost

Process files to generate projects for translators Filters, centralized TM/TD, auto

Send out translation projects manually via mail or ftp Workflow

Vendor performs scoping & translation Minimized by ICE and SPICE matching

Manage issues raised by translator & exchange comments Workflow

Vendor processes projects to create review files Direct generation of XML on save, integrated preview

Client performs linguistic and quality reviews

Exchange spread sheets with comments Issue tracking and segment comments

Manually update changes in translation memory tool Browser translation workbench

Process projects to create final files Architecture: direct generation of XML on save

Perform production and DTP on files Automated output, multilingual DTP features

Handoff final files for publishing and archive One integrated system

Update, merge, store, maintain TM manually Changes never made outside of TM

1. LEAN – Mapping a translation process

Collate

BCU Bruges

BCU Singapore

BCU Eindhoven

• Mainstream

• Hi-end

• DTV + FTV

Sign-off

Create

Commission

Translate Localise

Localise &

translate NSO’s

x17

Trade

Consumer

NSO’s

x17

Sign-off Content

DB

AKBS

MDB

Media

Ware

P3C

6 months

Product Catalogue Content Process

3 months

5 months

Web Content Process for Catalogue

4 months

4 months = new AKBS 2 months = update AKBS

Regional Marketing

AKBS

Collate

Spain

Sweden

x17

x17

x17 x17

x17

x17

Over 9,000 communications

required to source content for catalogue

Translation happens twice for the same

content

Content takes 4 months to

reach the web

Regional marketing act as a ‘post-box’ and are a bottle-

neck

Different people are chasing the same content

Only 18% of product leaflets

get to production

Source: Philips presentation at SDL GIM conference, UK, November 2006

Content Manager

Determines what

content requires

translation

Process Start

Content Manager

Sends translation

request (email or FTP)

Content Manager

Manually extracts

content metadata for

localization

Content Manager

Manually extracts

content from content

store

Loc Manager

Reviews translation

request / manually

gathers content /

sends content

Vendor Loc Mgr

Sends translation

assets to translator

(email/FTP)

Vendor Loc Mgr

Performs word count

analysis and sends

quote

Loc Manager

Reviews quote

Translators

Collects content to

translate via email or

FTP

Translators

Translates content

Translators

Send translation

assets to Loc Project

Manager

Quote

Approved?

Vendor Loc Mgr

Adjusts / /resends to

Loc Manager (email/

FTP)

YES

NO

Pain:

Manual extraction of

translatable content

Pain:

Lack of automation

(integration into

content stores)

Loc Manager

Updates / maintains

Translation Memories

(if used)

Translators

Saves translation

assets in required

encoding

Pain:

No ability to

dynamically review in-

context (on-line)

Content Manager

Receives/collects

translated assets

(email or FTP)

In-country Reviewers

Review translated

assets

Content Manager

Sends assets/ref

assets to reviewers

(email or FTP)

Process End

Pain:

Manual gathering of

content to localize

Pain:

Vendor file analysis

results in excess cost/

delays

In-country Reviewrs

Retrieves assets

(email or FTP)

Pain:

Manual gathering of

content to review

Translations

Approved

Loc Manager

Retrieves translation

assets from reviewers

with status/notes

In-country Reviewers

Emails Loc Manager

with approvals or

suggested changes

NOContent Manager

Retrieves translation

assets

Content Manager

Manually inserts

translation assets into

content store

Pain:

Lack of automation

(integration into

content stores)

Pain:

Manual retrieving of

translation assets

YES

Pain:

If changes made

directly to translation

assets, TM leverage /

reuse lost

Pain:

Increased cost / time

due to additional file

analysis and re-

translation

Pain:

No ability to

dynamically review in-

context (on-line)

Pain:

Unknown quality /

accuracy of TM

leverage,

Pain:

Increased costs due to

vendor TM

management / lack of

insight into TM quality

Company “A” manual steps aided /

automated with SDL TMS

Translation Vendor manual steps

reduced / eliminated with SDL TMS

Only manual steps expected in

translation process

Pain associated with translation

process step

Legend

1. LEAN – Mapping a translation process

1. LEAN – Mapping a translation process

Content is gathered through content store workflow

CMS , etc ) or change detected

Process Start

Loc Manager

Reviews translation request through web

interface for authorization

Vendor Loc Mgr

Approves translation request ( optional )

In - country

Reviewers

Review translated assets

Process End

Translation project automatically

created through

defined business rules

Assets for translation

automatically sent

to or retrieved

by system

Assets are automatically filtered and analyzed against

existing centralized TM

Cost analysis preformed against

translation vendor ( s )

agreed upon cost model ( s )

Vendor Loc Mgr no

longer has to do file analysis – reduced

project management costs

Translators Translates content

Centralized TM updated upon final

approval

Translation assets are generated in

same format as the

source assets

Email sent to Content Manager

signifying translation project completion

Translation assets

sent to or retrieved by content store

( CMS , etc .)

Analysis, technology and automation help reduce process complexities

1. LEAN - Value Stream Mapping

• Identify the target product, product family, or service. • Draw a current state value stream map, which shows the current steps, delays, and

information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). Assess the current state value stream map in terms of creating flow by eliminating waste.

• Draw a future state value stream map. • Work toward the future state condition.

Non Value adding steps are often preparatory or tidying up. Consider using a post-it notes to create the first map so they can be adjusted ”

“

• Identify recurring projects / customers which or functions

• Draw a current state value stream map, which shows the current steps, delays, and information flows required to deliver the translation service.

• Assess the current state value stream map in terms of creating flow by eliminating waste.

• Look at manual tasks, preparation, quality checks, transfer of data, number of people touching a task, ways to monitor status.

” “

1. LEAN - 5S

Workplace organization method How to organize a work space for efficiency and effectiveness

”

“

5S

• SORT See what papers / folders / files are necessary, what should be eliminated Create clean folder structures

• STRAIGHTEN Place all items whether paper or digital in the correct place so they are easier to find

• SHINE Keep the office clean and tidy, your data storage in good condition

• STANDARDIZE Ensure a process is adopted by everyone. Use same conventions, naming, places to store

• SUSTAIN Maintain the procedure

• SORT See what TMs are necessary, which unit / files should be eliminated

• STRAIGHTEN Ensure all your TMs are correctly stored ideally in a central place

• SHINE Use methodologies to ensure your TMs are clean (CCM)

• STANDARDIZE Ensure everyone is using the same process to maintain clean TMs

• SUSTAIN Maintain the procedure in the long term

1. LEAN - 5s benefits

Productivity

• Less wasted time searching

• Better organized way of working

Quality

• Encourages better process and reduces mistakes and misplaced items

• In a file context improves TMs or Terminology

Improved Image and morale

• Customer visiting will get a better professional image

• Staff will be more motivated in a more pleasing environment

RAPID

1. LEAN - Kaizen

Kaizen (改善) Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management.

Kaizen Event

The Kaizen Blitz (or Kaizen Event) is a focused, short-term project to improve a process. It includes training followed by a analysis, design, and, often, re-arrangement of a product line or area. Process and Value Stream Mapping are important tools. The usual Kaizen Event takes 2-10 days

CONTINUOS

Key to success

• Small continuous improvements are as important as large rapid ones

• Company’s leadership must be involved

• People who perform the process must be involved

• Celebrate and publicize the accomplishment

Kaizen

• Standardize an operation and activities.

• Measure the operation (find cycle time and amount of in-process inventory)

• Gauge measurements against requirements

• Innovate to meet requirements and increase productivity

• Standardize the new, improved operations

• Continue cycle ad infinitum

• Identify a process which is constantly repeated such as file distribution or routing

• Measure timing for the various process and identify bottlenecks

• Compare your result with the goal you set

• Innovate by simplifying, automating, integrating, improve practices

• Standardize the new, improved process

• Continue cycle ad infinitum

1. LEAN – Kanban and Poka-Yoke

Scheduling system for lean and just-in-time (JIT) production. Kanban is a PULL system to control the logistical chain from a production point of view There are examples of Kanban applied to services which lead to: - More visible backlog - Individuals can pull workload - Overall backlog is better managed - Collaboration is improve - Bottleneck more visible

A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. In the service industry this could mean improving forms, adding compulsory steps in the process, use software to enforce checks

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2. QUALITY

• Incorrect work

• Work not requested

• Work completed too slowly Task

• Failure to acknowledge the customer

• Failure to listen to the customer

• Failure to react appropriately

Treatment

• Failure to clean facilities

• Failure to control noise, light, temperature

• Failure to proofread a document

Tangible

What is it? A combination of quantitative and qualitative perspectives for which each person has his or her own

definition; ie. "Meeting the requirements and expectations in service or product that were committed to" and "Pursuit of optimal solutions contributing to fulfilling accountabilities".

2. QUALITY - Evolution

• Statistics pervaded quality since the 40s • Dramatic changes in the 70s when US lost market share to foreign

competitors, (lower price higher quality) • Quality became strategic

1900

Inspection

1940s

Statistical sampling

1960s

Organizational quality focus

1980s and beyond

Customer driven quality

OLD CONCEPT OF QUALITY NEW

QUALITY

Manufacturing Services TRANSLATION

Conformance Tangible

factors

Files work,

punctuation is correct,

layout accurate

Performance Consistency Terminology is correct

Reliability Responsivene

ss to needs

Fulfilled all customer

requirements

Features Courtesy Personal relationship

Durability Timeliness Deadlines

Serviceability Atmosphere Doing work together

DEMING Only 15% of quality problems are due to work error. 85% are caused by process and system. It is up to management to correct system problems and create an environment that promotes quality

Six Sigma

Six Sigma is a set of tools and strategies for process improvement originally developed by Motorola in 1985. Six Sigma became well known after Jack Welch made it a central focus of his business strategy at General Electric in 1995, and today it is used in different sectors of industry.

Many lean techniques are applied in Six Sigma

2. QUALITY – Six Sigma

• A clear focus on achieving measurable and quantifiable financial returns.

• An increased emphasis on strong and passionate management leadership and support.

• A special infrastructure of "Champions", "Master Black Belts", "Black Belts", "Green Belts", etc. to lead and implement the Six Sigma approach.

• A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than assumptions and guesswork.

In translation this would equate to 3.4 wrong words out of Million or 3.4 rejected projects in a million

2. QUALITY – Six Sigma

• Any translation department can analyze their workflow, identify area where quality could be impacted and redefine processes and practices to ensure better quality.

2. QUALITY – Six Sigma

Measure Phase: - Senior management involved - Establish leadership commitment - Train - Schedule reviews Analyze Phase: - Define business goals - Identify existing process and performance - Define improvement projects - Create performance measures - Establish incentive / recognition Improve Phase: - Form a team - Provide training to the team member - Implement six sigma projects and use techniques - Monitor status Control - Audit results - Maintain the improved system - Apply the incentive - Apply continuous improvement

Measure Phase: - Translation Manager / Owners / Tech Doc directors - Establish leadership commitment - Train - Schedule reviews Analyze Phase: - Reduce Project Errors / Improve a language quality - Identify existing process and performance - Define improvement projects - Create performance measures - Establish incentive / recognition Improve Phase: - Form a team - Provide training to the team member - Implement six sigma projects and use techniques - Monitor status Control - Audit results - Maintain the improved system - Apply the incentive - Apply continuous improvement

PHILOSOPHY Don’t spot mistakes at the end and re-do the work, but eliminate issues during the process itself. Suppliers always play a big part. Ensure they are aligned with your goals.

3. PROJECT MANAGEMENT

A goal without a plan is just a wish

What is it? Project management is the discipline of

planning, organizing, motivating, and controlling resources to achieve specific

goals. A project is a temporary endeavour with a defined beginning and end (usually

time-constrained, and often constrained by funding or deliverables)

3. PROJECT MANAGEMENT - PRINCE 2

• Prince 2 was released in 1996 as a generic project management method.

• Developed by UK Government.

• There are some key PRINCE2 processes. The arrows represent flows of information.

Every job in translation is a project.

PRINCIPLES THEMES PROCESSES

Business Justification Business case Starting up

Learn from experience Organization Initiating

Defined roles and

responsibilities

Quality Directing

Manage by stage Plans Controlling a stage

Manage by exception Risk Managing stage

boundaries

Focus on products Change Managing product

delivery

Tailored to suit the

environment

Progress Closing a project

3. PROJECT MANAGEMENT - PRINCE 2

Different size of projects will require use of different principle and processes. However used in different measures, all stages could be useful.

PRINCIPLES

Should be accept this

project?

Learn from experience

Lead translators /

Reviers / Managers

Translate, review,

DTP etc.

Intervene only when

there is a problem

Ensure output to be

delivered is clear

Evaluate project size

and manage

accordingly

3. PROJECT MANAGEMENT – PRINCE 2

QUALITY REVIEW

CHANGE CONTROL

PRODUCT BASED

PLANNING

Quality Review

The quality review technique ensures a project's products are of the required standard (i.e. meet defined quality criteria). • This takes place in a quality review meeting,

which identifies errors in the product. • The quality review meeting will not attempt to

solve the problems it identifies. • The meeting brings together people who have

an interest in the project's outputs and people on the project team able to address issues identified.

• Quality in translation is harder to measure however consider the 2 aspects measurable and subjective.

• The quality review meeting can help identify what went wrong and tries to embed steps in the process to correct them

• Translators, project managers, reviewers, external resources etc. should be involved.

Change Control

Formal process used to ensure that changes to a product or system are introduced in a controlled and coordinated manner. • It reduces unnecessary changes • Avoid introducing faults or undoing

changes made by others • Minizes disruption to services

• Ensure only the appointed people have the power to change the control processes. Ie. Only appointed terminology lead can change terminology or translator lead can finalize a translation memory update.

• Ensure process is not changed without communication

• Think when to apply the changes, to avoid disruption

Product based planning

A method of identifying all of the products (project deliverables) that make up or contribute to delivering the objectives of the project, and the associated work required to deliver them

Ensure that all the steps and deliverables agreed to whoever customers are documented and all the associated work and steps is scoped and has resources allocated to it.

Summary

LEAN TECHNIQUES

QUALITY MANAGEMENT

PROJECT MANAGEMENT

Translation memory to maximize productivity

Terminology databases to better control and streamline terminology management

Server Technology to centralize and reduce manual tasks

Automated quality checks to ensure measurable quality is controlled

Quality checks profiles to ensure consistent approach

Centralized management of TM and Terminology assets

Auditing of status through centralized project management

Better communication across the team through use of standard packages

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