The involvement of all entities at the start of the Continuous Improvement approach has been one of the keys to instill a mechanism of continuous improvement and accountability among the teams in implementing various actions.
Continuous Improvement Approach Deployed to Support Orange Money Services
Increased competitiveness in the markets, combined with companies taking responsibility for environmental and societal issues, leads enterprises to engage in a Continuous Improvement approach.
Actively seeking opportunities to do better, smarter, and more efficiently, and being willing to constantly question oneself are the first steps towards adopting a continuous improvement approach.
The Continuous Improvement approach has been formalized through the ISO 9001 standard. It involves implementing operational, permanent, and sustainable actions to deeply improve all processes within a company or service. It combines actions aiming to gradually reduce dysfunction and waste while capitalizing on existing strengths to maximize satisfaction for both internal clients (employees) and external clients (customers).
Support for the Improvement of Orange Money Services
In this context, our client has chosen to be accompanied by Sofrecom in implementing a continuous improvement approach for the Orange Money service within some of its teams.
A specific activity has been created with dedicated resources and its own governance to convey the principles of the continuous improvement approach and support different teams and entities in this cross-functional initiative.
The Continuous Improvement approach was intended to address various technical and business challenges:
- Compliance issues, particularly to meet the requirements of central banks
- Security issues to enhance the anticipation capabilities of the security devices in place
- Management of the solution supported by big data
- Digital challenges, accelerating digitization to offer customers an "augmented" digital experience
- Accelerating the development of the solution to quickly respond to growing customer needs through a partner integration and associated services program
The approach was deployed at the operational level through a structured method: identification of dysfunctions and root cause analysis for each activity, definition of improvement tracks in inter-team workshops to capitalize on strengths, collective prioritization of improvement actions, and deployment of solutions. 60 projects were identified around important themes for the development of the Orange Money service (process industrialization, security & compliance, end-to-end agility, end-to-end integration, documentation management, DevSecOps, etc.). The involvement of all entities at the start of the Continuous Improvement approach was one of the keys to instill a mechanism of continuous improvement and accountability among the teams in implementing various actions.
Continuous Improvement for Differentiated Quality of Service Management
At the heart of this mission, Continuous Improvement was also focused on the technical aspect limited to the Orange Money platform with the aim of improving service quality. More than fifty non-functional requirements for critical components of the Orange Money technical solution were implemented in both the Build and Run phases.
For each requirement, metrics were defined to measure, automated when possible, compliance with the requirements.
A specific governance was also put in place to conduct regular reviews of the requirements with the Product Owners of the different components. These reviews allow for corrections when necessary and continue the work of identifying improvement tracks continuously. The implementation of these requirements has allowed for better control of the solution and management of service quality through Continuous Improvement.
In the context of this mission, the client benefited from an effective and operational launch of the Continuous Improvement activity for the service and its structuring, reinforced framing of solution development activities through the definition and implementation of non-functional requirements, and the teams' appropriation of the method for integration of the Continuous Improvement approach throughout the chain.
