Our team can provide the necessary expertise to guide your organisation through the initial assessment, planning, training and the execution necessary to move towards becoming a lean enterprise. We work across business areas to select, train and build high performing teams that can support the cultural shift to becoming agile.
This is a top down led initiative where the leadership are trained to coach downwardly (in a pyramids style structure), ensuring their engagement and support in the delivery of workshops covering the four pillars of lean enterprise, BDD, DevOps, Test Automation and Agility. Our focus is to deliver long term sustainability to allow this adoption to become weaved into the DNA of the organisation.
Before taking the first step towards a lean transformation, it’s important to understand whether your organisation can realise the benefit of such a change.
Missed opportunities, disruptive competitors, project delays, inefficiencies and increasing costs, meeting customer expectations, scaling to meet demands, lack of agility and building high performing and motivated teams are just some of the reasons for organisations to move towards a Lean Enterprise Agile model.
The core idea is to maximise customer value whilst minimising waste. Simply put, lean means creating more value for customers with fewer resources.
A lean organisation understands customer value and focuses its key processes to continuously increase this value. The ultimate goal is to provide optimal value to the customer through a perfect value creation process that has zero waste.
To accomplish this, lean thinking changes the focus of management from optimising separate technologies, assets, and vertical departments, to optimising the flow of products and services through entire value streams that flow horizontally across technologies, assets and departments, to customers.
Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less of a cost and with far fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high-variety, high-quality, low cost and with fast throughput times. Also, information management becomes much simpler and more accurate.
A popular misconception is that lean is suited only for manufacturing, but this is not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organisation.
"A popular misconception is that lean is suited only for manufacturing, but this is not true. Lean applies in every business and every process. It is not a tactic or a cost reduction program, but a way of thinking and acting for an entire organisation."
It is a top-down method based upon ‘Mission Control’ leadership rather than a 'Command and Control' with an Operating Model designed for both efficiency and the fostering of a scientific, experimental approach.
It requires cultural change but not a counter intuitive one. Do you think organisations should reward the behaviour they want to encourage? If you agree, does it not make sense to measure the behaviour you want?
Many firms focus on budget and velocity for IT (amount of code written) as two common measures. If business-value is our goal then these firms aren’t measuring what’s important to achieving added value for their investment.
When trying to attain a business value hypothesis, not all ideas are viable when it comes to adding real business value. In fact, research shows that generally, only 10% of ideas add real business value. What sets high performing businesses apart is their validation of what works before investing in building it.