In 2017, concurrency in the tech market turned quite difficult. Lean Management is making it possible to business to stay competitive, allowing them to beat concurrency daily.
Lean originated in Toyota’s production system, that needed to keep competitive after the war. After a visit to USA, Taiichi Ohno found out something interesting in North American supermarkets. Work plans were not arranged by goals, but by real sales. This vision was fundamental for defining the Pull System, which enabled Toyota to be more flexible, producing only the necessary units and reducing total stock costs.
One of Lean principles is identifying the value as it is understood by the client. Depending on the area of study, it can be difficult to define, but, once we understand what clients really want, it is easier to keep them happy, as we guarantee them the value they expect from the company.
We may be lead to think about Lean as a set of tools and principles that help to manage project, giving then advantage in many situations.
Another point of focus of Lean environment is product quality and the associated continuous improvement. One of the worst wastes is the necessity of repeat the same actions over and over again, and this happens constantly.
The Lean thinking is one of the most efficient ways of transforming the wat organizations work. Sometimes, people face processes that are repeated in the same way for years and no one stops to rethink the whole process. Technology changed the way people work and we really need to question if we are performing our tasks in the better way.
Lean Organizations foster their employees to continuously improve giving them the opportunity to implement new ways of working. This kind of proactive actions needs of an environment where employees are not afraid of experiment new techniques. This culture need to be managed by a Lean Leader that must always be ready to help, not only implementing, but also assuring the organization follows the changes and contribute to integrate them in the company’s culture.
Generally, there is a strong resistance to change, however, and most of the time, this resistance comes from those who will most benefit from this change, yet it seems to be part of human nature to resist any kind of change.
With the aim of creating value for customers, eliminating all activities that do not directly contribute to a competitive advantage, Quidgest follows the Lean Thinking management philosophy. With a team focused on increasing efficiency, continuous improvement and leveling operations, the company guarantees the bases for delivering value, more quickly, to customers through waste reduction. Therefore, quality is assessed throughout the development process.
Until recently, the application of the Agile and Scrum methodology to complex projects, such as Quidgest usually did, was questionable. However, a set of techniques has allowed what is now called Agile and Scaled Scrum, with Quidgest being a pioneer in its adoption.
But where are the Lean Management followers who, like Quidgest, create value by reducing waste, breaking down existing paradigms, and managing a complete change of mindset in the way activities are run? Who are the companies that can accompany us on this path?
Who will be our best partners? What can we do to further improve this competitive advantage?