Identifying and Minimising the 7 Lean Wastes
INDUSTRY: Telecommunications
ENGAGEMENT DURATION: 6 months
ENGAGEMENT DURATION: 6 months
The Challenge
The operational efficiency of this client's outsourced shared technology teams was considered suboptimal by internal stakeholders. They cited uncertainties regarding capacity utilisation, inefficiencies in processes, and inconsistent use of collaboration tools among teams as contributing factors. Consequently, stakeholders perceived lower productivity, lack of visibility into certain work activities, and longer time-to-market.
The Approach
Given that outsourcing a significant part of their shared technology was a specific choice by client, we assisted by identifying and minimising the 7 Lean Wastes in their people dependencies, delivery processes, and collaboration tools with external vendors. This approach aimed to reduce inefficiencies, increase transparency, shorten lead times, and enhance productivity. It fostered a culture of continuous improvement and experimentation, with
The Outcome
Our approach provided a well-organised framework for allocating and distributing specialist skills within shared technology teams. This framework enhanced the teams' comprehension of individual skill sets and emphasised the intricacies of dependencies on key skills.
Furthermore, it aided teams in identifying chances to reduce value traps, which were seamlessly integrated into the respective teams' backlogs. This ensured that ongoing improvement efforts accompanied the regular delivery process. By effectively pinpointing and addressing these value traps, the approach eliminated bottlenecks and inefficiencies, granting a more seamless flow of value across the delivery teams. Through continuous process optimisation, this method significantly enhanced productivity and streamlined the entire delivery cycle.
Additionally, it fostered enhanced utilisation and adoption of collaborative tools, leading to increased standardisation and streamlined workflows. This facilitated the assimilation of high-quality data on working methods and provided teams with valuable insights into their processes, empowering them to make data-driven decisions.
In Conclusion
Our approach improved the operational efficiency of the client's shared technology teams by focusing on waste reduction and continuous improvement, resulting in tangible outcomes such as minimising value traps, reducing backlog ageing, leveraging data for informed decisions, establishing consistent tooling architecture, and promoting better tool usage. These efforts led to reduced lead times, increased productivity, and enhanced transparency, allowing for optimised shared technology team structures.
The services we offer
Advisory & Enablement
- Design Thinking
- Solution Implementation Services (Project Management, Product Management, Change Management)\
- Service Design
Learning & Development
- Agility Fundamentals
- Role Based Training (Transformational Leadership, Product Management, Design Thinking)
- Enterprise Agility (Scaled Agile Framework)
- Human-Centric System Design
Enterprise Coaching
- Lean-Agile Coaching at all levels, Teams to Executive
- Data-Led Decisions, Value-Led Delivery Analytics
- Team Effectiveness
- Organisational Design
- Cognitive Behavioural Therapy
- Organisation Network Analysis