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Identifying and Minimising the 7 Lean Wastes

INDUSTRY: Telecommunications

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
Telescope technical drawing with colourful stripes

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.
Outcome diagram

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.

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