Can you grow without breaking?
All containers are designed to hold only so much. But as humans – whether because of our impatience or innovation – we always strive to fit in a bit more. Sometimes this results in our container ripping at the seams, this is because it was not meant to “scale up” – but we are. Our businesses are, or at least, should be. To make an impact an object has to have appropriate mass and velocity – we have to be big enough and fast enough – like a meteorite. But a meteorite is only a small fragment of a much larger meteor that breaks off as it enters our atmosphere, and we do not want to crumble and burn up just as we are gaining speed. We want to stay intact and make a difference.
So, how do we use our resources to make small changes in our systems of operation that will ensure we can handle increasing demands or changes without compromising our performance or quality of work?
Take stock of your assets
We know exactly where we want to go. Our vision, mission and objectives are the earliest details we determine. But meticulous attention must be paid to the vessel we use to drive our actions. When we build our business there are seven essential components for success and they must be in harmony. Our product, our customers, our message, our people, our revenue, our hardware and our operations are the pieces that build the machine that is our business.
There must be communication, standardised processes, flexible infrastructure, contingency planning and, diversified mechanisms across all of them.
This is not a hierarchy – one is not more important than the other – this a web. Each thread connects to each other thread, and pulling on one will alert the entire structure of work done, goals achieved and solutions to be sought.
Hinderances to weaving the web
It’s no surprise that the members of each our essential components can, at times, lose sight of our goals which makes becoming a catalyst for change more difficult. The Research and Development team might think it unnecessary to stay up with the latest technology, as they believe the product is “fine” as it is. The Sales team could feel the need to focus on pushing purchases and let their customer service fall to the wayside. It’s possible for Marketing to lose our voice and make decisions based on what’s popular rather than what’s right for our business. Finance and Information Technology could begin to favour simplicity over innovation and stop trying to improve. With the rapid advancements in artificial intelligence Human Resources might forget the importance of being human. And it’s not easy to imagine Operations becoming frustrated with the task of keeping the threads together, and making sure the web does not snap.
But mitigating a herd of pain-points is about more than just hearing. It’s about understanding. What is the root of the frustrations and how will we find solutions to the problems, and make sure we are not just treating the symptoms.
Square peg, meet round hole
That ripple effect that reaches far and wide and really spreads our mission of progress is a rare find, especially if we are looking to our peers for support, guidance and that spark that can turn into a fire. But it’s clear that we have forgotten what the box is, because we are still thinking inside of it.
Let’s look for innovation in unexpected places. Even if it seems to not “fit” initially, we must persist. Progress isn’t always easy.
With the world embracing sustainability and green-energy, large manufacturing conglomerates need to not only keep up but exceed expectations. Enter: Lean Principles. A practice pioneered by Toyota, that continues to grow and evolve as not only manufacturers across the globe, but businesses of other types, adapt it to fit their objectives. The principles of lean thinking empower your people to empower your patrons. Continuous training and development informed by data-driven decision making ensures that it is not just a crisis management protocol, but standard practice. In manufacturing lingo these principles are implemented to reduce waste, but for our applications it’s better to focus on maximising value for our customers and our team.
When the Lean Principles guide your thinking you’re
- Making sure business resources are used at optimal levels by “producing” only what you need for your team and your customers, making sure they get exactly what they need
- Energising your employees by reducing the exhausting frustration of downtimes between projects or even system failures, waiting is not restful, just because no work is being done
- Performing only work that is necessary by simplifying processes and eliminating unnecessary excess steps
- Fostering intentional movement with the design of ergonomic workspaces where relevant departments and the physical assets necessary for efficiency exist in a spatial flow
- Establishing your business as an industry benchmark by setting standards and implementing quality control measures that focus on loss prevention
- Empowering employees by providing training, and involving them in decision-making proving that you know how to utilise their full potential
Putting your people first
Just as we adapt a problem-solving framework from the manufacturing industry, we can also adopt an implementation framework from the engineering field. Human-centred design (HCD) is a creative approach to problem-solving that puts people at the centre of the design process.
HCD helps designers and innovators develop solutions that are not only functional but also resonate with the needs, desires, and behaviours of the people they’re designed for.
As we are weaving a web of organisational interconnectedness, it must be the people we work for and with, that are at the centre of our efforts to effectively place each thread. We must understand the needs, motivations, and pain points of our people through research and observation and work together to generate creative ideas and solutions based on their insights.
Implementing our Lean Principles can help build systems that work and as we grow and scale up, we gather feedback on these “prototypes” and iterate on designs and test and refine ideas.
A catalyst for change
While Lean principles were born in manufacturing, their adaptability has been transformative in industries you would not have imagined like healthcare and software development.
Virginia Mason Medical Center, a renowned hospital, revolutionised patient care by applying Lean principles. By identifying and eliminating waste in processes like patient intake, surgery scheduling, and medication administration, the hospital significantly reduced wait times and improved patient satisfaction. This innovative approach, once considered unconventional in healthcare, showcased the power of Lean in optimising complex systems.
Spotify, a global music streaming giant, embraced Lean principles to streamline its product development process. By adopting a continuous delivery model, breaking down development into small, iterative cycles, and empowering teams, Spotify accelerated product releases and enhanced software quality. This agile approach, inspired by Lean manufacturing, challenged traditional software development methodologies and positioned Spotify as a leader in the industry.
It is not enough to only reflect on these concepts. We must internalise their transformative power. Remember, every significant breakthrough, every monumental shift, begins with a small, deliberate step.
We are in the process of forming the future, and we all possess the ability to initiate ripple effects that reverberates far beyond our immediate sphere of influence. By embracing lean principles, we can streamline processes, eliminate waste, and maximise efficiency. Through human-centred design, we can create solutions that truly resonate with the needs and aspirations of those we serve. And by judiciously harnessing our physical, digital, and human resources, we can unlock unprecedented potential.
Let us not merely dream of a better world but let us actively shape it. Let us inspire others, challenge the status quo, and fearlessly pursue innovation. Together, we can be a catalyst for change.
USA
