It is desired by any organization to add more value to its customers. Undoubtedly, this is key to the success of any company. This thought process has given birth to a lean transformation framework. Let’s discuss more on this.
What is meant by lean transformation?
In simple terms, lean means to build more and more value for the customer by optimum use of resources. To identify a problem, reduce variation, eliminate waste and improve performance. An organization with lean transformation understands the value of the customer and continuously strives to increase it.
The ultimate goal of a lean transformation framework is to give proper value to the customer by means of a perfect process of value creation which has zero waste.
Lean Transformation framework
Basically, the framework is nothing but a web of some simple questions which addresses the basic mindset of the management and organization. These questions apply to all including a macro level enterprise to an individual run company.
With the above-mentioned framework, you can notice that the questions are having a very clear point of view. It is essential for the management to address all such questions and scenarios. Failure of this could lead to the point where this transformation is struggling to sustain its momentum
Basic fundamental questions
Following are the basic fundamental questions related to the lean transformation framework. It is basically derived from the experience and various situations which an organization faces in general.
1. What is the intention of the change? What value is being provided or what problem is being solved?
2. How much improvement is there in the actual work?
3. How is the planning to build more capability?
4. What support from top management or leadership group is required to adopt the new method of working?
5. What is the basic mindset or the thinking compromised for such sort of transformation?
To sum up, these questions deal with 3Ps (Purpose, Process, and People) of the lean transformation process through process-driven control mechanism, which is as follows:
Actionable Plan
Monitoring Plan
o Control plan in place for sustaining improvements (short and long-term)
Process Standardization
o New process steps, standards, and documentation are ingrained into normal operations.
Documented Procedures
o Operating procedures are consistent
o Knowledge gained on the process is shared and institutionalized.
Response Plan
o Response plans established, understood, and deployed
Transfer Of Ownership (Project Closure)
o Transfer ownership and Knowledge to process owner and process team.
o Coaching for process reviews planned over months.
Summary
We all know that a business model doesn’t last for the lifetime. This is an indicator that we need to be flexible at every stage in order to provide more value to the customers. This is key for any organization to sustain.
We at ManAssure strives hard to study all market scenarios and to create a business model which has all elements to become successful and is flexible simultaneously.
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