Continuous improvement is one of the pillars of a Lean environment. It sounds pretty lofty, doesn’t it? “I work for a company that’s always evolving,” is a great blurb for LinkedIn, but what does that even look like? How is a company sure that they’re practicing continuous improvement in Lean ways? This article will discuss two techniques that you can use to build the right mindset across your organization for continuous improvement in Lean.
Our Customer Success team is excited to introduce Office Hours, a virtual meeting room where our experts are available to answer questions, teach and reinforce Lean and Kanban concepts, and guide you through any challenges your team may be facing. Whether you have a question about a Lean concept or a LeanKit feature, our experts are ready to coach you to success.
My name is Ariel Klontz, and I have been working at LeanKit for the past few months as an intern alongside Andy Hoover on the Customer Documentation team.
When I first started here, I was nervous about how much work I could really accomplish on a part-time basis; but working at LeanKit opened my eyes to a whole new way to manage work. Working in a virtual Kanban board showed me how powerful our tool is — it keeps our entire team on the same page, even when the pages are constantly turning. I don’t have to wait to be told what to do. I can see what work I need to accomplish by glancing at our board, and I have the tools to move forward with it.
Today I’ll share how LeanKit helps our team systematically update our Knowledge Base based on product updates and customer feedback, so customers always have the latest information about our product. I’ll also explain how using a virtual Kanban board enables everyone — even part-time interns — to add real value.
With the ever-increasing business demand for IT services, IT organizations need a sustainable way to scale their service capacity. They need to manage the increasing demand, while developing efficient, sustainable processes to safely scale.
To do this, many IT organizations have turned to leading workflow models and concepts, namely: Lean, Agile, and DevOps. These methodologies have come forth through various movements over the past decade. Although often thought to be distinct movements, Agile and DevOps share a common (Lean) goal: to improve the speed and quality of value delivery.
The difference is in the breadth of focus — Agile aims to optimize software development, specifically, which doesn’t consider the other parts of the IT value stream. DevOps recognizes that this just pushes the constraint downstream to Ops, so it works to break down walls between the two. Lean broadens the focus, focusing on optimizing the entire value stream.
When teams are getting started with Kanban, they often ask us: Is Kanban training essential to “do” Kanban? Although LeanKit’s Customer Success team provides some of the best Kanban training available, our honest answer is no — you can be incredibly successful with Kanban without Kanban training. That is, if you can apply concepts well, think critically, and commit to creating an environment of continuous improvement.
That being said: Kanban training can be a launching pad, especially for teams new to Kanban, that can help you avoid common mistakes and get on the fast track to success.
The IT industry is going through a profound shift based on market pressures it has, in one sense, helped to create. The speed and cultural expectations that have evolved from an Internet/streaming economy have created a business culture and expectation which requires unprecedented levels of agility to remain viable — let alone profitable. This has created a downstream impact on internal and external IT providers, who must find ways to optimize the way they process requests and deliver services.
In the modern enterprise, success is determined by an organization’s ability to adapt to a rapidly changing marketplace — a concept known as business agility. Without the ability to deliver up-to-date, relevant information where it’s needed most, organizations are unable to respond to internal and external opportunities and threats as they appear.