February 2024 Volume 6

OPERATIONS & MANAGEMENT

Lean is About Continuous Improvement The third and final breakout exercise involved participants sharing improvement efforts undertaken by their respective companies over the past year or two. Very telling was the fact that efforts to improve collaboration between functions and departments within the organization were most frequently mentioned. Sharing information, gaining a better understanding of what other functions do and what they need, were cited as examples. Certainly, these are important efforts that can provide real benefits to an organization. The second most frequently mentioned improvement effort involved information technology (IT). Customer Relationship Management (CRM) systems can provide important benefits to any organization. When properly used, such systems can make valuable information available to anyone in an organization who may need it. The lack of accessibility to necessary information was a common theme during the first breakout exercise. Of course, quoting was the process identified most often as a focus for improvement. IT solutions can provide significant benefits to an organization. However, they do represent major undertakings in time, investment, and can come with substantial risk. For example, implementing a new CRM system can take 12 months or longer to become fully functioning. There is an expression in Lean, “creativity before capital.” This should always be remembered when considering a major investment in IT solutions. New system implementations can be very problematic when the processes in which the IT solution will be used are poorly defined or overly complex to begin with. Greater discipline is usually required by these systems to maximize and maintain their benefits over time. If sales and marketing personnel are not exhibiting discipline to existing processes and procedures, what makes one believe they will be disciplined to a new IT based solution? I bring these points up not to discourage one from considering longer term IT solutions. They have been part of many future state value stream maps designed by teams that I have facilitated. However, I always challenge the teams to identify improvement efforts that can be accomplished in the shorter term (1-12 months). Efforts from which the organization will benefit within months. Efforts that will better position the organization for a successful implementation of the IT solution. Experience has shown there is no ‘silver bullet’ solution. Organizations must go into such initiatives clear-eyed and with reasonable expectations. “Very engaging content and great insight into how Lean can apply to sales & marketing.” “Great information, the breakout format was a good experience.” “Enjoyed the breakout sessions and discussing the different issues companies face.” – 2023 FIA Marketing Conference Attendees

Summary Lean Enterprises tend to have aggressive growth strategies. Ultimately an organization’s improvement efforts will involve sales & marketing as it seeks to sell freed-up capacity. This will be accomplished by delivering more value to existing and new customers and markets. How can current sales and marketing processes be improved? What wastes exist in current processes? How can sales and marketing capacity be freed-up? These questions and more should be considered sooner than later in any Lean effort. And there is no better time to start than now. Drew Locher Change Management Associates Phone: 609-876-7936 Email: drewlocher@comcast.net

FIA MAGAZINE | FEBRUARY 2024 52