LEAN PROBLEM SOLVING: TAKING IT FURTHER WITH TECHNOLOGY Kelly - - PowerPoint PPT Presentation

LEAN PROBLEM SOLVING: TAKING IT FURTHER WITH TECHNOLOGY

Kelly Kimmich Business Strategist

AGENDA

• Where to begin when you

see a problem or opportunity that technology can help

• How to tackle it in a

way that reduces risk & waste

• Scrum & Agile

WHAT WE’RE NOT TALKING ABOUT

• Specific software that will help with problem

solving processes

• How to solve a people/process problem with

technology

• Artificial Intelligence, Internet of Things*

WELL ACTUALLY…

• About Artificial Intelligence and Internet of Things

– It’s really about the data

• Is it accessible?
• Is it clean?

– Remember to consider opportunity costs – Everything I talk about from this point forward applies to AI and IoT opportunities

LET’S SPEAK THE SAME LANGUAGE

FAR REACH

Custom Software Development & Consulting

AGILE

Lean  Agile  Scrum

SCRUM

PROBLEMS & OPPORTUNITIES

DEFINITION: PROBLEM

Current State DO DOES N NOT EQUAL AL Expected/Desired State

PROBLEM… OR OPPORTUNITY

• You have a problem
• You have done all of the lean things to improve
• It’s working well
• BUT… you’ve determined that you are now

capped by your people/processes and you need to take it to the next level. You know it could be even better.

• You have an OPPORTUNITY.

GIVE ME SOME REAL-LIFE EXAMPLES

PINMARX

POWERS MANUFACTURING

THINK OF YOUR ORGANIZATION

• A legacy system that is causing issues
• A new idea you’ve dreamed up
• Integrating existing systems

THINK OF YOUR ORGANIZATION

• 1. Describe your idea.

A few ideas:

A system that allows you go easily give kudos to a co-worker. A mobile app that alerts you once a vehicle has left it’s destination and is

• n the way to your location.

Your team manually documents updates in a spreadsheet, but you see a way that it can be automated. An application that allows your customer to visualize the custom product they are ordering.

GUIDING PRINCIPLES

• Three to five statements that cover

elements of the project like:

– Why the project exists – What success looks like – Constraints to work within

GUIDING PRINCIPLES: EXAMPLE

• Developing a custom software system to take

their proven customer service process and build a web-based customer portal. – Decrease end-to-end service time for customer tickets – Deliver two months prior to our busy season – Build the system around the existing proven customer service process – Provide the same, or higher, level of service that currently exists

GUIDING PRINCIPLES

• 2. What are your guiding principles?

GUIDING PRINCIPLES: EXAMPLE

• Developing a custom software system to take

their proven customer service process and build a web-based customer portal. – Decrease end-to-end service time for customer tickets – Deliver two months prior to our busy season – Build the system around the existing proven customer service process – Provide the same, or higher, level of service that currently exists

3 QUESTIONS

Business Technology Users

UX VENN DIAGRAM

Is it viable? Do users want it? Is it feasible?

Business Technology Users

UX VENN DIAGRAM

Is it viable? Do users want it? Is it feasible?

Sweet Spot

Business Technology Users

UX VENN DIAGRAM

Not Feasible Not Desirable Not Profitable

CONSIDER THE BIG PICTURE

CONSIDER THE BIG PICTURE

• What is the Return on Investment (ROI)?
• What is the Return on Pain Eliminated

(ROPE)?

CONSIDER THE BIG PICTURE

• What if my idea doesn’t align?
• You failed fast! Great job!
• Now pick a new idea.

METRICS

If you don’t know your goals, you can’t track them. What do you expect to happen? What will you measure so that you can gauge if it’s successful or not?

ROI

• 3. What are the expected benefits and what

does it mean for the organization?

• 4. What you are going to measure to

gauge success?

THE USERS

Who will be your users? How can you categorize them?

• Role / Job Description
• Location
• System Access

Consider your clients & your team

THE USERS: AN EXAMPLE

Rep Rep Ba Back ck O Office ce

THE USERS

Do the users that will be affected want a different solution? Do you understand the impact of your proposed idea to their day-to-day activities? Do you really understand the factors surrounding why something hasn’t already been done?

THE VALUE PROPOSITION CANVAS

JOBS/PAINS/GAINS

EXAMPLE: Coach Jobs bs

• Check on

fundraiser progress

• Collect money

after the fundraiser is closed

Pa Pains

• They really just

like to coach a sport – not fundraise

• When kids lose

their order form

Ga Gains

• When they can

buy new equipment

• They love to

“win”

THE USERS

Page 2: Document your user groups, their jobs, pains, gains

TECH: HIGH-LEVEL OPTIONS

Buy

• Software-as-a-

Service (SaaS) / Off-the-shelf

• ptions
• Don’t be afraid to

ask for enhancements

• “Build Your Own

Apps” apps Buy + Extend

• Get part of the

way there and then add on what you don’t get out of the box

• Integrating

systems

• Do appropriate

tech analysis Build

• Custom
• Great for:
• Differentiation
• Unique

processes

• You are in control
• The possibilities

are truly endless

DOCUMENT

Page 3: Which category do you think fits your needs? Document your next steps.

REDUCING RISK

CONE OF UNCERTAINTY

Knowledge / Progress Through Project Investment Range Analysis Development Risk

RISKIEST ASSUMPTIONS

High-Risk Low-Risk Uncertain Certain Start here!

TEST EARLY & OFTEN

FOCUS ON THE MVP (OR THE MLP)

• Minimum

um Vi Viab able P Prod

• duct – the version that

allows for validated learning from your customers with the least effort

• Mini

nimum L Loveab eable P e Prod

• duct – the version

that allows for LOVE from your customers with the least effort

DETERMINE YOUR REQUIREMENTS

Must Haves vs Nice to Haves

WHAT’S NEXT

• Review your sheet.
• What is the next thing you will do after you

leave here today?

BUT, YOU’RE NOT DONE YET!

ADOPTION PLAN

Top 3

• p 3 Ti

Tips: s:

• Think through the onboarding process
• Give yourself more time than you think
• Create a backlog for rollout activities and

the “next” things that will be worked on

SOFTWARE LIFECYCLE

• Annual Performance Reviews
• Growth Plan
• Business Continuity Plan
• Retirement Plan

RESOURCES

RESOURCES

This presentation, helpful links to things mentioned and a download of the worksheet can be found at: www.FarReachInc.com/ILC2018

QUESTIONS?

Kelly Kimmich kelly@farreachinc.com