Who’s Running Your Company?
Even though you get to initially pick the software, after that choice how much impact will you be able to have on what that software does in the future?
If you have little or no impact on what your software does in the future, isn’t that a little like handing over operational control of key business systems to someone else?
We’ve heard horror stories from our customers of software purchases up to $30,000 that had to be abandoned after the purchase because it was discovered after the purchase that the software couldn’t support a specific information needed in a critical business process. This was probably an easy enhancement, if the choice was up to a developer, but it wasn’t, and they had to flush $30,000 down the drain because their software vendor was simply unable, or unwilling, to make that change for them.
Of course you could go the opposite route and pay 6 figures or more for a category of software called Business Process Management software. This software is specifically intended to put 100% of the management back into the hands of managers. However, this is usually “big company sofware” as it can require a multi-disiplinary team of employees to spend many hours doing the set up and configuration, and that’s just to launch it. There is still more time consumed with the process of change, which all has to be done within the organization.
The Lean Machine solves both of these issues by taking a path down the middle.
For example, we had a customer call us last week who was setting up the users and corresponding departments for the notification system. This was a hospital lab, and new corrective actions, or new audits in certain areas of the hospital had a list of maybe 8-10 people the lab manager wanted to notify.
With 12 or so departments, adding each notification record needed individually was looking rather time consuming. So she called us and said,
“…is there any way I can add records as a group, so that I can pick a list of people, and then a list of departments, and then click a button and set up all the notification requirements in a batch?”
This made perfect sense to us as a needed feature, so we added it, posted an update, and she had the feature on her desktop the next day!
Even though this is a simple example, it demonstrates our ability to support the software in all the nooks and crannies of where your users need it to work for how you do business. We can not emphasise enough how important we believe this is to ultimately delivering software that creates more solutions than “work arounds.”
We aslo believe the fun part of being a quality professional is the art of continuous improvement.
If you can’t call up the software vendor for your quality system and let them know about a good idea you have that would make your quality system do something better, you’ve just sacrificed a huge part of what makes your job fun.
Likewise, getting those calls from our customers and figuring out how to implement them is where we have fun.
As a result of all this fun, our interactions with our customers around continous improvement can have an entertainment value all their own. Take this recent quote we received by e-mail after getting one of our customers set up to access TLM from their mobile devices….
This is totally unbelievable!
I now have access to The Lean Machine, M2M plus discus from my iPad! This is unreal! Way better than go to my pc!
At what point do I ask for a maternity leave so I can have your baby?! LOL!!!
This is great David! This rocks! I’m sold!