In perfect synchronization with Agile, Lean Startup and the practices of Exponential Organizations, it stands as the cornerstone of High Performance Organizations to achieve maximum agility, competitiveness, responsiveness and adaptability and to cope with both changing market and consumer conditions. Its success depends primarily on having all levels of the organization, from management to the frontline, improve their way of thinking, acting and innovating each day to place the customer at the center and eliminate all organizational waste for which the customer will not pay for.
To eliminate such situations, we developed IBSⓇ Integrated Business System, a Lean Enterprise System that we have implemented all over the world, in multinationals such as HARTMANN GROUP or CANON. IBSⓇ has been developed and improved over the last ten years in collaboration with experts from TPS (Toyota Production System) and Toyota Way as Jeff Liker and HPO (High-Performance Organizations) as David Hanna. IBSⓇ Integrated Business System is focused on responding to three fundamental axes:
How do we reach a way of working to focus everything we do on customer satisfaction and eliminating everything that does not add value in a systemic and consistent way?
How do we ensure that each process has a self-organized, responsible team capable of continuously self-improvement in line with the customers’ needs?
With our experience of having implemented LEAN in over 30 healthcare organizations, we certainly know how to apply LEAN to transform healthcare organizations: hospitals, clinics, doctor’s offices, nursing homes, day care centers, and residential care facilities
For two decades, we have succeeded in improving the quality and safety of patient care, reducing waiting times, tests, analyses and results, standardizing hospital processes, optimizing current resources (equipment and materials), reducing malfunctions and increasing availability, eliminating non-value added actions and increasing value activities, saving space and reducing inventories by increasing the commitment and motivation of all healthcare staff.
We boost the capacity for innovation and product development in organizations using our methodology OKROS® focused on product development combining the best practices of Lean and Agile.
OKROSⓇ has been adopted by over 3200 self-organized teams around the world to transform the way execution and innovation have to be performed to meet the real needs of users, customers and consumers.
Through our own methodology of Lean Product Development, the teams work end-to-end involving suppliers and customers to achieve projects and products that fulfill their objectives.
With our experience applying LEAN in both multinational hotel groups such as Marriott (Ritz Carlton, Sheraton, W hotels, St.Regis, Le Meridien, Renaissance, AC) and local groups such as Golden Hotels, we know how to leverage LEAN to radically improve the customer experience as well as to improve the back-office operations of the hotels.
For two decades, we have succeeded in improving service standards for guests, transforming internal processes and flows, enhancing attention and speed of response to guests, accelerating personalization so that hotels can adapt to the changing needs and preferences of people during their stays with them.
We develop the organizational capabilities to make innovation a reality through (un)validated learning. Through scientific experimentation as well as a series of counter-intuitive practices, we shorten development cycles by measuring real feedback without resorting to vain metrics and by learning continuously with clients.
Through lean startup, we crash the innovation roadmaps or funnels designed to control creativity and limit experimentation. On the contrary, through our DrumbInn® methodology for Lean Startup we implement innovation routines that synchronize the experimentation of self-organized teams and allow companies to (in)validate their vision, continuously transforming their products or services to lead in their markets.