We are big fans of FAQ blog posts, but sometimes, it is even more interesting to think about the questions that don’t get asked but should. We talk to people about Lean software all the time. Folks usually ask about features, price, support, and implementation. Those are all critical considerations when comparing Lean software solutions, but we think there are a few others that are just as important.

Here are a few:

What can I do to ensure that my staff will adopt the solution?

This is an essential question because many Lean software implementations fail due to a lack of interest on the part of employees. Installing or subscribing to software with a thoughtful rollout plan will not move the needle on improvement. To be successful, leaders must work to create a culture of improvement to go along with the technology that supports it. It should be clear that positive change is among the organization’s highest priorities and that individual success depends on it.

Look for technology that makes adoption easy by working on any device.

Isn’t Lean software just for manufacturing companies?

Although manufacturing organizations in Japan developed many of the concepts that make up Lean, organizations of any type can benefit from the methodology and technology that support it. We’ve worked with organizations in healthcare, software, logistics, professional services, construction, education, and more to transform their organizations with Lean principles.

Can’t we just use spreadsheets to track opportunities for improvement?

When we chat with people about how their organizations currently manage improvement work, the two most common answers are, “We don’t,” or “Excel.” Excel is among the most widely used business applications on the planet. It is flexible, has a ton of useful features, and it does math! But for the purposes of improvement management, Excel poses many problems.

Spreadsheets are passive. They just sit on a PC or online until someone has the thought that they want to engage with them. They don’t reach out and grab users or remind folks that deadlines are fast approaching. Keeping everyone on the correct version of a spreadsheet is a nightmare.

Lean software, on the other hand, has active alerts and notifications to make sure that everyone knows when something needs attention. It also offers one version of the truth that is always up to date and available to everyone.

How will I know if Lean software is making a difference?

There are two ways to measure the impact of Lean software. The first is the level of employee engagement. A dedicated platform makes it easy to track the total number of proposed opportunities for improvement for the team and each individual. It also tells you the degree to which individuals are acting on improvement initiatives. The other thing to look at is the ROI of improvement. With the right technology in place, you can determine what the organization is gaining in terms of cost reduction, improved customer satisfaction, time to market, quality, safety, and other critical metrics.

How can I convince the CEO that Lean software is worth the investment?

In a survey called The Future of Manufacturing: 2020 and Beyond, Industry Week surveyed 153 senior executives and managers. When asked about the importance of technology advancements to future business success, the respondents rated quality management systems and Lean manufacturing software as the top two most important. Why is quality management software at the top of the list?

Because quality management is the key to profitability. According to the American Society for Quality, many organizations have actual quality-related costs as high as 15-20% of sales revenue, with some going as high as 40% of total operations. The price of poor quality is just too high to absorb.

In addition to improving quality, Lean software opens up a world of possibilities for reducing costs and outperforming the competition.

Employees on the front line are in the best position to find opportunities to reduce waste, improve productivity, and deliver more value to customers. Lean management software makes it possible to implement these ideas and calculate their value.

Even small ideas can pay off big time. A new process that saves 12 minutes a day becomes an hour a week - or 52 hours a year. Repeat that five times and you’ve saved 250 hours a year.

Lean software isn’t something that people buy every day, so it’s essential to get all of your questions answered. Don’t be afraid to ask the tough questions and keep digging until you are confident in your choice.