How Kanban is Driving Real Results for Convr

A lot can happen to an organization when work processes are designed around the people and the work they do. Whether you’re an individual contributor or leader, the way your company develops operations around how you get stuff done can make a big impact. It’s not just an impact to your bottom line—but to those around you, as well. And in fall of 2024 Convr began to do just that—and it’s paying off with big gains.

Convr is not only better at predicting workflows and necessary operations after starting to design how and when work unfolds, but the company is also finishing work faster—saving time and money with every minute of work that’s cut back. We’re already realizing a 15% improvement in less than 90 days. That percentage translates to 5-10 days of work saved. That can be more than 3,200 work hours reduced amongst a small team!

But the secret sauce isn’t that secret.

Companies have been adopting the Kanban Method for ages and yours can too. In our practice, Kanban is helping our DevOps team see quantifiable improvements in efficiency, reduced bottlenecks and enhanced collaboration. We’re scoping work into smaller, more digestible bits to better plan for the unplanned work that often comes our way.

But the visual workflow management method is also doing something fun—it’s creating excitement amongst team members, leading to even more productivity through positive sentiment surrounding their work. Because if they can visually see the work ahead, they can choose what to work on, and when to better accommodate for things such as paid time off. That makes taking a sick day or going on a vacation seem less daunting, because projects can be better planned for or completed before leaving for extended periods of time rather than returning to unfinished work.

And the excitement is tenfold as it’s also triggering measurable improvements in key performance areas.  

Why does it matter? The way we work determines how well we’re performing for customers—meeting or exceeding their wants and needs and whether we can manage their requests in a timely fashion. What good can we be if we’re not organized for the unpredictable and adaptable for the ebb and flow of unscheduled demands?

With so many ad hoc requests, how can any group take control of their work if there isn’t a roadmap to manage the steady work that needs to be completed in the background along the way?

With Convr’s adaptation of the Kanban methodology we can better anticipate and execute on our time which is not only a win for Convr, but the customers who rely on us to do their own work. In adopting this method we’ve seen improvements in issue resolution and have an increased visibility in just how fast we’re completing work requests of all different sizes for our customers.

And with visual tools for workflow reporting we can load the work into one place to monitor progression and see when and where we deviate from plan.

Another unintended result of Kanban is the questioning that goes into play. Now we can ask better follow-up questions of customers before the work begins. This means we’re receiving better clarification to spec the work and organize our time accordingly.

Our adoption of this way to work shows Convr’s versatility and adaptability as a company, something larger companies are not always able to do.

To learn more about Convr, visit www.convr.com.