A leading fashion brand with an engineering team of over 200 faced significant issues. The rollout of new features took longer than expected, and the need for hotfixes post-release was becoming all too frequent. Furthermore, sub-par site performance resulted in a less-than-ideal customer experience and increased infrastructure costs.
Facing the Challenge
The engineering leaders knew they needed a fresh, systematic approach to improve the situation. Teaming up with VSOptima, they formed a group that included professionals from Engineering, Quality Assurance, DevOps, and Infrastructure. The goal was to create a value stream model, understand the organization's structure, and evaluate their delivery capabilities. This approach helped them uncover unseen issues in the delivery processes, team structure, and automation.
Ideas into Action
Next, they ran ideation sessions to discuss potential improvements. They modeled these options and selected the most impactful ones.
For the next six months, VSOptima guided the engineering teams to implement changes in their DevOps practices. These changes included pre-commit feature testing, implementing an 'Infrastructure as Code' approach, automating environment provisioning, and strengthening automated quality gates with security testing.
These changes led to quicker release cycles, improved quality, and lower infrastructure costs:
• Time to Market: Reduced from 4 weeks to 1 week
• Environment creation time: Cut from 100 hours to just 5 hours
• Post-release issues: Reduced from 4 to fewer than 1 critical issue per month.
With VSOptima's assistance, the fashion brand was able to streamline processes and embrace innovation. This case shows the potential of digital twinning and predictive analytics in driving operational efficiency.
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Improved Financial Performance
Specialized healthcare practice of large healthcare organizations looked to revise an existing operating model to reinvent patients' and caregivers' experience and operations performance.
Socio-Technical System Design Approach
Practice leadership recognized the necessity to apply a combination of human-centric and value stream analysis approaches to create a different perspective on the existing operations.
We conducted a series of workshops and shadowed staff involved to create a patient-centric value stream map reflecting all operations associated with the patient journey and capturing critical activities executed by the administration, nursing, and physician staff. Next, we conducted an in-depth quantitative performance and financial analysis of each journey step, modeled different optimization scenarios, and determined which could be most significantly impacted by changing processes. Finally, we proposed two solutions to improve the patient journey and then designed a pilot program for the client to test and study.
Introduce the assistant medical role responsible for the pre-visit preparation to minimize the number of visits lacking information required to make treatment decisions.
Standardize pipelines for different cases based on case severity and treatment complexity.
Leverage speech-to-text recognition technologies to minimize the time required for medical record creation post-visit.