Working more efficiently, and happily

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These two talented young and beautiful girls are Lũy Phạm and Nhi Lâm, the owners of Lamluy, unique designer lingerie. I was going to post a picture of myself wearing Lamluy’s clothes but I was scared to death

 

Here is a video interview another of our students, Trần Thủy Tiên, did with the Lamluy ladies, in Vietnamese {17 minutes}

(You can read more Teal Unicorn client stories here)

 

  1. What is the reason you turn to an agile management mindset?

The desire to build a team that works less, more efficient, and happier.

  1. What changes have you tried since you learned about agile management from Cherry?

Changing bonus policy, employees feel happier.

In the past, we used to share rewards individually, and only reward commissions for sales staff, the rest of the department was not related to sales. This leads to the sales people competing with each other, less support for each other. When one of them has achieved personal sales [targets], there is no motivation to try more. The positions and divisions have no link or are not wholeheartedly supporting each other.

After studying Dr Cherry, realizing the ineffectiveness of the current policy, and the sense that each member must connect with each other and connect with the common results, Lamluy changed the “individual reward” policy to “bonus team” (all positions from sales, customer care, warehouse, packaging …). And they are the ones who discuss and decide how to divide the reward.

The results, they shared that “I feel fairer and happier for every order I sell, I am aware that it is the team effort, and everyone has a part in it, we need to support each other. to achieve a common goal. ”

Small and continuous testing, small and continuous improvement

Previously, due to our small scale, we also produced quite a bit in each production phase. But after learning about agile management, and when we get bigger, we are always conscious of applying this principle thoroughly.

Every time we launch a new product line, we produce a small amount for customers to use, get feedback, and then we rely on it to improve for the next production. Continuing with the “Plan – Do – Check – Act” circle, it is the customer who clearly tells us what they want, and we have the opportunity to find a solution to perfect the product, or do research, developing new products to meet the needs of customers more.

For example, the launch of a brand new product recently – Lamluy T-shirts, we have proposed to try it on with existing customers who have used our products, and received very positive feedback, confirming the shirt design. At the same time, we also received suggestions to perfect the shirt to meet the needs of customers, so that we can confidently launch officially and introduce to new customers. As a result, the new design was very well received, with 65% of production being sold within 20 days.

Rebuild sales processes, focus on customers. And give HR the tools and knowledge they need.

Previously, Lamluy had a sales process, but it was still quite sketchy, and did not meet all the needs of customers. The sales manager lacked the tools and knowledge to do their position and role well.

After learning and understanding agile sales [a Teal Unicorn course], as well as customer-centricity, Lamluy team gathered and together defined more clearly what customers need in each sales consultation, and the sales staff. Hang also recommended the knowledge and tools that she needs to do a good job.

Based on that, we rebuilt the Sales Process, product documentation, collection documents, then conducted training and deployment.

Sales people feel it is easier to advise and share with customers more fully and attractively about each product line, each collection.

Customer feedback is more positive, often complimenting the enthusiasm and thoughtfulness of the Sales staff, talking about Lamluy more with the customers.

Autonomous team, multi-function, high-link

Previously, Lamluy team was very small, there were still a lot of confusion, sometimes versatile, sometimes rigid, everyone did, depending on management. Compared to 1 year ago, currently the number of personnel has doubled and become more agile, autonomous, and multi-functional:

There is no manager position. Tasks are divided according to skills, and roles. The positions are interchangeable: the Sales Officer can also work as the Warehouse Officer or Packing Officer; customer care staff can also sell goods, all positions take care of customers … When needed, this position can completely do the work of another position.

Staff analyze and set goals for themselves, plan together, and support each other to achieve common goals. The positions are all interactive, easy and quick to discuss with each other to solve work.

The meeting stands for 10-15 minutes a day for the flow of information to be smooth. Each of them proactively raise problems for the whole team to discuss and work out solutions.

They get the output of their work and decide for themselves how to do your job, without micro management, and are encouraged to try and fail to the extent allowed. Because they are empowered, more of them are creative, happier and more effortful.

Turning the pyramid upside down, we always support employees to create value. Instead of micro management, we focus on finding and removing barriers, improving systems and policies so that our staff can be better and happier with our work.

Get out of the way for employees who create value, do their jobs well, don’t impose on them.

Nurturing a safe mentality, staff are free to voice their thoughts, suggestions and ideas.

  1. What worked and what didn’t?

All the things we’ve tried have worked, or if not, after a few adjustments it will work.

 

  1. What improvements have you made successfully? What was the result? 

Specifically, the flow of work at the factory, after many adjustments, is clearer, faster and smoother. As a result, production output in 2020  increased by 90% compared to 2019 with the same number of employees. Factory income in 2020 increased 84% compared to 2019.

The operation team work more efficiently and happily, set monthly revenue targets, self-plan the implementation, proactively support and help support each other, and they can replace each other’s positions to achieve the same goals. As a result, revenue in 2020 grew 115% compared to 2019. Profits in 2020 grew by 320% compared to 2019.

 

  1. How have emotions, behavior and culture of your organization changed since you adopted this new mindset?

All members are proactive in their work and actively support other members to accomplish common goals.

The more comfortable and confident staff can propose to make the work more creative, efficient, and more customer focused. They shared that they were satisfied with the results and wanted to contribute more to Lamluy. You are very creative in your work when you have the autonomy to decide how to do it. Team increasingly connects and loves and helps each other.

 

  1. Can you compare Teal Unicorn’s idea with other improvements you have tried in the past?

Compared to the old way of working, we are more and more efficient, achieving more in terms of both people and sales and profits. The team achieved its goal of working more efficiently, and happily.

 

 

 

(You can read more Teal Unicorn client stories here)