JIDOKA was founded in 2013 with one goal in mind:
To deliver successful IT projects FOR people, BY people. A unique customer experience delivered by our highly motivated and skilled team, our people, is why we are successful in exactly facing your needs.
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Net Promoter Score®, or also known as NPS®, measures customer experience and predicts business growth. This proven metric transformed the business world and now provides the core measurement for customer experience management programs the world round. JIDOKA's NPS is currently 50 which means that 50% of our customers are likely to recommend JIDOKA to others.
Those who respond with a score of 9 to 10 are called Promoters, and are considered likely to exhibit value-creating behaviors, such as buying more, remaining customers for longer, and making more positive referrals to other potential customers. Those who respond with a score of 0 to 6 are labeled Detractors, and they are believed to be less likely to exhibit the value-creating behaviors. Responses of 7 and 8 are labeled Neutrals, and their behavior falls between Promoters and Detractors.
Be positive and build on the ideas of others to take on new skills and competences. In conversation, we try to use and instead of but...
If you agree to something, try to take full responsibility for getting the task done (as efficiently as possible). When help is necessary, take the initiative to call for help and choose the person most skilled to address the call for help. Call for help is also adopted to eradicate the attitude of "it's not my job" within a team.
Employees must communicate their thoughts when they feel a task is useless or a waste of time.
JIDOKA has no command & control traditional management. Management acts as a servant leader and facilitates, supports and empowers the teams.
Pairing and coaching are general practices as a consequence of our method. No one can decline a call for help (if the activity is in his or her area of expertise).
Finger-pointing what so ever is not tolerated. An issue should be tackled and worked out together in an alternative way of working that suits the general project working better. Clear-cut rules of behavior like these are an important element of all successful teams.
During the iteration itself, the team has full ownership to complete and fulfill their estimates made in the beginning. How work is organized within the iteration, is the responsibility of the team itself. It creates and sets their own rules.
Roles within a team can change when a new iteration starts. By doing this, we want to obtain the result that team members see each other as equal and act accordingly. By knowing that leadership can change within a team, people will regard each other equally.
JIDOKA commits itself to create a (professional) fun working space, where people can work together as friends and where concerns can be ventilated. Employees have the task to act as real team players to make working within a team fun to do.
JIDOKA commits itself to continually improve applied processes & methods. Teams and individual employees are empowered to participate in process & method improvement and thus can have an impact on fun during work.
At JIDOKA we have created a knowledge sharing culture where we facilitate, support and stimulate knowledge sharing initiatives, since it is essential for a company to achieve success, facilitate decision-making capabilities, build learning organizations (through a learning routine) and finally, stimulate cultural change and innovation.
JIDOKA can build custom software in a project setting or in a software factory setting.
JIDOKA helps organizations in finding the right match in competent and motivated consultants for their resource needs.
JIDOKA holds lifelong learning and stimulating a knowledge sharing culture in high esteem. We have therefore developed courses on Clean Code, Git, Agile Requirements and Blockchain.