Euro Games Technology: Our people are a top priority. Their development and satisfaction are a prerequisite for success.
Over the years, EGT never stopped looking for new opportunities to improve its performance and talent growth. There is a demand for middle management staff and employees need to acquire management skills in order to effectively perform their managerial duties.
Euro Games Technology (EGT) is one of the leading players in the international gaming casino market. With over 20 years of experience and more than 2,500 employees, EGT continues to expand its portfolio of products and services, building a distribution network on five continents and relying on innovative development and business stability. The company specialises in developing, manufacturing, and distributing hardware and software solutions – from slot machines, accessories, and game mixes to casino management systems.
EGT's vision is to act as a role model of a highly efficient organisation that develops cutting-edge technologies contributing to the world of entertainment while still promoting responsible gaming.
CHALLENGES
The pursuit of strategic goals is extremely important for a company that has any ambitions to further grow and develop. However, rapid growth leads to the differentiation of more and more complex business processes. Often, by focusing on success and development, we neglect seemingly insignificant activities. Unfortunately, with time and accumulation, they can result in subsequent business challenges and inefficiencies.
“We have experienced very tumultuous growth and have always followed the Lean methodology. At the beginning of 2020, we decided to “measure the wind” and seek some professional opinions to see if we had any gaps in our daily work.”,
explained Ivaylo Dimitrov, Deputy Director of Production, Supplies, and Logistics at EGT and Head of the 20 Keys Programme Implementation in the company.
DECISION
Over the years, EGT never stopped looking for new opportunities to improve its performance and talent growth. There is a demand for middle management staff and employees need to acquire management skills in order to effectively perform their managerial duties.
After April 2020, during the pandemic, EGT freed up some resources with the goal to implement some internal projects, strengthen the company and help it be more efficient and profitable when business resumes as usual. Management decided to launch the 20 Keys Project based on the Lean methodology.
“This methodology is quite interesting because it doesn't focus on one specific business process, department, or directorate. It covers the whole company and uses all well-known practices. In order to achieve a positive effect for each key, all the staff is involved and needs to work together which is the basis of every victory,” Dimitrov commented.
To implement the methodology, they hired Next Consult as a proven expert in the field who provided a team of consultants with many years of practical experience.
SOLUTION
The project has been ongoing for two years. Six keys have been introduced and two more are currently being implemented. Driven by Key 2 (Goal Synchronisation) and the large portfolio of products and services, they started working on creating mini business units with a separate structure and management directly responsible for the development of the mini business unit, thus ensuring the highest quality and collaboration with the other units.
The organisational structure of the Quality Department is also changing as new positions and structural changes are introduced. An entirely new strategy for supplier development is being implemented based on building loyal and reliable partnerships.
PEOPLE
The team is essential to the success of the Lean project. The company successfully accelerates the process of targeted internal training and talent growth, building a culture of knowledge transfer.
“A company where people are valued and can grow and develop is a truly successful company with loyal and dedicated employees. Many of the management staff members at EGT are employees who used to hold even the lowest-level positions but today, they are of key importance to the company,” said Toshko Petkov, CEO of Next Consult and Lead Consultant on the implementation of the 20 Keys Programme at EGT.
FUTURE
EGT believes that they need to be flexible and adaptable to be competitive on the market – when vying for both customers and staff. People in the company are a top priority and their internal development and satisfaction are a prerequisite for success.
The maturity of top management and the awareness of the true value of employees as people, not as a resource, determine the stability and successful development of the company. Who wouldn’t work in such a place?
