Department optimisation is a crucial step in making work processes more efficient and effectively improving collaboration within the company. The sixth step of successful departmental optimisation - with KIROI as a companion - is about „developing ideas that work“. This process not only collects a large number of suggestions, but also identifies starting points that have a lasting effect and lead to measurable improvements.
Department optimisation: From brainstorming to implementing effective approaches
A central element of departmental optimisation is the systematic collection and evaluation of ideas within the respective teams. The integration of various techniques such as the 635 method or brainstorming in moderated workshops is recommended here. This allows different perspectives from technical, organisational and digital viewpoints to flow together.
One example from practice is the introduction of a regular short meeting in sales, which accelerated the exchange of information and reduced unnecessary email communication. At the same time, the production department developed a standardised checklist for recording errors, which sustainably reduced the error rate. In customer service, on the other hand, optimised call routing strategies enhanced service quality and reduced waiting times.
BEST PRACTICE with one customer (name hidden due to NDA contract) During the ideas phase, employees from various departments were able to contribute innovative suggestions, which were collated in an interdisciplinary workshop. This gave rise to the idea of a digital platform that would make internal information flows more transparent. After a short test phase, the platform became the standard solution, which significantly simplified collaboration across departmental boundaries.
Recognising and prioritising effective ideas
Not every initiative has an immediate impact. Clear prioritisation is therefore important for departmental optimisation. Tools such as the Ishikawa diagram help to analyse causes and prioritise ideas with a view to their feasibility and expected benefits. Failure mode and effects analysis (FMEA) can also be used here to recognise the risks of ideas at an early stage and manage them better.
Tangible examples include the reorganisation of warehouse routes in the logistics department, which were refined based on employee feedback in an FMEA meeting. Or the introduction of a digital reporting tool in the finance department, which was checked for data quality by means of an error analysis before rollout. In marketing, a root cause analysis helped to prevent delays in campaigns and make planning more transparent.
Impulses for sustainable departmental optimisation with KIROI
KIROI supports the development of ideas that are effective by combining data-based insights and structured methods. The coaching support ensures that everyone involved asks the right questions and pragmatic solutions are developed that are realistically realisable.
For example, processes at a manufacturing company were adapted in a minimally invasive way through targeted workshops, which improved throughput times without major investment. Another example comes from human resources: Here, KIROI supported the introduction of digital tools that reduced administrative work and increased employee satisfaction at the same time. And in IT, an agile methodology helped to make maintenance processes more efficient and shorten response times.
My analysis
Departmental optimisation thrives on ideas that not only sound good in theory, but also work in daily practice. With a structured approach, as offered by KIROI in the sixth step, such ideas can be identified, prioritised and successfully implemented. Transparency, employee involvement and a pragmatic approach play a major role here. The result is a sustainable improvement that makes departments more agile and efficient and supports the company's success.
Further links from the text above:
Process optimisation - process improvement with methods
Process optimisation: How it works + practical example
Process optimisation - methods and function
Process optimisation: definition, methods & implementation
Process optimisation: definition, methods, examples
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