For many companies, departmental optimisation is a decisive factor in making processes more efficient and improving collaboration between teams. With KIROI Step 6, it is possible to filter out the most promising ideas from the multitude of ideas and provide sustainable impetus for improvements. Targeted departmental optimisation supports organisations in identifying new solutions and implementing them in a structured manner.
Department optimisation: From analysis to top idea with KIROI Step 6
The path to effective departmental optimisation usually begins with a thorough analysis of existing processes and challenges. KIROI Step 6, the focus of this article, provides support in selecting the best ideas from the collection of ideas in a structured manner and integrating them into the further improvement process. By using modern methods, companies can ensure that precisely those suggestions that bring the greatest added value are pursued.
A practical example from the production sector shows that after a detailed collection of ideas for reducing throughput times using KIROI Step 6, the three most promising suggestions were prioritised. This led to faster implementation and measurable time savings. In HR management, too, this step often provides impetus for improving communication channels and employee satisfaction. In the IT environment, the selection of the top ideas often enables the targeted management of software launches, which significantly increases practicability and acceptance.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words. At a medium-sized service provider, KIROI Step 6 was used to structure the large number of digitalisation-oriented ideas. After prioritisation, it was possible to select projects that had the greatest impact on process quality in the logistics department. The resulting measures led to improved processes and cost savings within just a few months.
Methodology of idea selection in the context of departmental optimisation
KIROI Step 6 is based on proven creativity techniques and analytical processes that work together to visualise innovation potential. Firstly, a structured collection of all suggestions for improvement is made. Evaluation matrices and criteria catalogues are then used to assess which ideas offer the greatest benefit. The evaluation can be based on criteria such as feasibility, cost-effectiveness or employee acceptance.
In practice, various industries have relied on this, for example:
- In retail, the identification of innovation potential to reduce waiting times at the checkout by optimising processes.
- In the healthcare sector, the selection of ideas for improving the internal interfaces between different specialist departments.
- In the automotive sector, the prioritisation of proposals to minimise downtimes in production.
This allows companies to respond flexibly and in line with their individual challenges.
How KIROI Step 6 accompanies the change process
Departmental optimisation is often associated with uncertainty or resistance. KIROI Step 6 supports transparent communication and creates clarity about the next steps. The joint development of top ideas increases employee motivation, as their suggestions are actively listened to and taken seriously. This promotes a positive culture of change.
One example can be seen in the sales department of a large service provider: here, participation in the selection of the best ideas led to greater commitment and faster acceptance of process changes. Managers in technical departments also frequently report how the structured approach and clear prioritisation of ideas from KIROI Step 6 help to implement projects in a targeted manner and use resources sensibly.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example in at least 50 words. An international company used KIROI Step 6 to identify innovative proposals in the development department. The proposals were evaluated on the basis of factors such as technical feasibility and economic benefit. The clear priorities facilitated the subsequent planning and implementation of new development processes.
Tips for successfully integrating KIROI Step 6 into departmental optimisation
The following points can increase the effectiveness of KIROI Step 6 in the context of departmental optimisation:
- Ensure that all relevant departments and employees are involved at an early stage.
- Use clear evaluation criteria that are aligned with the company's strategic objectives.
- Ensure open communication and regular updates on the progress of optimisation measures.
- Plan sufficient time for the realisation of the selected ideas and their follow-up.
- Prepare managers and teams for change and actively support them through coaching and training.
These measures ensure that departmental optimisation with KIROI Step 6 is not just a one-off initiative, but is embedded in the sustainable development of the company.
My analysis
The targeted use of KIROI Step 6 offers companies a structured way of filtering out and implementing the best ideas for departmental optimisation. Organisations benefit from increased transparency, better employee involvement and focused management of improvement projects. Experience from a wide range of industries shows that this structured selection process can increase both the efficiency of processes and employee satisfaction. Departmental optimisation is therefore not a static state, but rather an ongoing process that receives valuable long-term impetus through targeted support with KIROI.
Further links from the text above:
Process optimisation: definition, objectives, phases, procedure - IPH Hannover
Process optimisation: How it works + practical example - Personio
Process optimisation: Everything about the topic - Lexware
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