Departmental optimisation is a central component of modern corporate management. The targeted use of innovative methods such as KIROI Step 6 can help to systematically generate and implement new ideas. This not only makes work processes more efficient, but also creates impulses that promote innovation. Especially in times of rapid change, this kind of support is valuable in departmental optimisation projects, as it provides teams with concrete support in creatively tackling challenges and developing solutions together.
KIROI Step 6 as a central pillar of departmental optimisation
In the context of departmental optimisation, KIROI Step 6 is a proven tool for ensuring structured yet creative idea development. While other methods often work with rigid processes, KIROI offers a clear framework for collaboration that both promotes the creative development of employees and enables a targeted evaluation of ideas.
In practice, this means, for example, that a sales team first collects all suggestions openly and without self-censorship. These are then evaluated using analytical tools such as the morphological box. For example, the five measures that can noticeably speed up the quotation process can be filtered out of a pool of more than 20 suggestions.
Another example: In the production of a medium-sized company, the application of KIROI Step 6 led to a 12 per cent reduction in the use of materials. The employees made their own suggestions for improvement, which were systematically scrutinised and quickly implemented in prototypes.
The effect can also be seen in customer service: by using KIROI Step 6, teams are able to process recurring enquiries faster through targeted automation, which sustainably increases customer satisfaction.
Practical implementation of departmental optimisation using KIROI Step 6
Implementation usually begins with a detailed analysis of the current situation. This involves openly identifying weaknesses and potential. In one finance department, for example, it became apparent that auditing took too much time. The team then defined the goal of speeding this up by 30 per cent. KIROI Step 6 was then used to develop a number of creative approaches, such as the digitalisation of audit steps and better coordination with other departments.
Regular workshops are crucial to encourage open dialogue. One logistics company reports how new ways of optimising packaging emerged through moderated idea sessions. Colleagues from different departments came up with creative ideas together that would otherwise have remained hidden.
The use of evaluation criteria such as feasibility, cost-effectiveness and timeframe helps teams to prioritise realistic measures. This prevents innovative ideas from sounding good but not being realisable. Transparent communication of these criteria also promotes the trust of all those involved.
Responsibilities are assigned early on in the project organisation. By clearly defining roles and subtasks, an IT service provider was able to prevent good ideas from getting lost in the implementation process. A structured schedule led to rapid realisation, which noticeably eased the burden on day-to-day business.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words. In a manufacturing company, KIROI Step 6 was implemented in three different departments simultaneously. Starting with a common goal definition, the team was encouraged to develop innovative suggestions. With the help of the morphological box, the best ideas were selected and consistently implemented. The result was not only an increase in productivity, but also a significant rise in employee satisfaction, which was 28 per cent higher. The regular workshops supported a culture of continuous improvement and innovation.
Combining creativity and structure
One of the challenges of departmental optimisation is to ensure that creative ideas do not end up in chaos. KIROI Step 6 therefore uses proven methods such as brainstorming, Ishikawa diagrams and the morphological box. These tools help to systematise ideas and scrutinise their causes and effects.
For example, a customer service team is instructed not only to look at symptoms such as long waiting times, but also to analyse the underlying processes. This combination results in practical solutions that have a lasting effect.
In the HR department, this methodology can be used to organise the induction of new employees more efficiently. Teams collect suggestions on how to improve information flows and optimise training materials. The evaluation is then carried out transparently so that quick and targeted implementation is possible.
Cross-departmental collaboration as a success factor
Innovations often arise at the interfaces between departments. KIROI therefore recommends cross-departmental workshops that promote synergies. One example of this is a project in which marketing, sales and IT worked together on the digitalisation of customer communication. The method enabled different perspectives to be combined and conflicting points of view to be utilised constructively.
Another advantage is that this open exchange increases ambition and motivation. Employees feel involved and identify more strongly with the improvements achieved. In one service company, for example, the introduction of KIROI Step 6 led to a reduction in staff turnover in the departments concerned.
My analysis
Departmental optimisation is not a rigid procedure, but a living process that promotes both efficiency and innovation. KIROI Step 6 is particularly suitable for supporting teams and systematically developing and evaluating new ideas. The combination of creative methods and clear structures helps to ensure that improvements are not only initiated, but also sustainably integrated into everyday working life. Numerous examples from sales, production and service show that this step effectively supports departmental optimisation and increases both employee satisfaction and competitiveness.
Further links from the text above:
Department optimisation with KIROI Step 6 Ideas [2]
Department optimisation: Step 6 to innovative ideas with KIROI [6]
Department optimisation: With KIROI step 6 to idea power [14]
Process optimisation: definition, methods, examples [1]
Process optimisation: definition, methods & implementation [3]
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