Departmental optimisation plays a central role when it comes to making internal processes more efficient and at the same time creating space for innovation. KIROI Step 6 addresses precisely this requirement: It is about the systematic development and implementation of ideas - an essential milestone for sustainable improvements. Companies from different industries often report how this step awakens the creative power in the team and creates a modern think tank.
Department optimisation with KIROI Step 6: The path to the source of innovation
Traditional optimisation approaches often focus on process analyses and the gradual improvement of existing processes. KIROI Step 6 goes beyond this and specifically opens up the space for developing and evaluating ideas. Teams are encouraged to generate creative approaches openly and without restrictions. A structured evaluation process, for example using the morphological box or the Ishikawa diagram, then supports the selection of the most promising solutions.
A typical example comes from a manufacturing company in which the use of materials was organised more efficiently. The interdisciplinary team developed concrete solutions, tested rapid prototypes and optimised them iteratively - with measurable savings in costs and resources. This practical approach shows how departmental optimisation through KIROI Step 6 promotes a think tank that motivates and empowers employees at the same time.
Step 6 also supports the process in a sales environment. Employees there used structured workshops to find ways to speed up the preparation of quotations. Clear goals, such as preparing quotations within 24 hours instead of 48 hours, were not only defined, but also developed with concrete ideas within the team. This turned a challenge into a culture of innovation that favours continuous improvement.
Practical examples from various industries
In customer service, for example, a new ticket management system was proposed thanks to the targeted impetus provided by KIROI Step 6, which automates routine activities and significantly reduces the workload. In the finance department, the ideation process led to a restructuring of invoice verification, which reduced processing time by 30 per cent. Even in creative agencies, Step 6 proved to be a driving force for innovative campaign ideas because teams worked together without time pressure and with a clear evaluation matrix.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words.
In a medium-sized mechanical engineering company, KIROI Step 6 was introduced in three key departments. Following a comprehensive situation analysis, the employees generated ideas for reducing rework times. Using the morphological box, the team was able to select and prioritise the most promising measures. The result was 15 concrete improvements, a sustainable increase in customer satisfaction and a measurable increase in employee motivation.
How KIROI Step 6 advances departmental optimisation in a structured way
The success of this approach is based on several key factors: Firstly, the current challenges are made transparent in the analysis phase. This includes questions such as: Which processes take too long? Which errors occur frequently? Based on this, the team defines clear goals that are realistic and measurable.
The subsequent brainstorming takes place in an open format that values every voice. Innovative solutions are developed that can go beyond the usual framework. The evaluation of ideas utilises proven methods that objectively weigh up the opportunities and risks. This not only encourages creativity, but also ensures feasibility.
It is also important to involve those responsible at an early stage. Clear responsibilities and transparent communication ensure that ideas do not just remain on paper, but are actually implemented. This approach strengthens acceptance and a sense of responsibility within the departments.
Driving force for team dynamics and cross-departmental collaboration
KIROI Step 6 not only advances individual departments, but also promotes collaboration across departmental boundaries. Workshop formats in which different departments contribute their perspectives often lead to unexpected and successful solutions. This interaction breaks down communication barriers and creates a climate of mutual appreciation.
Particularly in the technical area, process automation projects were advanced through the synergetic work of several teams. The integration of specific expertise from production, IT and quality management led to customised solutions with a high level of acceptance and rapid implementation.
My analysis
Departmental optimisation becomes much more effective when it is combined with structured innovation processes such as KIROI Step 6. The idea of promoting employee creativity in a targeted manner and at the same time systematically evaluating it represents a decisive advantage. Practical experience shows that companies from various industries can benefit from this approach - not only through increased efficiency, but also through a stronger culture of innovation and satisfied teams. In this way, departmental optimisation becomes a living process that supports the performance of teams and organisations in the long term.
Further links from the text above:
Mastering department optimisation: With KIROI step 6 to top... [2]
Department optimisation: With KIROI step 6 to ... [12]
Department optimisation: With KIROI step 6 to innovative ... [6]
With KIROI step 6 to the idea revolution [4]
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