Departmental optimisation is a crucial step in enabling companies to make their work processes more efficient and increase their competitiveness. Particularly in the phase in which strong ideas are developed, such as in the sixth step of a systematic optimisation process, it becomes clear how valuable targeted impulses and insights are. With the right support, processes can be supported and projects can be advanced in a targeted manner. This is how sustainable success can be achieved.
Department optimisation: Impulses for creative solutions
The development of strong ideas as part of departmental optimisation requires a structured approach. In many companies, proven methods of the continuous improvement process (CIP) or the use of creativity techniques are used for this purpose. Examples can be found in production, where the Ishikawa diagram is used to systematically work through the causes of problems, or in the IT department, which uses digital tools to visualise and redesign weak points. Customer service teams also frequently report that small but targeted changes through workshops have a significant impact.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a workshop, the customer service department identified recurring bottlenecks in the processing of enquiries. With the help of a 635 method, numerous creative solution proposals were collected and then prioritised. This allowed processes to be restructured and agile teams to be formed that are now able to respond more quickly and flexibly.
In addition to brainstorming, it is also important that employees are actively involved. After all, changes are only effective if they are understood and supported. Departmental optimisation therefore provides support by promoting communication and creating participation formats. Another example can be found in manufacturing companies: There, the 5S method pragmatises order and cleanliness in order to set clear standards and thus shorten processes. This not only generates efficiency, but also motivation.
Diversity of methods as a success factor for departmental optimisation
The sixth step is to combine different methods to generate and test strong ideas. Lean management approaches, for example, help to recognise and eliminate waste. Six Sigma provides support with measurable key figures to check the effectiveness of process variants. Design thinking as a creative methodology promotes working in interdisciplinary teams and the rapid development of prototypes. This opens the door to unusual solutions and innovative approaches.
BEST PRACTICE with one customer (name hidden due to NDA contract) Six Sigma was used in production planning to reduce fluctuations in the material flow. The DMAIC method was used to analyse causes and implement targeted measures. The result was a noticeable simplification of the process and an increase in product quality.
In service companies, on the other hand, managers report that design thinking workshops generate concrete project ideas that can often be tested directly. This results in models that can later be implemented step by step instead of just insisting on theoretical concepts. Departmental optimisation provides support here as a process facilitator who is at the side of the teams both methodically and emotionally.
Department optimisation in practice: tips for strong ideas
A structured roadmap is recommended for the successful completion of the sixth step, the strengthening of ideas:
- Use participative methods such as workshops to integrate as many perspectives as possible.
- Visualise processes with tools such as flowcharts or cause-and-effect diagrams to raise awareness of challenges.
- Prioritise ideas based on criteria such as feasibility, impact and resource requirements.
- Encourage open communication, including about possible concerns and risks.
- Document the developed concepts clearly and comprehensibly for all those involved.
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized IT company used a combination of lean management and CIP to develop and consolidate ideas for optimising internal IT service processes. Involving employees at all levels helped to find practical solutions and increase acceptance for change.
Departmental optimisation supports this approach by providing impetus, promoting the reflection process and communicating transparently about goals and expectations. This creates a healthy space in which creative and practical ideas can grow.
My analysis
Departmental optimisation is more than just a buzzword - it is a multi-layered process that makes a significant contribution to the company's success by developing strong ideas in the sixth step. Whether with data-based methods such as Six Sigma, participative approaches in CIP or creative approaches such as design thinking: the variety of possibilities enables customised solutions for different industries and tasks.
It is important that departmental optimisation is understood as support and management that assists teams and managers with implementation. This is the only way to turn ideas into sustainable improvements. Teams often report positive experiences when impulses are professionally supported and communicated in an open process.
Departmental optimisation is therefore a key lever for the long-term healthy development of an organisation.
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
Process optimisation: Definition, methods & implementation - Reese GmbH
Process optimisation: definition, methods, examples - StepStone
Process optimisation - THA
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