Department optimisation: Innovative impulses for more efficiency in the team
The targeted improvement of internal processes - often referred to as departmental optimisation - is currently more than ever the focus of modern companies. More and more teams are turning to us because they feel that traditional approaches are no longer sufficient to keep up with the dynamic market environment. Many describe how collaboration is faltering, tasks are piling up and motivation is suffering. At the same time, there is a growing desire to make their own department fit for the future. This is where transruptions coaching comes in, providing teams with targeted support for process changes and opening up new ways of optimising departments.
Innovative methods for departmental optimisation
Departmental optimisation begins with an analysis: Where is there friction? Which tasks take longer than necessary? Which ideas are lying idle? The next step is to implement targeted improvements. Many successful companies rely on proven methods such as CIP (Continuous Improvement Process) or Kaizen - i.e. continuous optimisation in small, manageable steps[1][3]. These approaches thrive on the fact that all team members are involved, resulting in genuine innovation. The Japanese 5S principle - sort, systematise, clean, standardise, self-discipline - also provides more structure in day-to-day work and supports departmental optimisation in the long term[5].
The combination of analogue and digital tools is particularly effective. Digital time recording systems, new communication platforms and automated ordering processes take the pressure off the team and free up time for important projects[2]. In workshops and coaching sessions, we work with the teams to develop specific measures to realise this potential.
Practical examples from everyday life
An international car manufacturer, for example, introduced new meeting rules specifically to increase productivity. Large, time-consuming meetings were reduced, unnecessary jargon was avoided and direct communication between departments was encouraged. The result: decisions are made more quickly and employees feel taken seriously[2].
A second example is the increased use of process analyses in mechanical engineering. Here, the points at which quality deviations occurred were specifically analysed. By jointly analysing measurement data and regularly involving all interfaces, relevant tolerances were defined and the complaint rate was significantly reduced[6].
Another company completely digitalised its order processing by introducing automated ordering processes. This minimised errors, shortened processing times and allowed employees to concentrate on their core tasks again[2].
KIROI Step 6: Activate innovative ideas
At the heart of departmental optimisation is always the question of how innovative ideas can be developed and implemented sustainably. This is precisely where KIROI Step 6 comes in. This model supports teams in developing concrete ideas for practical application from the analysis phase. In structured workshops, all participants work together to develop solutions that are tested in the next step and - if successful - established on a permanent basis.
In transruption coaching, we actively support this process. We offer a protected space in which teams can overcome inhibitions, adopt new perspectives and thus develop innovative approaches for departmental optimisation. We make sure that the measures are not imposed top-down, but that they emerge from the team itself. This is the only way to ensure that change is accepted and sustained in the long term.
Best practice at a customer (name hidden due to NDA contract)
BEST PRACTICE with one customer (name hidden due to NDA contract) In a medium-sized company, we carried out KIROI step 6 together with the team. The starting point was the desire to improve internal communication because important information was often not reaching the right recipient. In two moderated workshops, we identified the most important communication barriers and worked together to develop a digital platform on which all team members could share key updates, tasks and questions. We also introduced short weekly jour fixe meetings to clarify open points directly. After just a few months, employees reported fewer misunderstandings and more clarity in their collaboration. Transparency within the team increased and satisfaction levels rose noticeably - a real step towards sustainable departmental optimisation.
Active tips for more innovation in the department
For departmental optimisation to succeed, it is advisable to observe a few basic principles. Firstly: Involve all team members right from the start. Idea development works best when many perspectives come together. Secondly, use regular feedback rounds to recognise challenges at an early stage and tackle them together. Thirdly, experiment with small, manageable measures before implementing major changes. Fourth: Rely on visualisation - whether whiteboards, digital tools or classic flipcharts. Fifthly, document your successes and continuously adapt your measures if necessary. This is the only way to achieve real sustainability in departmental optimisation.
Many teams also ask us how they can increase motivation for change. One approach is to create experimental spaces in which new ideas can be tried out without pressure. Clients often report that such spaces significantly increase creativity and commitment. Regularly naming „lessons learned“ also promotes a constructive error culture that favours innovation.
Best practice at a customer (name hidden due to NDA contract)
BEST PRACTICE with one customer (name hidden due to NDA contract) In a logistics company, the team introduced an experimental phase for new shift planning after KIROI step 6. The aim was to reduce the workload on employees and increase flexibility. In a three-month test run, the team was able to try out various models and regularly reflect on the results. The end result was a new shift model that was not only supported by the workforce, but also increased productivity. The managers actively supported the process by providing freedom and resources. The feedback was consistently positive - a successful example of how departmental optimisation and participation can grow together.
My analysis
Departmental optimisation is not a one-off project, but an ongoing process that involves the entire team. The best results are achieved by teams that dare to break new ground and actively shape innovation processes. Methods such as KIROI Step 6, CIP or Kaizen support this approach because they create space for creative solutions and simplify implementation. The practical examples also show that small changes often have a big impact - especially when everyone involved is involved.
Transruption coaching professionally supports teams in optimising their departments by providing impetus, sharing knowledge and pointing out concrete steps. Those who are prepared to embark on this path can increase efficiency, improve quality and strengthen motivation within the team in the long term.
Further links from the text above:
Process optimisation methods: CIP and more[1]
Practical examples for process optimisation[2]
Definition and methods of process optimisation[3]
Lean management & 5S method[5]
Practical examples of quality and process optimisation[6]
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