{"id":349544,"date":"2025-07-04T18:17:53","date_gmt":"2025-07-04T16:17:53","guid":{"rendered":"https:\/\/sauldie.org\/de\/prozessoptimierung-weg-zur-ideenschmiede\/"},"modified":"2025-07-04T18:17:53","modified_gmt":"2025-07-04T16:17:53","slug":"process-optimisation-the-way-to-the-think-tank","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/process-optimisation-the-way-to-the-think-tank\/","title":{"rendered":"Process optimisation: With KIROI step 6 to the think tank department"},"content":{"rendered":"

Targeted process optimisation is indispensable for companies today. It helps to make processes more efficient and utilise existing resources better. Step 6 on the way to the so-called think tank department is particularly interesting, as this is where innovative approaches are developed to continuously improve processes and realise new potential. KIROI provides valuable impetus and methods to support this process, addressing both established and new challenges.<\/p>\n

How process optimisation paves the way to the think tank<\/h2>\n

Process optimisation means more than just eliminating the superfluous. It involves the targeted analysis and adaptation of work and business processes in order to sustainably increase efficiency and quality. In step 6, focussing on the think tank department, creative solutions are generated that go far beyond simple standard processes.<\/p>\n

In the automotive industry, for example, teams at KIROI are observing how they are eliminating bottlenecks in production through targeted idea generation as part of process optimisation. For one customer, for example, the lead time in assembly was reduced by 15 %.<\/p>\n

In the area of logistics, too, it has been shown that when employees actively contribute suggestions in workshops, satisfaction increases and processes are organised more dynamically. Staff shortages are thus better cushioned, while at the same time the quality of goods distribution increases.<\/p>\n

In the service sector, process optimisation in the think tank department is key to automating administrative routines and improving individual customer service. One example of this is an insurance company that worked with KIROI and developed a digital application process that shortened the processing time by several days.<\/p>\n

How KIROI provides concrete support<\/h3>\n

KIROI systematically guides companies through step 6 of process optimisation, using tried and tested methods from change management and idea generation. For example, KIROI encourages the introduction of regular creative workshops in which different departments come together to solve innovation blockades.<\/p>\n

Another example comes from food production, where KIROI helped to establish a think tank in which employees continuously contribute suggestions for improving quality controls. This resulted in automated monitoring systems that recognise quality deviations at an early stage.<\/p>\n

In the technical area, KIROI introduced workshops that optimise the exchange between the development and production departments. This shortened development cycles and enabled adjustments to be implemented more quickly, which significantly reduced the time to market.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> The introduction of KIROI Step 6 created an interdisciplinary think tank. This enabled a structured collection and evaluation of ideas for improvement. As a result, processes in production were not only streamlined but also innovatively expanded, leading to measurable increases in efficiency.<\/i><\/p>\n

Practical tips for successful process optimisation with a focus on think tanks<\/h2>\n

Process optimisation in the think tank department requires clear structures: firstly, responsibilities should be defined and fixed time frames set for collecting ideas. This is followed by the documentation of all suggestions with subsequent feedback to the employees.<\/p>\n