In today's dynamic business world, departmental optimisation plays a crucial role in making processes more efficient and fostering innovation. Step 6 of the KIROI model specifically supports the development and implementation of innovative ideas. This step is essential for setting new impulses and accompanying sustainable transformation within the company.
Departmental optimisation as a driver for innovative ideas
Innovative ideas are the heart of successful departmental optimisation. In many companies, positive effects are seen when employees are actively involved.
The Wenzel Group example shows how more than 300 employees were able to unleash hidden potential through time-limited competitions. Within a few weeks, over 100 ideas were generated, many of which have been implemented.
Similarly, the Strenger Group uses idea management to achieve strategic goals. There, a competition involving nearly 300 employees generated over 150 suggestions that contributed to increased efficiency and customer focus.
Digital platforms, such as those at LV1871, promote the networking of different departments and thus support the joint development of new digital services. These examples illustrate how departmental optimisation is closely linked to a culture of continuous improvement and innovation.
Methodical support for step 6 of the KIROI process
The sixth step of the KIROI model focuses on the promotion and implementation of innovative ideas. Methods such as Design Thinking, Brainwriting, or agile project management are applied here to incorporate diverse perspectives.
As a practical aid, the morphological box can be used to systematically record possible solutions. Likewise, fault tree analysis helps to identify potential risks early on and to develop alternative approaches to solutions.
An example from plastics production shows how the scrap rate could be significantly reduced through the use of Six Sigma as part of departmental optimisation. The close integration of analysis, implementation and control within the DMAIC cycle demonstrates the effectiveness of a structured approach.
Furthermore, the continuous involvement of employees in creative processes helps to sustainably strengthen acceptance and commitment to change. This often results in both improved processes and a positive impact on the work culture.
Cooperation and digital support for innovative ideas
Digitalisation plays an important role in Step 6 of departmental optimisation. Modern idea management software enables networked collaboration between various teams and locations.
The Sparkassen-Finanzgruppe demonstrates how an open culture of idea exchange ensures a constant flow of innovation. Google also uses internal flexibilities to enable employees to realise projects that go beyond their normal working day.
Toyota has long relied on the Kaizen principle, which encourages all employees to strive for improvement. This not only leads to efficient processes but also to a stronger sense of identification with one's own work processes.
These examples show that successful departmental optimisation is not only based on technology and methods but also on an open company culture and actively involving employees.
BEST PRACTICE with one customer (name hidden due to NDA contract) The support during the departmental optimisation focused particularly on creative workshops for idea generation. Through targeted facilitation and digital tools, it was possible to engage even introverted teams. The result was a multitude of practical suggestions that were successfully implemented in pilot phases within a short period, bringing measurable improvements.
Practical tips to support the sixth KIROI step
To ensure departmental optimisation is effective in step 6, the following measures are recommended:
- Foster an open culture of ideas, where employees can submit suggestions at any time.
- Leverage digital platforms that enable real-time collaboration and feedback.
- Utilise creative methods such as brainwriting or design thinking to integrate diverse perspectives.
- Work with clearly defined goals and measure the success of pilot measures.
- Integrate agile approaches so that adjustments can be implemented quickly.
If these tips are implemented, this will significantly contribute to keeping departmental optimisation vibrant and anchoring innovations sustainably.
My analysis
Department optimisation gains particular significance with the sixth step of the KIROI model, as the focus here is on innovations. Companies that specifically support this step not only promote more efficient processes but also strengthen a culture of creative co-design.
Integrating best practices and digital tools makes it possible to capture diverse ideas in a structured way and implement them successfully. At the same time, involving employees in the innovation process is essential to ensure acceptance and commitment.
This means that department optimisation cannot be understood as a one-off measure, but rather as an ongoing process that helps companies to increase their flexibility and competitiveness.
Further links from the text above:
Process optimisation: definition, methods, examples [1]
Examples of idea management [2]
Process Optimisation: Definition, Methods & Implementation [3]
Process Optimisation – Definition, Methods and Goals [19]
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