Recent posts have focused on various aspects of defining problems or identifying waste. When engaged in these activities it can sometimes be difficult to separate the status-quo from problems or waste… in other words, we can become so accustomed to a process or method that we fail to recognize opportunities to improve it.
A popular definition of waste, and one we’ve used frequently over the years, is “the difference between the way things are and the way things could or should be if everything were right.”
Envisioning this ideal can be challenging, and we’ve found that “Imagineering” is an ideal process for making this type of determination, for goal-setting, developing the best project plans, and for putting improvement ideas into practice.
As you may know, Imagineering was popularized in the 1940s by Alcoa to describe its blending of imagination and engineering. It was also adopted by Walt Disney a decade later, and is often referenced as a means of achieving “blue sky speculation,” a process where people generate ideas with no limitations…, where they try to achieve what “could or should be.”
Over the years we have consistently found that well-executed Imagineering workshops help people unleash their organization’s true potential and achieve breakthrough improvements. Much more than traditional or simple brainstorming, the process starts with a strategic approach for imagining perfection, and ends with engineering this ideal state back down to earth.
You might consider the use of Imagineering as a means of generating innovative ideas and applying the principles to set goals and achieve breakthrough improvements.
If this concept resonates with you, then you might also find this short video of interest: “The Way Things Could or Should Be.“