Continuing with our theme of creative problem solving and the value of creativity in Continuous Improvement, sometimes you can achieve innovative solutions by systematically challenging a few key aspects of your process.
In 2004, Michael Hammer wrote an article for the Harvard Business Review titled Deep Change: How Operational Innovation Can Transform Your Company. In this article he described several approaches to “Re-imagining Processes” by challenging basic underlying assumptions that prevent your organization from achieving a big breakthrough. Following are a few of the ways he suggested challenging the work:
Challenge The Sequence — what steps happen in what order. A bank recently changed the fundamental sequence of work in a loan department to shorten approval times by 80%. Not only did this innovation achieve unprecedented customer service, it reduced some rework and, by closing faster, reduced risk from floating interest rates. What would happen to your process if you rearranged the steps? What other changes would be required to enable this to work?
Challenge The Roles — who must do what. Empowering individuals doing the work to also complete routine maintenance can greatly increases efficiencies and reduce wait time. An organization that empowered people close to the work to install routine software patches rather than calling for IT could greatly reduce the number of PCs with un-patched software and increase capacity of the IT department. A call center provided training and tools to the customer service reps so they could handle the whole job instead of transferring the call. What work could be transferred to the people closest to the work when the need arises? How would this accelerate the service?
Challenge The Steps — With its breakthrough cross-docking approach, Walmart challenged the assumption that products must be stored in the distribution center before they are shipped. They overcame the near universally held assumption that it was impossible to plan and execute a process where a supplier’s shipment could be loaded directly onto the distribution trucks. What steps in your process are held there by assumptions that we could never be good enough, precise enough, fast enough or accurate enough to eliminate the step?
Challenge The Location — A gerontologist decided that instead of maintaining a full office, his business could and should primarily be house calls. What if a key component of your work were executed in a completely different place? How could you increase value for your customers or increase your own efficiencies?
Challenge The Source of The Information The Process Acts On — Hammer described a manufacturer reducing inventory by basing production on actual orders than forecasts. Where are you using approximations or forecasts when you could use information closer to the source?
Challenges and best practices associated with continuous improvement