Menu
Log in


Process Innovation: When a Step-Change is Needed

Presenter: Gregory Robertson, Lean Strategy and Implementation Manager, Hallmark, Kansas City, MO, USA

Keywords: Innovation Techniques, Process Improvement, Step-Change

Industry: Energy, Healthcare, Manufacturing

Level: Intermediate


ABSTRACT

In the constant battle of “survival of the fittest,” every business must constantly re-evaluate its mission-critical processes to improve financial results and maintain customer satisfaction. Often, using the mantra of “small enough to win, large enough to matter,” multiple smaller scope process improvements occur over time to ultimately reach a future ideal state.

However, there are times when step-change improvements may be required due to rapid, significant changes in customer expectations, competitor advancements or new organizational strategy challenges. Process Innovation techniques can be used to supplement typical brainstorming sessions to help process improvement teams develop more effective and innovative ideas.

The session will use an interactive process exercise that focuses on three simple process innovation techniques that can be used during any brainstorming session:

  • With reversing assumptions, improve collaboration and innovative thinking by reversing previously held assumptions.
  • With analogies, stimulate fresh perspectives and new solutions by using situations unrelated to the original issue.
  • With different perspectives, stimulate new ideas by having team members portray the perspectives of another person or position.



Participating Organizations at the Lean & Six Sigma  World Conference

Government Agencies

  • Department of Commerce
  • Department of Defense
  • Department of Energy
  • Department of Health & Human Svcs.
  • Department of Homeland Security

  • Department of Justice
  • Department of State
  • Department of the Treasury
  • Department of Transportation
  • Department of Veterans Affairs
  • Environmental Protection Agency
  • NASA
  • Naval Surface Warfare Center
  • Pentagon
  • U.S. Air Force

  • U.S. Army
  • U.S. Marine Corps
  • U.S. Navy
  • U.S. Veterans Affairs
  • United States Army Corps of Engineers

Corporations

  • AIG
  • Alcoa
  • AT&T
  • Bank of America Corp
  • BASF Corporation
  • Bayer Corporation
  • BMW
  • The Boeing Company
  • Bose Corporation
  • Bristol-Myers Squibb
  • Campbell Soup Company
  • Cardinal Health
  • Caterpillar
  • Chrysler Corporation
  • Chevron
  • Cisco Systems
  • Coca-Cola
  • Comcast
  • Daimler Chrysler
  • Disney
  • Dow Chemical


  • Dr Pepper 
  • Duracell
  • Dupont
  • Eastman Kodak
  • Facebook
  • Google
  • Exxon Mobil
  • Fedex
  • Ford Motor
  • General Electric 
  • General Motors
  • Gillette
  • Goodyear Tire
  • Hewlett Packard
  • Honeywell
  • Humana
  • IBM
  • Kohler
  • Lockheed Martin
  • Macy’s
  • M&M/Mars
  • ManpowerGroup
  • Maytag Appliances
  • Mercedes
  • Merck
  • Mitsubishi
  • Mobil Chemical
  • Motorola
  • NASA
  • Nestle 
  • Northrop Grumman
  • PepsiCo
  • Philip Morris International
  • PNC Financial Services Group
  • Pfizer
  • Pratt & Whitney
  • Procter & Gamble
  • Prudential
  • Raytheon
  • Rolls Royce Allison
  • Target
  • Johnson & Johnson 
  • Schindler Elevator Corporation
  • Schneider Electric
  • Shell
  • Siemens
  • Southwest Airlines
  • Staples
  • Tesla
  • Tiffany & Co.
  • Qualcomm
  • Underwriter Laboratories
  • UnitedHealth Group
  • United Technologies
  • Union Pacific
  • UPS
  • USAA
  • Verizon
  • Walmart
  • Wells Fargo
  • Westinghouse
  • Whirlpool
  • Xerox

ABOUT LSS

Lean & Six Sigma World Conference

FIND US ON

CONTACT US

Email: info@leanandsixsigma.org

© Copyright 2019 American Quality Institute. All Rights Reserved.