Example Reflection - MINDMAPPING

“Process improvement and innovation for better work orders completion”

Challenge

I am the team lead for continuous improvement with the team comprising select members from  different functional groups my organization – an ICT system integrator primarily focused on  technology solutions and services to Enterprise clients. Out team comprises representation from  Business development, Sales & Key account management, Project Support& Service delivery  and Finance. We have multiple contracts with leading MNCs in the region, which are basically  time & material (T&M) contracts. We have multiple teams working in various sites and who will  be completing many Work Orders in a month under various and each Work Order to be  completed as a small project and hence consolidated monthly invoices to be prepared and  submitted to respective client with summary project completion.  Our challenge is to improve  tracking of project completion and receivables tracking to avoid any cash flow trap. Since the  invoicing and receivables are aggregated based on work orders, even small issues on some work  orders results in non-acceptance and delayed payments. Additionally, we also intended to  improve work flow with process innovation and possible automation in a time bound manner.

Selection

As part of our regular training initiatives, we have already introduced the concepts of mind  mapping and some of the benefits of design thinking approach to most of the staff, particularly  those in projects. Also, we have an open office setup with transparent glass partitions, ideally  giving an ambience for colorful stick notes, mind map charts.  Hence we selected mind mapping  as a tool unanimously to explore position innovation in improving our project work flow and  processes.

Application

Firstly, we asked each project team, totally there were 8 teams, to put all their concerns and  issues that are hindering their project tracking work flow. They were told to use sticky notes  different areas of the conference room.  Mind maps from each time, had the name of the project  team with their challenges from each of the interfaces involving other stake holders such as key  account managers, finance, procurement, vendor, field staff, quality check teams and customers  themselves. We also told them to use different color for different type of challenges (red, orange  and blue) in the order of impact. Though teams are aware of the project and delivery standard  processes (we are ISO 9001 certified), due to local challenges, project teams were able to come  out with specific challenges for each project group.  We asked the project teams to switch the  walls and asked them to spend some time on the current challenges and come out with possible

solutions and stick them as green labels near the challenges. This was again reviewed by the  respective project team to either accept or reject the possible solutions without valid reasoning.

Insight

We had similar meetings in the past, however they were mainly very structured with lots of  discussion points such as projects, sales, customer feedback and other administrative issues with  mostly team leads talking. To improve collaboration and making collective efforts, we conducted  this session exclusively for project delivery challenges and process innovation. Also this session  happened in a specific day with lean work schedule for the teams, (a day prior to long weekend  due to national holidays).  Key insights gained by the teams were recorded by the moderator (me,  of course) in an informal post lunch session. This actually gave the team members to come out  openly with possible improvements that they can do without much effort and even some of them  suggested trading certain key staff among each other.  Such open approach to collective problem  solving and process improvement created an ambience of more positive engagement by teams.  Added to this, we also collected reasonable input from teams for automating the field staff  workflow with a planned mobile application by which field staff can upload information and  completion of project tasks using a mobile or tab, which will speed up work order completion  and increase transparency.

Approach

Complementing the traditional periodic project reports and root cause analysis, this new design  thinking approach and use of tools such as mind mapping should lead to better collaboration and  innovative ways of project completion and tracking. As the current projects are part of multi-year  contract, such periodic and small initiatives for continuous improvement will have long term  effect on the organizational capabilities as a whole. We intend to carry on with such design  thinking and collaborative approaches by breaking down all our major challenges in to smaller  units and possibility coming out with quick and iterative solutions.


Example Reflection - MINDMAPPING “ Process improvement and innovation for better work orders completion ” Challenge I am the team lead for continuous improvement with the team comprising select members from different functional groups my organization – an ICT system integrator primarily focused on technology solutions and services to Enterprise clients . Out team comprises representation from Business development , Sales & Key account management , Project Support & Service delivery and Finance . We have multiple contracts with leading MNCs in the region , which are basically time & material ( T&M ) contracts . We have multiple teams working in various sites and who will be completing many Work Orders in a month under various and each Work Order to be completed as a small project and hence consolidated monthly invoices to be prepared and submitted to respective client with summary project completion . Our challenge is to improve tracking of project completion and receivables tracking to avoid any cash flow trap . Since the invoicing and receivables are aggregated based on work orders , even small issues on some work orders results in non - acceptance and delayed payments . Additionally , we also intended to improve work flow with process innovation and possible automation in a time bound manner . Selection As part of our regular training initiatives , we have already introduced the concepts of mind mapping and some of the benefits of design thinking approach to most of the staff , particularly those in projects . Also , we have an open office setup with transparent glass partitions , ideally giving an ambience for colorful stick notes , mind map charts . Hence we selected mind mapping as a tool unanimously to explore position innovation in improving our project work flow and processes . Application Firstly , we asked each project team , totally there were 8 teams , to put all their concerns and issues that are hindering their project tracking work flow . They were told to use sticky notes different areas of the conference room . Mind maps from each time , had the name of the project team with their challenges from each of the interfaces involving other stake holders such as key account managers , finance , procurement , vendor , field staff , quality check teams and customers themselves . We also told them to use different color for different type of challenges ( red , orange and blue ) in the order of impact . Though teams are aware of the project and delivery standard processes ( we are ISO 9001 certified ) , due to local challenges , project teams were able to come out with specific challenges for each project group . We asked the project teams to switch the walls and asked them to spend some time on the current challenges and come out with possible solutions and stick them as green labels near the challenges . This was again reviewed by the respective project team to either accept or reject the possible solutions without valid reasoning . Insight We had similar meetings in the past , however they were mainly very structured with lots of discussion points such as projects , sales , customer feedback and other administrative issues with mostly team leads talking . To improve collaboration and making collective efforts , we conducted this session exclusively for project delivery challenges and process innovation . Also this session happened in a specific day with lean work schedule for the teams , ( a day prior to long weekend due to national holidays ) . Key insights gained by the teams were recorded by the moderator ( me , of course ) in an informal post lunch session . This actually gave the team members to come out openly with possible improvements that they can do without much effort and even some of them suggested trading certain key staff among each other . Such open approach to collective problem solving and process improvement created an ambience of more positive engagement by teams . Added to this , we also collected reasonable input from teams for automating the field staff workflow with a planned mobile application by which field staff can upload information and completion of project tasks using a mobile or tab , which will speed up work order completion and increase transparency . Approach Complementing the traditional periodic project reports and root cause analysis , this new design thinking approach and use of tools such as mind mapping should lead to better collaboration and innovative ways of project completion and tracking . As the current projects are part of multi - year contract , such periodic and small initiatives for continuous improvement will have long term effect on the organizational capabilities as a whole . We intend to carry on with such design thinking and collaborative approaches by breaking down all our major challenges in to smaller units and possibility coming out with quick and iterative solutions .