Deputy Manager/senior Manager-quality & Knowledge Management

Job Description

ISO 9001 process documentation, process audits and audit closures at HO, CBO and Branches
Designing and setting up Management Information System for Key Metrics
Identifying and Implementing Process improvement Initiatives using Lean & Six Sigma Methodology
Working closely with Functional Quality Representatives (SPOCs) to achieve Process Standardization, Documentation & Updation of standardized processes, Implementation of standardized processes, Preparation of departmental dashboards and review with respective HoDs, MISs & Data collection need basis, Root cause analysis for escalated/important complaints – need basis and Improvement Initiatives
Working closely with internal/ external agencies to schedule and conduct Process Audits, Quality related Trainings, ISO Certification, Six Sigma/ Lean implementation etc.
Designing Dashboards for CEOs Dashboard reviews
Facilitate CSAT surveys and action plan implementation
Manage Idea Express Initiative for the organization

KPI

No of projects/ process improvements completed
No of audits and effective verification of closures of findings shared by SPOCs
No of ideas implemented
Revenue realised/ cost saved
External customer satisfaction survey score;
Implementation (with automation) of Standardized Processes & Internal Measurement Systems

Salary: INR 4,00,000 – 8,00,000 P.A
Industry: Banking / Financial Services / Broking
Functional Area: Financial Services, Banking, Investments, Insurance
Role Category: Marketing Manager
Role: Marketing Manager
Keyskills: Lean Six Sigma ,Quality, ISO 9001 ,CSAT ,Metrics ,Process Improvement Initiatives ,Lean Implementation ,Root Cause Analysis, Process Audit ,Process Standardization.

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Six Sigma Black Belt JOB- Quality Assurance/Quality Control Manager

Aon is looking for Black Belt

Summary

The Ops & Quality Black Belt supports aligned BU business partners in effectively managing and improving operational performance & in meeting their productivity goals through a culture of continuous improvement.

Your Impact as Black Belt

Identify, Initiate, facilitate & Mentor continuous improvement projects based on DMAIC, Lean, BPMS and other quality methodologies, for the aligned cluster/ organization
Provide analytics support to Business Leaders both onshore and offshore.
Drive a continuous improvement culture
Manage the innovation/ idea generation platform
Conduct audits for processes to check conformance to Quality Management system standards
Facilitates Six Sigma, Lean, BPQMS & other Trainings
Support the business with Quality/Operational excellence initiatives.

Education

Graduate in any  stream

Y ou bring knowledge and expertise

Required Experience

Total work experience of 3-8+ years in Quality / Process Improvement Role.
Green Belt certified/Trained
Experience in Process Improvement

Preferred Experience:

Exposure to ISO, TQM and other Quality methodologies/systems
Knowledge of Minitab
Knowledge of Access

Work Conditions:

Shift timings as per process / business need
Willing to work India day/ Night shift
Mobility between India locations basis team alignment/ meetings
Participation in training sessions, business management routines in office/ offsite

We offer you:

Attractive Reward and recognition program celebrating successes and achievements
Frequent training and development opportunities to acquire and enhance new skills
Fun workplace where people bond and stay motivated
Career opportunities that are quick and offers varied exposure

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Quality Assurance/Quality Control Manager
Role: Quality Assurance/Quality Control Manager
Keyskills: green belt ,process excellence ,Quality Tools ,Quality Improvement ,lean six sigma ,process improvement ,business excellence ,business improvement process, quality ,green belt certified, Quality Management ,DMAIC ,lean ,lean improvement ,projects.

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Improving Debt Collection Rate, or How to Gain $865,000

A mid sized debt collection agency was in trouble with one of its largest clients. The client was unhappy with the agency’s debt collection rate, and was threatening to take their business elsewhere if things did not improve. The manager of the agency division involved had just become a Green Belt and he thought this would be a good test of the Lean Six Sigma methodology.

Understanding the urgency to find a permanent fix to this low-collection-rate problem, corporate management agreed and chartered a team to be led by the Green Belt.

The Problem Solving Begins

Like many financial services sectors, the collection industry is data rich but information poor. That is, there is all types of data that can be measured on a daily or even a per-call basis, but decisions are often made by “gut feel” and “this is how we’ve always done business.”

The team’s first challenges, therefore, were to define the process and the data that it needed to gather, which would be the “process voice” for the client’s needs (Figure 1).

Figure 1: High Level Process Map

Figure 1: High Level Process Map

The team began looking at translating client needs into process metrics, or measures. The team recognized several peculiarities in the data that it would have to deal with:

  • There is an annual cycle to the amount of recovered debts. For instance, there is a peak in debt payment during tax refund season and a valley right before the Christmas holidays. If the metrics the team used did not level out that effect, it would be difficult to compare performance across the year.
  • The amount of any particular debt collected increased over time, as the account “aged.” That was in part because the agency had more time to work the account, and in part because this particular agency worked hard to negotiate payment plans. The agency reasoned that allowing debtors to pay regular, small amounts of money was often more successful than demanding a larger lump sum. Therefore, the age of accounts had to be reflected in the metric as well.
  • There was a strong correlation between the percentage of accounts that had been worked with the gross debt collected. Thus, the company had confidence that its approach was basically sound. Had the approach been ineffective, there would be no such correlation.

As a consequence of these considerations, the project team decided to use a six-month “cumulative recovery” rate as its metric. So, for example, the team would look at how much of the debt added to the rolls in January was recovered between January and June. The team thought that using a six-month window would even out the cyclic effect and reflect the impact of account age.

Baselining: Where Do Things Stand Now?

To establish a baseline against which the team would measure its success, historical data was pulled and the six-month cumulative recovery rates were calculated (Figure 2). The average six-month recovery rate turned out to be 3.1 percent.

Figure 2: Baseline Six Month Cumulative Collection Recovery Rate

Figure 2: Baseline Six Month Cumulative Collection Recovery Rate

Where Does the Agency Want to Be?

The issue of “Where does the agency want to be?” has a couple of components:

  • Knowing what the best performers are capable of achieving
  • Figuring out how much improvement is reasonable given where the agency is today

The team addressed the first of these issues by benchmarking another communication industry client where recovery rates were higher, close to 5 percent. The team decided to aim for a 60 percent improvement in the gap between where the process was and the benchmark, establishing a goal of a 4.3 percent cumulative recovery rate.

Process Input Variables and Analysis

The two most useful approaches used by this team to understand and solve the process problems were cause-and-effect analysis and application of the Pareto principle (which few causes contribute the most to the observed problems). Team members ended up narrowing their focus to three factors:

  • Letters that were sent to the debtor
  • Number of times the debtor was called
  • Personal contact with the debtor

With factors reduced down to three, the team was able to perform a sophisticated statistical analysis called binary logistic regression to see what was different between debtors who paid versus those who did not. This analysis showed that each additional personal contact with the debtor increased by 2.6 times the likelihood that they would pay, whereas neither more letters sent nor more phone calls to the debtor were effective (Figure 3).

Figure 3: What Makes a Difference in Likelihood of Payment?

Figure 3: What Makes a Difference in Likelihood of Payment?

Project Team Selects a Solution

Knowing that personal contact with a debtor was critical, the team had to look at how the process was run and what it would take to improve contact with debtors. Team members generated many solution ideas, but discounted most of them after analysis of the risks involved, the lack of control that the organization had over the potential process, or the unrealistic nature of the ideas.

Finally, though, the team hit upon one solution that satisfied all team members: Making a protocol change in how the automatic dialing program decided which numbers to dial. Previously, all phone numbers were treated equally; now the auto dialer gave priority to accounts where there had not been any personal contact. This solution worked well because it was entirely within the control of the agency, it was transparent to the client and the debtors, and no capital expenditure was necessary.

The Results: Short and Long Term

The solution was piloted in a small segment of the client’s accounts. This resulted in an immediate jump in the recovery rate of $54,000 annually in gross collections. Figure 4 shows the increase in the average six-month cumulative recovery rate for the segment of client accounts affected by the pilot improvement. Figure 5 shows graphically the improvement to the recovery percentage made during the pilot program.

Figure 4: Individual/Moving Range Charts of Recovery Percentage

Figure 4: Individual/Moving Range Charts of Recovery Percentage

The results were verified to be significant both practically and statistically, so the improvement was rolled into the entire client portfolio. The collection agency hit its target of a 4.3 percent recovery rate, and the client realized an annual increase of $865,000 in gross collected debt.

Figure 5: Box-Plot of After and Before

Figure 5: Box-Plot of After and Before

The agency’s corporate management was extremely pleased with the outcome of this project. The agency not only retained the complaining client’s business but used the capability improvements to save another account. The fact that the agency is now using Lean Six Sigma and having tangible results is a selling point it emphasizes with both current clients and prospects.

Practicing Lean is Theme of Lean Accounting Summit

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On August 25-26, 2016, the 12th annual Lean Accounting Summit was held in San Antonio, Texas. I was honored to be invited to speak for the third time as a representative of the Reshoring Initiativeon “How to return manufacturing to America” during one of the four breakout sessions on the first day.

The conference started Thursday morning with a keynote presentation by Mark Graban on “Practicing Lean.” Mark is an internationally recognized expert in the field of “lean healthcare” as a consultant, author, keynote speaker, and blogger. His new book, Practicing Lean, reflects on more than 20 years of trying to get better at lean in manufacturing and healthcare.

Mark’s first point for the audience to ponder was, “Are we practicing lean? He answered his rhetorical question, saying, “Lean is a learning process. It is a learning experience that develops skills and knowledge. We need to try to stop using the word ‘implement’ because it implies being done. ‘Practicing’ implies continuous learning. Learning by doing ─ with a qualified coach. I’ve been learning lean ─ I didn’t learn lean.”

A few other points he made were: “We are all human so we make mistakes, but we need to stop repeating the same mistakes. Are we doing lean or LAME (Lean as Mistakenly Explained)? We all start somewhere. We need help to do better. Don’t ask what tools should I start with ─ start with the need. Talk about the current state to find the need. You don’t have to always start the same way ─ 5S isn’t always the best tool to start with. Learn but don’t just copy what someone else has done. In healthcare, it’s important to get it right the first time ─ mistakes can cost lives.”

Overcoming the Accounting Roadblock

Later, I attended “Bridging the gap between accounting and operations,” presented by Jerry Solomon, who is a founding thought leader and subject matter expert in lean accounting, author of three lean books, and a three-decade teacher and lean practitioner.

He told the story of MarquipWardUnited, a division of Barry-Wehmiller, Inc. in Hunt Valley from 2003 to 2014 when he was V.P. of Operations. The highlights from his presentation were: “Lean focuses on safety, quality, delivery, cost, elimination of waste, and respect for people. How is it typically implemented versus how should it be implemented? It should mean no layoffs. Lean requires a C-level champion, organization by value streams, recognition, empowerment, coaching, training, inspiring leadership, and lean accounting. Lean accounting is applying lean tools to eliminate waste and frustration in accounting ─ ‘plain English’ financial reports. Accounting is often one of the biggest roadblocks to a successful lean transformation. In a lean journey, the greater the initial success with lean, the more likely earnings will be negatively impacted. Lean is not a cost reduction program ─ it is a cash flow generator, a capacity generator and most of all, a people system. The benefits of lean are based on how these improvements are utilized!”

Here is how MarquipWardUnited changed from 2003 to 2014:

He provided examples of value stream costing, and “plain English” financial statements and asked, “How accurate are your costs at the SKU level?” He said, “The average is 70% accurate.” Value stream costing: direct and fixed costs = conversions costs + material. He concluded, “As we physically change processes during the lean journey, manufacturing and accounting must work together to transition to lean accounting.”

Reshoring Update

After lunch, I gave my own presentation, incorporating the latest data on reshoring provided to me by Harry Moser, founder of the Reshoring Initiative. According to this data, the top countries from which products are being reshored are: China, Mexico, Canada, Taiwan, Japan, and India. The top 10 states to which products are being reshored are: South Carolina, Texas, Kentucky, Georgia, Tennessee, Ohio, Michigan, New York, North Carolina, Kansas and Pennsylvania. Notice that Michigan and New York are in the top 10 even though they are not low cost regions to conduct manufacturing. Even though California ranks dead last on the Small Business Survival Index, it ranks 12th in reshoring. The main advantages for reshoring are:

  • Faster lead times – 49-50% reduction
  • Delivery accuracy – 30-40% improved
  • Unforeseen disruptions – companies can respond swiftly
  • Volatile demand – closer proximity increases agility
  • Competitiveness –  better at serving local markets while maintaining low costs

I also attended “The Lean Management System” presented by Joe Murli, president of The Murli Group LLC. His career includes extensive coaching by retired Toyota executives when he was at Pratt & Whitney, being general manager at Chengdu Aerotech (joint venture of UTC and a Chinese company), director of N.A. operations at Ensign Bickford, and president of Manufacturing at Kaman Corp. before founding his company in 2003.

He said, “Lean management is about unlocking the human potential. Why do it? Always start with a need. In 1990, Pratt &Whitney went from 30,000 employees to 20,000 in 18 months because of the end of the Cold War and cuts in defense spending. Toyota people came to visit P&W, and I was responsible for showing them around for a week. After that P&W hired a lean consultant to go lean.

“We did a Kaizen event every other week at every plant around the world. We changed into cell manufacturing, but when we returned later, it hadn’t been sustained. Why? The team members hadn’t bought into the change. Nothing is more important than every member of the team seeing the problem.

“Later, I did an extensive overview of different management systems. The distinguishing factor in lean is continuous improvement. It is a system of continual improvement. True North inspires and nurtures the human spirit with a vision, mission, and purpose. True North is standard work, visual management, 5S, etc. In standard work, you find a problem, solve it, and then establish one best way as the one agreed upon.”

He explained that lean is a people system and human resources needs to be part of the transformation from the start: from recruitment, how you promote, how you compensate, etc. To establish leader standard work and behaviors, you need to be humble, appreciative, ask open-ended questions, etc. Accountability comes through: transparency, facts, fast identification of problems, overt problem solving, team learning, and continually improving.” He asked to whom are we accountable and answered: “our customers, our investors, our employees, and society.”

Moving Beyond Budgeting

The next presentation I attended was “Why Lean requires moving beyond budgeting” by Steve Player, director of Beyond EPS Advisors, a business consulting firm, and founder of Live Future Ready – a member-based community of practice that implements more effective ways to plan and control operations.

Steve said, “Stop doing dumb stuff! Monthly close of statements is dumb. Live Future Ready’s ambition is to help people plan for the future. Traditional budgets block your efforts to become lean. There is waste in budgeting: rework, overproduction, defects, unnecessary processing, waiting, and design doesn’t meet needs. DVF > R, where D = Dissatisfaction, V= Vision, F= Known first steps, R = Resistance to change. The problems with budgets are: takes too long, based on inaccurate assumptions, triggers unnecessary spending, gives the illusion of control, causes gaming that erodes ethics, it brings out the most unproductive behaviors, and it costs too much.”

The Beyond Budgeting principles are:

  1. Values – bind people to a common cause
  2. Governance – govern through shared values and sound judgment
  3. Transparency – make information open and transparent
  4. Teams – organize around seamless network of accountable teams
  5. Trust- trust teams to regulate and improve performance
  6. Accountability – base on holistic criteria and peer reviews
  7. Goals – set ambitious medium goals
  8. Rewards – base rewards on relative performance
  9. Planning -make it continuous and inclusive

Steve added, “Planning is changing from the ship you are to the ship you want to be. Need to transform while delivering on a day to day. Target rolls with the market. Command and control vs. adaptive. Revolutionary approach – change is very fast – 12 to 18 months. Evolutionary -more gradual, 2 to 5 yrs. Check, plan, act. Forecast vs. target – rolling forecast.”

The next session I attended was “Moving Beyond Budgets at Holt Cat” presented by Gretchen Stepke, director of Business Systems, and Susan Nufer, controller – Dealership Operations. Holt Cat is a family-owned business, founded in 1983 and is a Caterpillar dealership. They acquired another dealer in 2002 and created a team to evaluate their systems. They began searching for a budgeting system and selected Clarity Systems in 2004 to get more reliable data than what was available using Excel spreadsheets.

They shared that they had 23 years of growth until 2009 when they hit the trough. They assembled their leadership team and a new plan was made. They worked with Steve Player and switched to rolling forecasts and declared budgeting dead. Forecasting became a better tool. Seven keys to better forecasting are:

  1. Your job of influencing is never done
  2. Use language that helps people to change
  3. Try to eliminate “budget” from vocabulary
  4. Desire to grow helps move to forecasting
  5. Change takes time
  6. Processes are getting formalized to drive the organization.
  7. You never stop learning

They went to basics: how many people do we need, what resources do we need, etc. They applied the 12 Beyond Budgeting principles. Goals and rewards are the most difficult. They are a member of the Beyond Budgeting Roundtable.

CAT dealers have a benchmarking system (DFRS) to use to compare themselves to other CAT dealers  They developed Ace and Pulse reports and worked to break down silos. In 2010, they had a 33% increase in sales and reduced expenses by 1%. Using forecasts, they are achieving target goals. Now they are powering for the future: new locations, focus on excellence, and growing the “core.” They have added lines, such as Link belt, in order to grow. They have outgrown Clarity and are looking at new tools.

Food Service: Serving Up Six Sigma Quality Daily

6sig-food-service

The food service industry is tough. The challenges of the industry range from food costs and quality, to customer service and effectively using labor. To create the perfect experience, owners must find a delicate balance with these challenges. But to add to those challenges, in today’s digital environment, customers are engaging with social media, which has its own challenges. As an example, the industry estimates customers add approximately 45 minutes to their dining experience through the use of their smartphone. Waitstaff are delayed taking orders because customers are answering emails or texts. The meal time after being served is extended because customers like to take and share images of their meals on social media. Then after the meal, there is another round of texting, emailing and interacting on social media. These delays are expected to increase.

Six Sigma Serves Up Quality For Food Service

Now, if you stop and thinking for a moment, these challenges in the food service industry are really no different than any other industry. They all revolve around product costs, labor challenges and customer service. Just like any other industry that has experienced great success with Six Sigma practices, the food service industry can achieve resolution to their buffet of challenges. From kitchen to table, food service is about process and procedures.

Preparing the food revolves around exact recipes and precise skills used to prepare the food. There are food costs involved and they must be precisely managed. They also require precision and accuracy in recipe measurements, oven temperatures, cook times, food temperature, and discipline around hygiene and health standards.

This also applies to the preparation and service of beverages. Getting the right mixtures for alcoholic drinks, and getting the right sugar and cream mixture in coffee can make or break the customer experience.

If you look at the front of the house, from door to table, it is all about customer experience and service. There are processes and procedures involved that impact every second of the customer experience. Forecasting the number of customers that will arrive each hour and day of the week, along with predicting what they will order can make the most experienced Black Belt throw up their hands in frustration.

Just like other Six Sigma industries, food service requires precision and attention to every detail.

Success For The Future

Food service professionals are starting to embrace Six Sigma practices to create a better industry for their customers and employees. Leaders must look at the core practices and understand how easily they can benefit from Six Sigma.

One of the most crucial opportunities for food service in their customer experience is the Voice of the Customer (VOC) programs. Every second a customer spends in a restaurant is an absolute opportunity for success or failure. If they find service, food and the environment exceptional, their digital raving will bring success. If they fail at any point in the customer experience, that digital transmission will cause significant pain to the business.

One of the templates we offer for free is the Customer Journey Map, which helps you capture the process, moments of truth, and emotional dimension of the customer’s journey.

These food service professionals must find ways to deal with their routine challenges of their industry, along with the new environment of the digital age. Six Sigma can bring great relief and success to this industry.

Deputy Manager/senior Manager-quality & Knowledge Management

Description

ISO 9001 process documentation, process audits and audit closures at HO, CBO and Branches
Designing and setting up Management Information System for Key Metrics
Identifying and Implementing Process improvement Initiatives using Lean & Six Sigma Methodology
Working closely with Functional Quality Representatives (SPOCs) to achieve Process Standardization, Documentation & Updation of standardized processes, Implementation of standardized processes, Preparation of departmental dashboards and review with respective HoDs, MISs & Data collection need basis, Root cause analysis for escalated/important complaints – need basis and Improvement Initiatives
Working closely with internal/ external agencies to schedule and conduct Process Audits, Quality related Trainings, ISO Certification, Six Sigma/ Lean implementation etc.
Designing Dashboards for CEOs Dashboard reviews
Facilitate CSAT surveys and action plan implementation
Manage Idea Express Initiative for the organization

KPI

No of projects/ process improvements completed
No of audits and effective verification of closures of findings shared by SPOCs
No of ideas implemented
Revenue realised/ cost saved
External customer satisfaction survey score;
Implementation (with automation) of Standardized Processes & Internal Measurement Systems

Salary: INR 4,00,000 – 8,00,000 P.A
Industry: Banking / Financial Services / Broking
Functional Area: Financial Services, Banking, Investments, Insurance
Role Category: Marketing Manager
Role: Marketing Manager
Keyskills: Lean Six Sigma ,Quality ,ISO 9001 ,CSAT ,Metrics ,Process Improvement, Initiatives ,Lean Implementation ,Root Cause Analysis,Process Audit ,Process Standardization.

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Six Sigma Green/ Black Belt JOB-Quality Assurance/Quality Control Manager

JOB DESCRIPTION

Level

C

Qualification

Graduate

Relevant exp

“4~6 years of relevant experience

8-11 yrs of overall experience

Preferred Skills

“Six Sigma Black Belt with good knowledge of Lean practices

Strong Knowledge of Quality Principles and Techniques essential

Needs to have worked in a BPO Operational Excellence (or similar) function

Certification in Lean and other quality practices added advantage

Strong communication and presentation skills”

Position Objectives

“1. Drive Improvement projects on processes to improve

a. Productivity

b. Improve SLA performance

2. Interact with client/ internal stakeholders to drive and influence improvement objectives

3. lead a global projects in OE

4. People manager for a team

5. Drives the OE program for a client/ clients in a site/ across sites

6. Acts as a mentor to Six Sigma and Lean projects for his influence”

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: Production, Manufacturing, Maintenance
Role Category: Quality Assurance/Quality Control Manager
Role: Quality Assurance/Quality Control Manager
Keyskills: bpo ,operational excellence ,opex ,oe ,presentation skills ,six sigma black belt ,drives ,graduate ,experience ,objectives.

Lean Six Sigma Black Belt

10 Keys to Creating a Culture of Innovation

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Most organizations recognize the importance of innovation in advancing their competitive position or improving their business operations. However, many do not recognize that successful innovation is built on a series of key components, not simply generating a lot of new ideas. The biggest element to success in becoming an innovative company is to create a “culture” of innovation, an environment that encourages creative ideas and discovery on an ongoing basis.  Here are ten areas that can help build a culture of innovation within your firm:

Keys to Creating a Culture of Innovation
 

  1. Define Innovation – One of the most basic elements of creating a culture of innovation is the definition the enterprise wishes to adopt or outline for itself. This can vary dramatically from enterprise to enterprise, but ensuring your definition is understandable and relatable throughout your organization is key. Each enterprise needs to create a definition that is aligned to the objectives that their innovation program is targeting; and deliver some positive outcome whether it is tangible value, creation of new markets, or a competitive advantage. Truly innovative companies communicate their vision clearly and make their messaging simple, repeatable, and relatable, which enables their employees to think expansively.
  2. Leadership – The role of leadership cannot be underestimated either. Creative innovation can be stifled when team members don’t feel their contributions are valued, or even worse, when leaders discourage risk taking. To truly foster a culture of innovation, leaders must weave innovation into the values, norms, unconscious messages, and subtle behaviors of the entire workforce and reinforce them regularly.
  3. Use Metrics – Successful innovation thrives on execution, but if it can’t be measured, it can’t be acknowledged, promoted or supported. Once business owners have defined what they mean by innovation, it’s time to establish numbers to measure it. This could be an increase in customer satisfaction as a result of new hypotheses or ideas, more efficient implementation of quality ideas, improved quality of ideas in general, or improved success achieved from the  implementation of improved products, services, or programs.
  4. Eliminate Fear – Innovation is about trying things that have never been done before. Encourage employees to run with their ideas through a controlled discovery process (ideation, evaluation, selection, development, and implementation), and do not criticize failure. Great ideas often need to be honed, and even when an interesting idea fails upon first execution, it may prove groundbreaking with some modification. Failing fast and embracing lots of little experiments with the idea that some will work and grow and others will fail is a key component to building a culture of innovation.
  5. Increase Autonomy – The best products, requirements, and designs emerge from self-organizing, autonomous, or empowered teams. These teams stimulate participation and involvement, and choose how best to accomplish their work. An effect of this is increased emotional attachment to the products and services of the organization, resulting in greater commitment, motivation, and desire for responsibility. This leads to greater creativity, helpful behavior, higher productivity and greater service quality.
  6. Build Regularity – A culture of innovation is most effective when it becomes a regular part of business. Employees should feel comfortable exploring new ideas on an ongoing basis, not just once in awhile for the sake of special projects. It is important to make innovation a normal part of business without allowing it to become too routine or stale.
  7. Implement Process – Contrary to common perception, process is not the antithesis of creative innovation, but the glue that holds it together and gives order to the random and unstructured ideas that continuously erupt within the enterprise. A well-architected innovation program, built on a relevant, enterprise-aligned framework greatly increases the probability of achieving meaningful results and overall success.
  8. Diversity – Great innovation comes from collaboration with peers and co-workers. Bouncing ideas off each other and brainstorming together helps everyone explore faster, take risks together, and fail early in order to learn what might work and might not. A famous proverb notes that, “None of us are as smart as all of us” and numerous studies have shown that diversity is a key driver for innovation. A diverse set of backgrounds, experiences and viewpoints is essential for generating new ideas.
  9. Unstructured Time – Innovation needs time to develop and employees are often consumed with putting out fires and chasing short-term targets and therefore don’t have the opportunity to think about the future. Provide team members with free time to experiment with new ideas or to take “idea days”, paid days off to work on any problem they want.
  10. Communicate – Good communication is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organization. Employers who invest time and ensure open and clear lines of communication exist, will rapidly build up trust amongst employees, leading to increases in innovation, productivity, output and morale in general.

Conclusion

Organizations that develop a culture of creative innovation are more likely to experience longevity and success. If you seriously want your business to innovate, you have to establish innovation as a strategic imperative. You can help do this by weaving these key components across your enterprise and embracing them as a part of your operations. Ensuring innovation isn’t just a management pitch, but a true commitment is essential. Once this culture is established, companies can enjoy the benefits of having loyal employees who feel encouraged to think, plan and develop in creative ways that can take their business in a new and even more successful direction.