Improvement order
- First: Standard work for pallet building.
- Sensitive to: Hours saved per week (counted one and a half times).
Executive Intelligence · Operations and Transformation
Process Improvement Opportunity Engine
Proposes candidate process improvements from SOP comparison and quality data as suggestions with evidence.
Demonstration: Brightwater Logistics (fictional) · Logistics. Fictional data and a scripted answer.
The situation
- Organisation
- Brightwater Logistics (fictional)
- Who is asking
- Head of continuous improvement
- Industry
- Logistics
- What happened
- Teams have submitted forty process ideas, and there is capacity to start four.
The question asked
Which process improvements should we start first?
What it reads, and who can see the result
- Idea register registerIdeas with estimates of effect and effort.
- Process data exportVolumes and cycle times.
- Reads
- The idea register and process volume data.
- Does not read
- Individual performance data.
- Permission
- Improvement office access.
- Who sees it
- The head of continuous improvement and the operations leads.
Try it
Change how much each criterion matters. The ranking is recomputed, and the page tells you whether the leader would survive a different judgement.
- 1Standard work for pallet buildingFewer damaged loads.Hours saved per week: 2Low effort to change: 4Improves quality or safety: 5Spreads to other sites: 53.79
- 2Pre-printed labels at goods receiptSaves scanning time; cheap.Hours saved per week: 3Low effort to change: 5Improves quality or safety: 3Spreads to other sites: 43.68
- 3Re-slot the fastest-moving items near dispatchLarge saving; needs a weekend.Hours saved per week: 5Low effort to change: 3Improves quality or safety: 2Spreads to other sites: 33.37
- 4Daily five-minute huddle at each dockAlmost free.Hours saved per week: 1Low effort to change: 5Improves quality or safety: 3Spreads to other sites: 53.21
- 5Cross-train dispatch and receivingFlexibility; slow to land.Hours saved per week: 3Low effort to change: 3Improves quality or safety: 2Spreads to other sites: 42.89
- 6Automate the daily stock countNeeds equipment.Hours saved per week: 4Low effort to change: 1Improves quality or safety: 3Spreads to other sites: 22.63
The leader would change if Hours saved per week (counted one and a half times). Treat the order as sensitive to that judgement.
Leader's margin over the next option: 0.11. The leader can change under another weighting.
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
With these weights the first improvement to start is: Standard work for pallet building (score 3.79).
The six shortlisted ideas are scored on effect, effort, quality and reach, from the register and the process data [S1][S2]. The order is could change under the weightings tested; it would change if Hours saved per week (counted one and a half times).
Four slots means the third and fourth places matter. Choose the set so that at least one is a quick win; improvement programmes lose support when nothing visible lands in the first month.
Relies on: S1 · Idea register, 40 ideas, shortlisted 6S2 · Process volumes and cycle times
Review and approval
The head of continuous improvement decides. Approving sets the order in which ideas are resourced. It does not change any process.
Ready for the reviewer.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Effect estimates come from the proposers.
- Ideas interact; some should be done together.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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