Слайд 1
Особенности применения ТРИЗ для решения организационно-управленческих задач: схематизация изобретательской ситуации
и работа с противоречиями.
Диссертация на соискание мастера ТРИЗ
Антон Кожемяко, 2019
Слайд 2Organizational and institutional problems
Слайд 3Organizational and institutional problems
Management
Organising
Administration
Managing
Organizational and institutional problems
Слайд 4Examples of organizational and institutional
problems setting
Examples of problems
set by tasksetter:
To reduce IT-product design time;
To increase DMI cards
sales to individuals by 20%;
To improve accuracy of forecasting orders for chilled chicken meat in 3 days prospective (at the moment imprecision reaches 5%, which leads to losses of 50 mln rbls per percentage point a year);
To decrease the owner’s role in solving routine organizational tasks;
The company is 15 years old. Its core team has revised their values. Current organizational and management system is stagnating. The task is to find new ways to manage the process focusing on flexible management forms (Agile, spiral motion towards turquoise organization);
To provide 30% increase in customers for domestic appliances internet store without boosting promotion budget.
Which TRIZ tool is to be used to solve the task?
Слайд 5Choosing tools
TRIZ:
Stakeholders analysis and MPV-analysis.
Functional analysis.
System analysis technique.
Flow analysis…
Buiseness:
Business processes
description: notations IDEF0, BPMN…
SMART.
Facilitation techniques, scribing.
IM (Impact Map), CJM (Customer
Journey Map), USM (User Story Map)…
Which instrument is to be used for initial analysis of the problem to be solved?
Слайд 6Making a scheme of an inventive task
Слайд 7Schematization categories
Обобщенный
объект и наполнение
Агрегации
элементов
Слайд 8Example: restaurant problem
The restaurant has developed foodstaff and ready meal
storage regulations, which correspond to monitoring authourities’ requirements and, in
some cases, are even tougher.
The problem: if regulations are followed, the profit margin drops considerably lower the target level, set by the business owner. Therefore misguided practice of using fake expiry date tickets was established in the company.
Requirements: to provide profit level, indicated by the owner
Limitations: тthe regulations are to be fulfilled, cheating with expiry date is prohibited.
Слайд 9Schematization: Sales department problem
Administrative contradiction:
Given is the system of a
sales department of a company, producing technological equipment of heat-resistant
steel. The system consists of: the manager, the employees, existing sales practice.
The problem: the manager of sales department (MSD) is implementing a new sales system, that provides better client studies and, subsequently, allows to increase average contract amount and conversion, but the managers are resisting and do not want to leave tried and tested way.
Requirements: to make the managers use only new system’s tools in their work.
Limitations: implementation time – not more than 6 months, staff increase – not more than 1 person till the end of the year.
Слайд 13Operational zone and resources in organizational and institutional problems: parametric
approach
Слайд 14Choosing an operational zone in an organizational
and institutional problem
can be a great challenge
Business systems create a lot of
connections, therefore it’s pretty difficult to specify operational zones there.
Слайд 15Factor approach in resource definition
Conflicting parameters of the contradiction and
resources
P1
P2
F1, F2, Fn…. F3, F4, Fm…
Factors, defining parameters of the contradiction
Operational zone and resources
Слайд 16Quantity of clients
per manager at a time
Sales volume by
N
managers, N=const
Time needed for a new
manager to reach
target
performances
15
25
+
+
-
-
Choosing an operational zone in an organizational
and institutional problem
Слайд 17Choosing one of two TCs as operational contradiction
Problem
Quantity of
clients
per manager at a time
Sales volume by N
managers,
N=const
Time needed for a new
manager to reach target
performances
15
25
+
+
-
-
Слайд 18Choosing operational zone
Choosing one of two TCs as operational contradiction
Quantity of clients
per manager at a time
Sales volume by
N
managers, N=const
Time needed for a new
manager to reach target
performances
15
25
+
+
-
-
Слайд 19www.bmtriz.ru
25 clients per manager at a time
Time needed to
reach
target
performances
Tool
Object
Conflict zone (CZ)
Слайд 21www.bmtriz.ru
IER rule: by itself makes the manager to reach
target performances in 3 months prospective, while the manager is
dealing with 25 clients at a time.
Manager’s mistakes during setting up client database make the manager to reach target performances in 3 months prospective, while the manager is dealing with 25 clients at a time.
Since the desired result wasn’t achieved through IER rule directly, we switch to extracting FC from the chosen resource: database setting up mistakes should lead to manager’s sales skills improvement to allow him reach target performances within 3 months and database setting up mistakes do not lead to manager’s sales skills improvement due to his lack of ability to realize these mistakes.
Resources processing example
Слайд 22www.bmtriz.ru
Так как в компании, которая поставила данную задачу, внедрена система
адаптации коммерческого персонала, было несложно взять на контроль наставника процесс
набора базы проектов вновь пришедшим менеджерам и проводить рефлексию его действий сначала 2 раза в неделю, затем – 1 раз в неделю, затем 1 раз в 2 недели, тем самым делая его ошибки ресурсом для исправления дальнейшей работы. Подобная рефлексия проводится по разработанным для наставников моделям результативности
Решение
Слайд 24End-to-end case: Sales department problem
Слайд 25Task to boost sales
department efficiency
Administrative contradiction
Given is the system
of a sales department of a company, producing technological equipment
of heat-resistant steel. The system consists of: the manager, the employees, existing sales practice.
The problem: the manager of sales department (MSD) is implementing a new sales system, that provides better client studies and, subsequently, allows to increase average contract amount and conversion, but the managers are resisting and do not want to leave tried and tested way.
Requirements: to make the managers use only new system’s tools in their work.
Limitations: implementation time – not more than 6 months, staff increase – not more than 1 person till the end of the year, budget – 100 thous rbls
Слайд 37The idea of differentiating the managers in accordance with sales
schemes, with only one training program seems to be a
promising research direction.
Solution: basic training includes dealing with C-clients, and if a manager is recognized to have growth potential, he or she can be promoted to dealing with A and B clients after additional training. Thus we have a unified training program for all sales managers, while their differentiation in accordance with sales scheme is preserved.
Supereffect: (sometimes a solver is lucky enough to obtain supereffect – additional value within a solution found which was not forecasted): gradual employee’s potential reveal, additional motivation through growth of tasks’ complexity and income, decreasing mistakes in personnel solutions.
Слайд 38IER rule:
Х-element is identifying the client’s doubts (the object)
without fail by itself. The focus is on those doubts
which influence a transaction outcome considerably.
Resources:
Слайд 39After resources were inserted into IER formula, the following assumptions
were obtained*:
Once the big contract is approaching, the manager
of sales department (MSD) takes the control over the transaction.
If the client is new and a big transaction is being negotiated we analyze personal features of the contract partner and record them in “contact” window of CRM system. The data are: personality type in accordance with DISC model (also Adizes-Madanes Enneagram types model can be used), interests, bihavioural peculiarities. The managers are trained with detailed cases’ analysis and examples.
If transaction is big, the requirements of decision making people are to be studied thoroughly at “Needs recognition” stage. This should be done even more attentively in case current transaction is considerably bigger than the client’s average or the client came from a competitor. Afterwards, while transaction is in progress we can trace deviations from these requirements, which will be reliable indicator of doubts.
In case personal communication with decision making unit is temporarily stopped for some reason (e.g. transaction comes to a stage where other decision making units (DMUs) are engaged), this communication should be continued at any excuse at least once a month.
Communication with people, influencing decisions should be maintained in order to check for any deviations from intended path. In case deviations are big, DMU should be contacted.
Experience in closing similar transactions should be used – while retrospective analysis is performed at extended monthly sales meeting, doubt identification issue should be necessarily discussed for biggest transactions.
Слайд 40IER rule:
Х-element itself provides using statistics gathered so far
by the efficiency model which was designed for the new
sales system.
Resources:
Слайд 41After resources were inserted into IER formula, the following assumptions
were obtained*:
To describe behavior patterns, which are usable in
efficiency model of the new sales system and pick up those which are also suitable for current system. To use existing experience for training these “common” behavior patterns;
To analyze sales channels where A and B transactions’ conversion was above average. To use experience obtained in these transactions as a tuning fork for the new system’s efficiency model.
To analyze sales channels where A and B transactions’ conversion was below average. To perform a quasiexperiment of applying new sales system’s efficiency model to these transactions. To specify behavior patterns which, in experienced employees view, could help. To pay additional attention to these specified patterns during training.
To prove assumptions made in pp. 2 и 3, managers’ reports and minutes of meetings should be used, which were made while transactions being analysed were in progress.
To use managers’ reports and minutes of meetings to prepare cases which are to be used afterwards for chosen behavior patterns’ training. (In case a pattern is a new one, a case can use a situation where this pattern would have influenced the transaction positively).
Слайд 42IER is suggesting itself*:
IER 6.1.2-1: Х-element works in a
way that behavior patterns which are underused by average performers
can be located without comparing their work with that of stars.
Solution: the situation is to be analyzed by the stars themselves. If stars hold a series of meeting together with average doers and if they (stars) have a complete list of behavior patterns, then afterwards the difference will be easily located during an introspection with stars. This procedure will not take more than 1 week.
Слайд 43IER Rule:
Х-element prevents waisting best employees’ time on training/mentoring
Resources:
Слайд 44Once resources were inserted into IER formula we received the
following (we can see that the Object’s resources are doing
better with this very IER):
New employee’s on-boarding is divided into 2 parts: introductory course implies giving some background and answering some of newcomer’s questions. It is performed by an employee who has got 1 or more years of experience and shows good results in sales.
Second part is «shadowing». This is a name for a technology when a newcomer tries to copy master’s work. While doing so he encounters a lot of oddities which he is called to note down as questions. Afterwards these questions are to be discussed with the mentor. The same technology can be used during contacts of an experienced employee with clients.
This is where practice come from, which is adopted by many companies – a newcomer’s progress journal. Notes, taken by a newcomer are consolidated in a paper or electronic workbook with pre-organized fields. In this case data are easier to gather and to analyze.
After second stage of on-boarding is successfully finished, the experienced employee invests some time to polish newcomer’s skiils by supervising his preparation for important meetings and contacts.
So, it is irrational to exclude experienced employees from mentoring process, but there are ways to decrease their time input in the process 2-3 times without results’ decline. The contradiction is partially solved.
Слайд 45Кейс: задача о корпоративном университете – только схематизация
Слайд 48Кейс: задача о подключении к инженерным сетям – только схематизация
Слайд 49электричество
Задача
необходимо
вода
через корпус
через электрощитовую
через световой приямок подвала корпуса
через люк поливочного водопровода
на корпусах
Служба -«Исполнитель»
Сотрудник
зима
лето
диспетчерская
через коридор 1 этажа
дежурный электрик
дежурный сантехник
выполнение задачи
Руководитель
подключение
карта доступа
в корпус
необходимо 4 типа коннекторов для подключения шланга
подача воды
Схематизация: обслуживание отеля в Сочи