Quelles tactiques de négociation pouvez-vous utiliser pour réduire le gaspillage dans un projet de conception de processus ?

Identifying the problem and presenting the best solution after an extensive literature survey can reduce the waste in a design process. Like whenever someone asks me to give them a solution of a problem I ask a minimum 2 days for extensive research on the problem and what can be the best solutions. This gives your client the satisfaction that the solutions you are providing are not just out of the common thinking process but you have done homework before giving him a solution. This builds client trust. Also, the designer finds quick and durable solutions which are easy to implement without making things complicated.

One time at work, I was assigned to lead a process design project for a new product line. The problem was that the customer had very vague and conflicting requirements, and the stakeholders had different opinions on how to meet them. I realized that the first step was to clarify the problem and align everyone on the same goal. I used a technique called problem framing, which involves defining the problem in terms of the needs, benefits, and constraints of the situation. This helped me to communicate the problem effectively, gain buy-in from the stakeholders, and focus on the most important aspects of the process design.

Es la etapa más trascendental, gran parte del éxito está en tener en cuenta esas variables relevantes, en ocasiones solo se tienen en cuenta las que destacan el problema, pero analizar el iceberg robustecerá el diseño. Así se tome más tiempo de lo normal, el diagnóstico dará una vista integral del proceso y los resultados de esta etapa darán inicio para facilitar la estructura del proceso y la gestión del cambio organizacional.

In my experience, exploring the options is not only about generating ideas but also about evaluating them. I use a tool called decision matrix, which helps me to compare different options based on multiple criteria, such as cost, quality, feasibility, and impact. This way, I can rank the options objectively and identify the best ones to pursue. I also involve the stakeholders in this process, so that they can provide feedback and input on the options. This builds trust and collaboration and reduces the risk of resistance or conflict later on.

One thing I’ve found helpful when negotiating the trade-offs is to use the concept of interests, rather than positions. Interests are the underlying reasons why people want something, while positions are the specific demands or requests they make. For example, if a stakeholder wants to reduce the cost of the process, their interest might be to increase the profitability of the project. By understanding the interests of each party, I can find ways to create value and satisfy their needs, without compromising on the quality or performance of the process. I also use [active listening] and [empathy] to show respect and understanding, and to avoid misunderstandings or assumptions.

During this pivotal phase, one possesses the capacity to discern lacunae within conceptual frameworks, concurrently fostering a thorough scrutiny of the operational facets of the prototype. The identification of domains necessitating persistent refinement/continuous improvements is imperative and working collaboratively with multidisciplinary teams to manifest the conceptualization into tangible fruition. It is paramount to refrain from engaging in speculative theoretical assumptions during this juncture; instead, rigorous rectification of all design flaws must be diligently undertaken to ensure the optimal maturation of the concept during its operationalization.

Here’s what I learned so far: process design is not a linear or static process, but a dynamic and adaptive one. It requires creativity, flexibility, and curiosity. It also requires a balance between analytical and interpersonal skills, between structure and experimentation, between planning and execution. Process design is not only about solving problems but also about creating opportunities and value. It is not only about the process itself but also about the people and the purpose behind it.