HOW Design Conference 2010 Process Imporvement

Design process improvement HOW Design Conference, June 2010, Denver, CO Dave Holston Design Management Consulting The Strategic Designer www.the-strategic-designer.com dave@the-strategic-designer.com

About me Dave Holston Director of Strategic Design Management at The University of Texas at Austin Owner/Design Management Consultant at The Strategic Designer Creative Director for Wavefly Creative Director Blue Byte Software Senior Art Director at Signature Communications Design Lead at General Electric, Martin Marietta and Lockheed Martin Government Services

Agenda What you’ll learn Discover the six steps to process improvement Develop a more effective and efficient process Increase customer satisfaction Align your staffs understanding of your goals and their roles Create a framework for continuous process improvement

Agenda Process improvement overview The importance of design process Exercise: Collaboration is key Exercise: Common designer and client frustrations lists Exercise: Process improvement - Airplanes Exercise: Communication is key 10 minute break Refining your process Exercise: Writing a persuasive kick off speech Exercise: Create the “as is” flow chart Exercise: Four lenses Exercise: Create the customer report card Exercise: Write the “magic wand” process Exercise: Create the refined process

Getting into teams Teams Elect a leader – facilitate, keep on track, present ideas Elect a scribe – document Elect a Kaizen master

Why process is important Growing design firms need structure Most design firms start from one or two people As they grow there is a need to make implicit process explicit Design organizations are about people working collaboratively Process is a key tool for making collaboration successful

Why process is important Big firms or departments need structure Refine their in-house processes No formalized process making it up as they went along Reinventing the wheel “Building the plane while it was in the air”

Why process is important Design process improvement process Interview players in the creative process Constructed a workflow chart Identified three tiers of of work Created individual workflow diagrams for each tier Workflow, roles and responsibilities and detailed description of the work Trained the design team

Why process is important Why Standard operating procedures Training tool for staff Tool for clients Allows the client to see the repercussion of their actions A small change can add up to several hours The change may take a minute, but the process provides for quality protections for the client

Why process is important “Process is more important than outcome. When the outcome drives the process we will only ever go to where we've already been. If process drives outcome we may not know where we’re going, but we will know we want to be there.” - Bruce Mau

The value of process DESIGN IS A DISCIPLINE, NOT AN ARTISTIC INDULGENCE

The value of process Clients want assurance “Gut instinct scares the crap out of (business) people, because you might be wrong. If you’ve taught all your life that process equals success, then you will naturally want to know that the people you are engaging with have a process, that you can understand so you can make a rational judgment.” Dave Mason, Principal, SamataMason

The value of process Design thinking is process driven “design skills and business skills are converging…It's time to embrace a new value proposition based on creating -- indeed, often co-creating -- new products and services with customers that fill their needs, make them happy, and make companies and shareholders rich.” Martin goes on to say that the design skills of “understanding, empathy, problem solving” are what business need today.” Roger Martin, dean of the Rotman School of Management at the University of Toronto

The value of process A tool for collaboration Transparency Gets everyone on the same page Inclusiveness Alignment Working in cross-functional teams Death of the design egotist

The value of process On a side note: HOWARD ROARK MUST DIE

The value of process - collaboration The Drawing Game: Collaboration rules Choose a partner Work silently Take turns drawing parts of a face, one feature at a time When you hesitate, stop drawing Now write the first letter of this characters name Keep going till someone hesitates

The value of process – client centric Audience perspective Working with audiences to gain insight Testing concepts with audiences Understanding audience values Hallmark What resonated with audiences Increase presence within retail environments Have audiences draw the logo to see what they recalled Have audiences pick the color “incorporate the customers voice”

The value of process - speed Speed Provides a framework for moving forward Mitigates confusion Aligns stakeholders at the beginning of the process Lucent Technologies IPO date approaching 12 weeks to re-brand the company Naming and identity Lucent’s IPO ended up being the largest in US History, raising roughly $2.9 billion. Landor stuck to their process

The value of process - risk Risk Process manages risk Risk management tools Sign offs Design briefs Change orders Kraft Foods 13 people responsible for 220 brands 175 design jobs simultaneously Targeted and well crafted

The value of process – work issues When something goes wrong at work, what is our first reaction?

The value of process – work issues

EXERCISE: Common designer frustrations List your top ten project frustrations

EXERCISE: Common client frustrations From a client perspective list your project frustrations

The design process Sign off Sign off Concept Development Design Development Project Initiation Design Research Measuring ROI Brainstorming Brain sketching Concept screening Visualization Prototyping Design metrics Situational analysis Business analysis Interviews Focus groups Ethnography Setting the expectation The value of design Establishing the relationship Project requirements

Design Process: Bielenberg John Bielenberg THINK WRONG

Design Process: Bielenberg Heuristics are pathways in the brain Trying to disrupt the orthodoxies What people pay attention to is what is different What is good is typically based on what they’ve seen previously THINK WRONG THINK WRONG THINK WRONG THINK WRONG Find the big idea Make things then get out Build a brief Construct a debris field Select and do it Create a vivid picture of the problem to be solved and the results to be achieved Show the environment where the solution will live Generate disruptive Content and design ideas Quickly bring ideas to life Seek outside influences

Design Process: Beruit Michael Beruit MAGIC

Design Process: Beruit Intuition and iteration Artful making: cheap and rapid iteration rather than on intensive up-front planning Elevating collaboration and iteration as key parts of the design process. An “emergent” approach Develop other solutions Magic Listen Justify solution

Design Process: GSD&M GSD&M DYNAMICCOLLABORATION

Design Process: GSD&M The process is collaborative, engaging as many “smart people” as possible. The first step is to admit that you don’t have the corner on “smarts.” Ideation lab online collaboration tool Anonymous Top ten ideas Admit you don’t have all the answers Online discussion Design Development Look for collaborators

Exercise: Refining your process

Exercise: Refining your process Scenario Your team is one of several airplane production lines that are in direct competition with each other in the production of paper airplanes. You will begin with the raw materials and produce airplanes as quickly as you can. Game flow The game will consist of three rounds. Each round will have three phases: Phase 1: You will produce airplanes Phase 2: Kaizen master will provide you feedback Phase 3: Make changes in the production process to increase efficiency and quality for the next round

Exercise: Refining your process - Kaizen The Kaizen Master Kai (change), zen (become good) Elimination of waste and inefficiency Kaizen five elements Teamwork Personal discipline Improved morale Quality circles Suggestions for improvement Kaizen five framework Seiri – tidiness Seiton – orderliness Seiso – cleanliness Seiketsu – standardized clean up Shitsuke - discipline

Exercise: Refining your process - Kaizen “Stand in a circle” method The Kaizen master will stand in a circle The rest of the team will build airplanes Goals Eliminate waste Identify “Non value” activities On a piece of paper find 10 things to improve each phase Choose one of the improvements and address it immediately

Exercise: Refining your process - Kaizen 無駄 (muda) Seven types of waste Overproduction – Use more resources than you need to deliver to your customer. Unnecessary transportation – Moving the product creates risk Inventory – Materials that are not producing income Motion – Too many motions to create the product Defects – Defects equal extra costs in rework and rescheduling Over-processing – Creating more than what the customer wants Waiting – Whenever projects are waiting to be worked on

Exercise: Refining your process Round 1 In four minutes have four team members build… 8 Blue planes with 1 dot and 1 paper clip 8 Yellow planes with 2 dots and 3 paper clips 8 Orange planes with 3 dots and 2 paper clips

Exercise: Refining your process - Lean Round 2 In four minutes have four team members build… 8 Blue planes with 1 dot and 1 paper clip 8 Yellow planes with 2 dots and 3 paper clips 8 Orange planes with 3 dots and 2 paper clips

Exercise: Refining your process - Lean Round 3 In three minutes have four team members build… 8 Blue planes with 1 dot and 1 paper clip 8 Yellow planes with 2 dots and 3 paper clips 8 Orange planes with 3 dots and 2 paper clips

5 principals of process redesign Mange work structure Information flow Design guides Organizing people General guidance

1. Manage work structure Design the process around value adding activities Single point of contact Reduce rework and waiting Reduce setup times Use concurrent design processes whenever possible Reduce checks and reviews Build quality in at the beginning Don’t let anything disrupt the value stream

2. Information flow Bring downstream information needs upstream Capture project data once, and share it widely Share all relevant information

3. Design guides Involve as few people as possible in the process Ensure 100 quality at the beginning of the process Test the process to see where it will break Install metrics and feedback to correct problems Standardize process

4. Organizing people Co-locate your team Use multifunctional teams Use multi-skilled teams

Design process improvement workshop 10 min break (Incubation time)

The Process Improvement Process Create the “As is” chart Four Lenses Analysis Customer Report card Build the team New process chart

Step 1: Create the process improvement team Build the team Compliance vs. Commitment Design staff knows the job the best and can… Address frustration Bottlenecks Bureaucracy Simplify processes Increase teamwork Make a list of who you would have on your design process redesign team

Step 1: Create the process improvement team Design staff and clients involved in the change will help support it later on (this is your mantra)

EXERCISE: Writing a persuasive kick-off speech Getting people onboard is critical Change is hard for some teams. Honor the past Highlight past successes Highlight people’s contributions Highlight the attitudes that help Show appreciation for everyone’s hard work

EXERCISE: Writing a persuasive kick-off speech Talk about the present The current situation Problems and issues Who’s involved Why the problem occurred What will happen if nothing is done

EXERCISE: Writing a persuasive kick-off speech Talk about the future The target goal – the reason for change What past traits will help with the future What new traits are needed Improvement is Quality Service Cost Time Features

EXERCISE: Writing a persuasive kick-off speech Talk about what staff can expect Job description Work location Pay levels Workload Potential job loss Let people know that everyone will have a part to play Wrap up Acknowledge that mistakes will be made – learning experiences Get staff buy-in Promise to keep staff informed

EXERCISE: Create a macro level flow chart The big picture Create a macro level flow chart of the main process Define what excellence looks like at each step What organizations are doing a good job at each step? Is there a “gap” between current performance and excellence? How do you close the “gap.” Sign off Sign off Concept Development Design Development Project Initiation Design Research Measuring ROI

Step 2: Create the “best practice” process chart How Choose a project: Web design, brochure design, brand identity design List the project staff along the left side of the page (Client, art director, designer, Web programmer…) Write the macro level phases at the top of the page Start with the first phase – discuss what should happen first, second third…) Repeat for the remaining phases

Step 2: Create the “best practice” process chart

Step 3: Review through the four lenses - Frustration Why frustration People can clearly see the process People can communicate about their concerns Problem areas become visible People are able to offer ideas for improvement People gain buy-in to the process

Step 3: Review through the four lenses - Frustration How For each process step ask “ is there anything frustrating about this step?” Write the number of the step, and problem on the flip chart Have team members write ways to eliminate the problem.

Step 3: Review through the four lenses - Frustration Sorting the ideas High Value to the customer and impact Low Cheap and easy Expensive and difficult

Step 3: Review through the four lenses - Time Why Time is a critical dimension of customer satisfaction Getting clients their designs quickly is a value adding activity Inspection, moving, setup, rework and waiting create added costs

Step 3: Review through the four lenses - Time How For each step consider what percentage your time is spent Processing time - actual work Setup time – work done prior to the actual work (setting up equipment, locating files, collecting data) Wait time – answering calls, email, meetings Inspection time – client reviews, internal reviews Rework time – time spent correcting quality issues

Step 3: Review through the four lenses - Time Process cycle time sheet

Step 3: Review through the four lenses - Quality Why Quality is ranked as most important by customers Identify quality issues and rank them, and find their root cause Try to produce quality without review an inspection How 1. Describe the problem in detail ( errors, rework, excessive client reviews). 2. What is the effect on customers, staff and others? 3. What do you do to fix the problem? 4. How often does the problem occur – daily, weekly, monthly?

Step 3: Review through the four lenses - Cost Why Lets you calculate the return on your redesign investment Lets you see what steps in the process consume the most money? Allows for activity-based costing – see how much time and dollars

Step 4: Create the customer report card Customer report card Ask customers what they need from the process Pick a group of customers to give feedback on customer satisfaction Ask customer to rank their wants Ask them to grade how well the process performs each of their criteria ( A,B,C,D,…) Ask the customer what an A grade looks like for each item.

Step 4: Create the customer report card

Step 5: Write the “magic wand” story Write a story about the new process. Make believe you have a magic wand and can do anything. Don’t worry about current realities. Read the story aloud. Once the story is read, team members can “bring it back to reality” to make it doable. Ask “What aspects of this story can be altered so that it can be done?”

Step 6: Create the new process chart Make changes based on feedback Refine into one design Test the design through role-playing, simulation or practice Review the new process with management Review, questions, suggestions and implementation options Share the final design with staff Review, questions, suggestions and implementation options Share the final design with clients Review, questions, suggestions and implementation options

Step 6: Create the new process chart Role-playing Each team member assumes the role of client, designer, Art Director, programmer. Send fake projects through the system to see where it will break Practice Use real project inputs Use real project participants

HOW Design Conference 2010 Process Imporvement

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