Creativity: How to Generate Innovative Ideas

© Operational Excellence Consulting. All rights reserved.
Methods for
Developing
Innovative
Ideas

© Operational Excellence Consulting. All rights reserved. 3
Learning Objectives
1. Describe the methods for developing innovative ideas
2. Learn effective approaches to motivate employees to
submit ideas
3. Review various categories of examples of ideas for
improvement
4. Familiarize with the checklist for improvement to look
for problems
5. Learn how to develop “Kaizen Eyes”
This document is a partial preview. Full document download can be found on Flevy:
https://flevy.com/browse/document/methods-for-developing-innovative-ideas-920

Methods for Developing
Innovative Ideas
1

Brainstorming
Methods for Developing Innovative
Ideas:

Brainstorming
• Procedure
1. Make sure everyone understands and is satisfied with the central
question before you open up for ideas.
2. You may want to give everyone a few seconds to jot down a few ideas
before getting started.
3. Begin by going around the table or room, giving everyone a chance to
voice their ideas or pass. After a few rounds, open the floor.
4. More ideas are better. Encourage radical ideas and piggybacking.
5. Suspend judgment of all ideas.
6. Record exactly what is said. Clarify only after everyone is out of ideas.
7. Don't stop until ideas become sparse. Allow for late-coming ideas.
8. Eliminate duplicates and ideas that are not relevant to the topic.

Listing Faults
• Whenever solutions or ideas for
solutions are needed, it is because
a problem exists. If a problem
exists, it implies there is a fault in
the system.
• In seeking new ideas,
1st step: Locate and determine the fault
2nd step: Look for ways to rectify the
fault
• Use brainstorming technique to stir
up ideas.

Listing Wishes
• Not the opposite of listing faults
• Create an ideal development in
your mind
Step 1 – Decide on a subject and
describe in words how you wish it
to be
Step 2 – Consider how these
wishes can be realized, listing
concrete measures that will enable
it to transpire

Listing Characteristics
• An analytical technique for
elucidating latent problems or
faults
• Taking the kettle as an example,
think of how the following
characteristics can be improved:
Materials
Manufacturing process
Properties
Functions

The Gordon Method
• This method can elicit creative ideas and extract from
the imagination radically new ways of considering a
product by conceptualizing a product’s function in very
abstract terms
• For example, when we consider developing a new
toaster, it is difficult to conceive of radically new ideas by
merely looking at the toaster
• However, when we concentrate solely on the function of
the toaster, namely, “to toast”, our mental image is no
longer restricted by the notion of a conventional “toaster”
or by the usual property of being “electric”.
What other ways are there for toasting bread?

Osborn’s Checklist 1
1. Are there other ways of making use of the product,
its materials, properties, functions, principle, scrap or
rejects?
2. Are there other similar projects which are currently
being used or which have been used in the past?
3. Are there people/factors that can be substituted for
persons, parts, materials, processes or locations?
4. How about changing the idea, color, movement, sound
or shape?

5W1H & ECRS
Ideas:

5W1H & ECRS
• The answers to Why? and What? lead us to eliminate
unnecessary details.
• We eliminate details to avoid unnecessary use of
Manpower, Machines, and Materials.
• Have group check or cross off each detail on the Present
Method Breakdown as it is eliminated.
Step 3: Develop The New Method
Eliminate unnecessary details

5W1H & ECRS
• If necessary details can’t be combined, they may be
rearranged for better sequence or order.
• We rearrange details to reduce handlings and back-
tracking.
• The answers to Where?, When? and Who? also give
leads for rearranging necessary details.
• Rearranging the order of details often saves
unnecessary moving of parts and avoids unnecessary
picking up and putting down details.
Step 3: Develop The New Method
Rearrange details for better sequence

Brainwriting
Ideas:

Brainwriting
• Procedure
Define the problem.
Each person should brainstorm three ideas in two minutes on a
piece of paper.
Then have them pass the sheet of paper to the person on the left.
Have the next person to build upon or add to the existing ideas by
writing/drawing their own ideas underneath the existing ideas.
Allow 3 minutes.
Repeat the process around the table with the next person
building on existing ideas or add on new ideas, until the paper
comes back to the originator.
Share all the ideas on the table and pick out a couple of
outstanding ones.

Nyaka Method
• What is it?
Nyaka brainstorming is a method that emphasizes on exploring
problems and solutions to problems.
It is usually done with a customer journey or a work process that
has a breakdown in different multiple problems with the
experience.
It subsequently allows to understand which is the wicked problem
and then prioritize a hierarchy of ideas.

NHK Method
Ideas:

SCAMPER
Ideas:

SCAMPER
1. Substitute
What materials or elements could you
substitute or swap to improve the
product?
What other product or process could you
use?
2. Combine
What would happen if you combined this
product with another, to create
something new?
How to combine purposes or objectives?
3. Adapt
What other context could you put your
product into?
What other products or ideas could you
use for inspiration?
4. Modify
How could you change the shape, look,
or feel of your product?
What could you emphasize or highlight
to create more value?
5. Put to Another Use
Can you use this product some where
else, perhaps in another industry?
Who else could use this product?
6. Eliminate
How could you streamline or simplify
this product?
What would happen if you took away
part of this product?
7. Reverse
How could you reorganize this product?
What if you try to do the exact opposite
of what you’re trying to do now?

What If?
• What is it?
What if? is a brainstorming technique that pushes the boundaries
of constraints or limitations over a concept / existing product.
It follows the principle of asking new questions if you want new
answers.

What If?
What If Questions:
1. Scarcity / Abundance:
What if a car can run without petrol?
What if you have unlimited budget to change this website?
2. Extreme Simplicity:
What if the army fight with no soldiers?
What if you can apply for a bank loan in one step?
3. Opposite:
What if your mobile phone runs to you instead of you running to your mobile
phone?
What if an employee pays the company to work instead of the company paying
the employee?

Rules for Motion Economy 1
1. The two hands should begin and complete their
movements at the same time.
2. The two hands should not be idle at the same time
except during the rest periods.
3. Motions of the arms should be symmetrical and in the
opposite directions and should be made
simultaneously.
4. Hand and body motions should be made at the lowest
classification at which it is possible to do the work
satisfactorily.
Use of the Human Body

8. Rhythm is essential to the smooth and automatic
performance of a repetitive operation. The work should
be arranged to permit easy and natural rhythm
whenever possible.
9. Work should be arranged so that eye movements are
confined to a comfortable area, without the need for
frequent changes of focus.
Use of the Human Body

5. Materials and tools should be arranged to permit the
best sequence of motions.
6. “Drop deliveries” or ejectors should be used whenever
possible so that the operator does not have to use his
hands to dispose of the finished work.
7. Provision should be made for adequate lighting, and a
chair of the type and height to permit good posture
should be provided. The height of the workplace and
seats should be arranged to allow alternate standing
and sitting.
Arrangement of the Workplace

1. The hands should be relieved of all work of “holding”
the work piece where this can be done by a jig, fixture,
or foot operated device.
2. Two or more tools should be combined whenever
possible.
3. Where each finger performs some specific movement,
as in typewriting, the load should be distributed in
accordance with the inherent capacities of the fingers.
Design of Tools & Equipment

Assessment of
Ideas

Examples of Effective
Procedures
2

If an employee finds it too much trouble to fill out
the ideas form
1. Explain to him that writing down his ideas on the form
is an important means of conveying his ideas to others.
2. Point out that through writing, he will be able to
improve his written expression and handwriting.
3. Explain that by putting his ideas on paper, he is
creating a personal record and that this could prove
useful in future challenges.
4. Suggest putting down ideas in bullet points or in a
sketchy outline.
5. Assist him writing an idea, referring to the 5W’s and
3H’s.

How to motivate part-time and temporary
employees to submit ideas
1. Treat them as if they were full-time employees, but be
careful not to burden them with unreasonable requests or
demands.
2. Explain to them in detail the significance of the innovation
system, how it is operated and the kinds of ideas that are
invited.
3. Encourage them to make group ideas, yet remind them of
the importance of self-reliance.
4. Create groups comprising of only part-time and temporary
staff members and select a group leader.

How to formulate ideas of improved quality 2
4. Make opportunities to learn from good ideas. Many hints
can be obtained through attending the presentation
ceremonies or going to exhibitions of award-winning ideas
including those in other divisions.
5. Set goals by giving scores to ideas you submit. This
practice of self-evaluation may be particularly effective in the
sectors indirectly involved in production.
6. Upgrade award-winning ideas after reviewing and then
adding to or altering the original ideas.

How to promote innovation activities in
administrative or non-production sectors 2
5. Provide employees with ample information concerning
ideas, hints for ideas and actual examples of ideas for
improvement.
6. Promote joint ideas in pairs or groups.
7. Establish various themes for ideas by section or
department, including the corporate theme among
them.

Examples of Ideas for Improvement
• Upgrade and stabilize product quality
• Raise yield rate (prevent defects)
• Improve transport, storage and
packaging
• Economize by substituting materials
• Improve handling of materials
• Utilize reject products and scrap
Products &
Materials

• Economize on time, shorten work
hours. Cut back on number of
workers.
• Simplify complex operations
• Improve work procedure
• Improve transport, packaging and
packing
• Make efficient use of work space
• Ensure tidiness and orderliness of
workplace
Work and
Operations

• Improve administrative system –
management of daily schedules and
information exchange
• Improve paperwork procedures – handle
collectively and omit unnecessary
procedures
• Economize on office supplies and
materials
• Rationalize office work – utilize PCs
• Make efficient use of office space
• Ensure tidiness and orderliness of the
office
Administration
& Office Work

• Improve product planning – new
products and product improvement
• Improve sales promotion – sales
routes, time of promotion and product
demonstration
• Improve advertising and publicity –
improve company image, sales
promotion materials and cost
efficiency
• Improve service of sales
organizations, shops and consumers
Sales &
Planning

Checklist for Improvement
4

Checklist for Generating Innovative Ideas
Questions Yes No
1. Are there any papers or forms that seem to have no
obvious purpose?
2. Is the difference between the busy and calm periods
very noticeable?
3. Do the same errors occur?
4. Is it difficult to locate urgent items quickly?
5. Is there duplication of work?
6. Do circulars fail to reach their destination?
7. Are there superfluous forms?

Checklist for Generating Innovative Ideas
Questions Yes No
15. Are you sometimes forced to wait a long time?
16. Are there times when physical strength is required?
17. Are there often confusion over similar-looking items?
18. Are there things located in hard-to-reach places?
19. Are there things that are difficult to see or be seen?
20. Are there things that are difficult to pick or easy to
drop?

“Wastefulness”
• There are many cases in which items are either left over,
thrown away, or never used at all, or where processes or
movements made by production line workers are
useless or simply not worthwhile.
Over-production
Inventory
TransportationDefects
Over-processing Motion
Intellect Waiting
Waste

5W’s & 3H’s of Suggestions
5W’s & 3H’s Description
Why (aim, purpose) Why is it necessary?
What (content, range) What is the purpose?
Where (place, department in
charge)
Where is it most appropriate?
When (period, date, time) When its it most effective?
Who (person responsible) Who is most qualified?
How (method, system) How can it be improved?
How much (cost, labor) How much can we save on cost?
How many (quantity, percentage) How many are appropriate?

Ways to Develop “Kaizen
Eyes”
5

Ways to Develop “Kaizen Eyes” 1
• Ask new questions
• Look with a specific purpose
• Observe from multiple angles
• Take notes
• Compare notes with non-similar thinking individuals
• Visit at different times
• Describe to another person
• Try to write work instructions
• Stand quietly in one place and observe
• Read widely and diversely

Ways to Develop “Kaizen Eyes” 3
• Put yourself in someone else's role
• Visit other places
• Take pictures
• Draw the value stream map
• Ask yourself what normal should look like
• Measure Takt (rhythm of the process)
• Audit standard work
• Design a simulation
• Do logic puzzles

Copyrights of all the pictures used in this presentation are held by their respective owners.

About
Operational
Excellence Consulting

END OF PRESENTATION
For more training presentations,
please visit:
www.oeconsulting.com.sg

1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com

Creativity: How to Generate Innovative Ideas

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Mehr von Flevy.com Best Practices

Mehr von Flevy.com Best Practices (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Creativity: How to Generate Innovative Ideas