The power of Design Thinking in process optimisation

At a large water board in the south of the country, the request was for optimisation of the ordering process. Due to abusive procurement in the past, controls had been tightened up, which sometimes meant that the lead time of a simple order was as long as 30 days. This is annoying when parts are needed to repair a faltering pumping station.  

From a traditional process optimisation methodology, the ordering process was scrutinised and efforts were made to minimise waste. Despite this effort, the lead time still remained quite long at 15 days, especially when floods threatened. It was time for a new approach to the problem. 

Organisations can achieve their goals in a variety of ways. However, traditional approaches to process optimisation often focus on the problem without paying sufficient attention to end-user needs. The result? Solutions that do not always get to the heart of the problem. In the case of the water board, where the ordering process could take 30 days, it was clear that a new approach was needed to significantly reduce turnaround time. 

From a process optimisation perspective, we see that the methodology of Design Thinking can add value through its people-centred and innovative approach to solving problems. We therefore advocate an integrated approach that looks beyond traditional methods of process optimisation. 

Design Thinking involves a step-by-step approach that continually identifies whether the end-user remains at the centre. At every step taken when applying Design Thinking, we ask ourselves, "Have we got to the heart of the problem and does the proposed solution meet the customer's needs?". Design Thinking is therefore not only a methodology but also a mindset. To avoid biases and better understand the end user, it is essential to put yourself in their shoes. This mindset promotes innovation, co-creation and helps break patterns. 

Design Thinking as a method for innovative solutions 

GE Healthcare is a good example of an organisation that has used Design Thinking to optimise both user experience and processes in hospitals[1]. Working closely with both hospital staff and patients, they have developed solutions to various pain points, ranging from long waiting times to anxiety during treatments.  

Specifically, they redesigned physical spaces in hospitals, for example, using colour and improved treatment information. These modifications allowed them to make the environment more user-friendly, directly contributing to patients' well-being.  

By listening to the needs and experiences of both staff and patients, they were able to develop targeted solutions that significantly improved the overall patient experience. This example from GE Healthcare practically illustrates how Design Thinking can lead to tangible and more effective solutions. 

Design thinking to complement traditional approaches  

Besides the fact that traditional methods of process optimisation do not always address the root of the problem, they often focus on improving existing processes. Design Thinking, on the other hand, seeks disruptive innovation by approaching problems in a completely new way. This approach is distinguished by its creative and people-centred approach to problem solving, giving organisations more opportunities to engage with their processes in innovative ways. The integration of Design Thinking with traditional methods leads to a wider range of solutions, provided there is room to think outside existing frameworks and processes. 

In other words, Design Thinking involves fundamentally rethinking how a process works and could work, which can lead to far-reaching changes. Within this methodology, iterations are used to develop solutions. This often focuses on completely new solutions, with user needs and creativity at its core. Design thinking comes into its own best when the organisation provides sufficient space, without too many restrictions. 

Traditional project-based process improvements are often analytical and data-driven. In contrast, Design Thinking places more emphasis on empathy, user feedback and creative problem solving. Design Thinking often starts with an in-depth exploration of the user experience, focusing on qualitatively understanding human emotions and experiences behind the data. Design Thinking techniques can also be very well applied in the imaging and optimisation phase of project-based improvements to develop more innovative and user-friendly solutions. 

In short, Design Thinking can be a valuable addition to traditional process optimisation methods by introducing a user-centred and innovative approach. While traditional methods focus on optimising existing processes, Design Thinking offers the opportunity to fundamentally redesign processes, often with a fresh look at what is possible and what users actually need. 

And the water board? That threw the existing ordering process overboard and first analysed what was really needed for both end users and the organisation. By setting clear goals and finding solutions that served both speed and legitimacy, the ordering process was reduced to a maximum of 2 days and, for small orders, almost zero. A much more acceptable situation, especially when the water is up to your lips. 

Have you become interested in Design Thinking after reading this blog? Would you like to explore whether Design Thinking can be applied within your organisation as an addition to traditional improvement methodologies? Then get in touch with us! 

 [1] Source: https://thisisdesignthinking.net/2014/12/changing-experiences-through-empathy-ge-healthcares-adventure-series/