AI Workshop:
Operational Efficiency
What is actually holding the system back, and which initiative must be launched first to drive results?
In just one day, the team transforms scattered complaints into a key system bottleneck and a concrete initiative complete with expected outcomes, risks, and a roadmap
Operational Efficiency
What is actually holding the system back, and which initiative must be launched first to drive results?
In just one day, the team transforms scattered complaints into a key system bottleneck and a concrete initiative complete with expected outcomes, risks, and a roadmap
If you are facing these issues...
- Projects are spinning out of control: deadlines, budgets, and quality are constantly shifting, and post-mortems fail to eliminate recurring failures—you need to address the root causes and systemic constraints.
- Management is drowning in escalations: decisions get dragged up the chain, and the slow approval process is killing momentum—you need a new model for decision-making and ownership.
- There are many improvements, but little impact: the backlog of initiatives is growing, but the bottleneck remains—you need a prioritized set of changes aligned with the value stream.
Who is this for
Methodological framework of the workshop
- COO/Chief Operating Officer, PMO, function and process leaders, project managers, transformation/OpEx/Lean office.
Methodological framework of the workshop
- EFQM diagnostic
- Value Chain analysis
- CRT / Theory of Constraints
- Initiative design
- Project Charter & Roadmap
How the chain of reasoning works
Step 0. Defining the System Boundaries
Before identifying the key constraint, the team first need to agree on the specific system within which to look for it. That is the specific area of the business that the team analyzes as a single flow—from entry into the system to its expected output.
- Step 1. Complaint LogGoal: To document actual process failures and symptoms rather than abstract discussions.
Result: A list of complaints and problem points in the process, including their frequency and context. - Step 2. Value ChainGoal: To identify where the main bottlenecks and losses occur in the process.
Result: A value chain map that links symptoms to specific stages and identifies bottlenecks. - Step 3. Causes of SymptomsGoal: To move from symptoms to causes and identify what the team can actually control.
Result: A structured map of causes organized by categories: control / influence / observe. - Step 4. Key ConstraintGoal: To identify a single bottleneck that most significantly impedes the system.
Result: A defined key constraint, along with an explanation of its impact on the outcome. - Step 5. Initiative GenerationGoal: To identify solutions that remove constraints rather than merely improving the system in isolated areas.
Result: A set of initiatives with an assessment of their impact, and the selection of a priority initiative to launch. - Step 6. Initiative PlanGoal: To turn an idea into a concrete implementation plan.
Result: Initiative plan, including what to do, expected outcomes, risks, and a 3–4-week roadmap.