A Case Study on Ip Process Improvement

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must approve it. A communication plan should also be developed, so there are no surprises upon implementation. This formula ensures organisational success

– communication and involvement of the right people, at the right time.

Resistance to change is common, so plan ahead. Identify people early on who may resist potential changes, define why you expect resistance and plan to communicate with those people. In Lean Six Sigma, we like to let the data do the talking – collect that and you can usually make a compelling case.

Utilise process improvement tools

Process maps are invaluable. They visually depict processes and make it easier to identify gaps, streamline a process and achieve buy-in. We established a company- wide process mapping standard using tailored Visio templates. To improve a process, we walk through the map with a brainstorming team, critiquing every step so alternative processes can be developed. The new process is then documented on a process map using Visio and a projector in real time. Using a process blueprint stencil, we can enter the revised workflows into a system such as Thomson IP Manager’s Process Architect. A few of the other tools we’ve found useful include effort-benefit payoff matrix, pareto charts, best-of-best and worst-of-worst performance analysis, and failure mode effects analysis.

Don’t just implement – maintain change

Implementation of process improvements should be planned in advance and taken a step at a time. After an improvement idea is approved, it should be documented in detail, error proofed, communicated to all involved parties then launched in phases. We prefer to conduct a pilot first and make revisions based on what we learn, then launch in phases if appropriate. When we automated a process with our foreign agents, we piloted it with a few agents who gave us valuable feedback that we incorporated into the multi-phase rollout to hundreds.

The best way to make sure improvements continue to be effective is to measure and report results regularly. If they’re within an acceptable range, the process is under control. We usually do this with run charts showing performance each week or month. These reports should go to the process owners and their managers. To motivate the teams executing the process, the run charts should be posted in their work area. The charts are also included in monthly management reports.

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