4. Value Method Job Plan

   ---

   3. Creativity Phase

      The creative portion of the value study should occur after the team has had a period to rest. It is best to not conduct speculation when everyone is tired, hungry, or otherwise occupied. Framing is one of the most crucial elements of the decision process. The selection and information phases have set the frame, but they can be extensive and may fatigue the team. The best time for the creativity phase is in the morning, when people are fresh and relaxed. Throughout the creativity sessions, allow times to get a beverage, etcetera; so the team will be able to relax during the session and be at their best. In this phase the team is answering Larry Miles question, "What else will do the job?" This phase is also often referred to as the "speculation phase."

      One of the basic function of the FAST diagram is the enhance creativity. This is part of the reason that the completion of the FAST usually marks the end of the information phase of the value study. The creativity phase is an opportunity to open our thoughts to free expression and think up any way we can to accomplish the basic functions we have identified.

      1. Breaking Out of the Trap. Many things that we use every day were once thought to be impossible. Have you flown anywhere lately? Used a phone? No one had thought of a way to do them until someone was willing to step out and try something that they either didn't know was impossible, or they just believed there was a way to do the impossible.

         How do we get caught in this trap? Sometimes it’s because we get snared in a decision loop or a communication snafu. Like this cartoon below, almost the whole team came to play baseball. The captain insists that baseball is going to be played. They should have told they guy who brought the ball (i. e., the football). The bright side is that it will make for an unique game of baseball. Other times we get caught in the trap just because we were busy and never took the time to think of it quite that way before.

         

         There is a very old joke that says, "When I was young, I used to be smart." When we are young, we don't know we can't do things. It is not until we learn, from our own experiences, or others, that some things can't be done. Sometimes it can be done, but we just haven't thought of the right way to do it or have been told so many times that it cannot be done, that we just don't question it.

         Many methods to generate ideas are available. Each one can be used with great success. The Value Method does not specify the use of a specific creativity procedure. However, the typical approach used in the Value Method, and others, is a combination of the brainstorming (modified) and affinity techniques. The typical brainstorming technique used is a modified version, "focused brainstorming," that is used to further enhance the productivity of the brainstorming session.

      2. Focused Brainstorming. The speculation method for creativity used in most value study sessions is "Focused Brainstorming." Some general rules do apply. First and foremost is, "Never a discouraging word, not even to yourself." The important part of this phase of the study is to get ideas out, enjoy the process, create a free flow of thought, and share the wealth of the ideas. Analysis of the ideas comes in the next phase of the study. During this phase, no one should worry about whether the idea will work, or if it’s an accepted idea in the industry or organization. The main thing is to get the idea down on paper so that it can be remembered later.

         The basic functions, potential value mismatch functions, functions meeting Pareto's criteria, and other selected functions are used as focal points for the brainstorming session. Using these previously selected basic functions and selected key functions for the idea generating phase, the team tries to obtain at least 20 ideas for each function used. It helps the creative process if all ideas are place in a highly visible spot such as on a flip chart, posting them on a wall as the sheets are filled. (Preferably near the initial ideas chart that was done during the information phase.)

         Everyone should participate. One person should be assigned to monitor the group and assure that full participation is occurring. If someone does not volunteer many ideas, the team should try to stimulate them too. The monitors and team should gently pull back anyone who is critical of ideas. Negative statements, facial expressions, or other critical actions can kill a good creativity session. Often the person that is doing this does not understand the impacts of the negative responses. People that help a team member avoid this tendency, with kindness, may help them avoid criticism in future too.

      3. Affinity Technique. After completion of the brainstorming sessions, the team should examine the ideas and see if any should be combined and refined. This is the first step in improving the ideas into fully operable concepts. This is also used to generate additional concepts. View the results of the focused brainstorming session as the creation of a "smorgasbord" of ideas that are spread before the team. Then, the team takes the ideas and combines them into more complete and unique "dishes." Some "dishes" generate memories of other similar "dishes" that could be used.
         
         
      4. Standard Approach Basis. When using the standard creativity techniques most commonly used in the Value Method, the team strives for quantify, not quality of ideas. The reason for this as the preferred approach is that experience has shown that, the more ideas you have, the better chance you have of obtaining the best solution. Thus, production, not efficiency is employed. The commonly cited example is that if you have 100 ideas: 80 of which are not useful, 10 of the remaining ideas are combined into 5 really great ideas, and the last 10 are combined into 5 good ideas, you are much better off that if you had 10 ideas that were all used. The later is more efficient, but the former is more productive and has a much better chance of producing an extremely high value enhancement concept

Content © 1995-2003 by SAMI, http://www.value-engineering.com