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Situation Overview:
In Q2 2022, the Operational Excellence team created a central repository. Its purpose was to store all customer-related information and improve collaboration across Pre-Sales, Sales, Project Teams, Customer Support, and Product Management. However, by Q3 2025, we identified that some people do not use the repository systematically.
Phase 1: Assess the Current State (Weeks 1 - 2)
Gather and Evaluate the Necessary Input
To understand the current condition, structure, and usage of the repository by gathering baseline data and user insights.
Action Items
What to do
Expected Output
PIC
Timeline
Initial review of the repository
Checking how it’s structured, what’s inside, and what condition it’s in.
Initial observations and baseline data.
Operational Excellence Team
Day 1 - 2
Alignment and discussion sessions
Meet with key teams to discuss usage patterns, challenges, and expectations.
Summary of feedback and identified issues.
Operational Excellence Team
Day 3 - 7
Comprehensive review and evaluation of the repository
Assess content quality, structure, and usage data to identify gaps and improvement areas.
Evaluation report with key findings.
Operational Excellence Team
Day 8 - 14
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Phase 2: Evaluate Operational Efficiency and Repository Performance (Weeks 3 - 5)
Evaluate Whether the Repository Supports Operational Efficiency
To determine if the repository effectively supports daily operations by measuring speed, accuracy, integration, and user experience.
Action Items:
1. Retrieval Speed (Search Efficiency)
What to do: Conduct a timed test: ask several users to locate specific information then record how long it takes. This will measure how quickly users can access the right information
2. Data Accuracy and Completeness
What to do: Cross-check a sample of files with the latest official records. This is to test if stored data is reliable and current enough for decision-making.
3. Ease of Contribution (Updating or Uploading Data)
What to do: Have selected users upload or update files and note how many steps or time it takes. This will evaluate how easy and quick it is to keep the repository updated
4. User Experience and Satisfaction Check
What to do: After the efficiency tests, conduct a short user survey to measure ease of use, clarity, and confidence in the repository.
Phase 3: Recommendation and Continuous Improvement (Week 6)
Proposed Actions based on findings
To implement targeted actions that address identified gaps, strengthen adoption, and sustain long-term operational efficiency of the repository.
Metrics & Continuous Improvement
1. Decide on Repository Direction
What to do: Determine whether to proceed with an update or full rebuild.
2. Repository Usage and Adoption
What to do: Create a dashboard that tracks logins, uploads, and edits per team; share results during the check-ins.
3. Search and Access Efficiency
What to do: Simplify folder paths, standardize naming conventions, and implement keyword tags.
4. Data Accuracy and Quality Control
What to do: Automate reminders for content reviews and ownership validation.
5. Continuous Improvement Framework
What to do: Collect quarterly user feedback, evaluate efficiency results, and conduct governance meetings to plan next improvements.
Stakeholder Management and Engagement
1. Integrate Repository into SOPs and Workflows
What to do: Update existing SOPs and templates to include mandatory repository steps. Require repository use in project handovers, reporting, and approvals.
2. Assign Repository Point Person per Department
What to do: Nominate one point person from each team responsible for content updates and communication.
3. Conduct Bi-Monthly Repository Check-ins
What to do: Hold short syncs with point persons and team leads to review usage analytics, address issues, and share quick updates or best practices during team meetings.
Challenge Handling:
Resistance to Change
One common challenge I’ve faced in process improvement projects is resistance to change. It happens because new processes often disrupt familiar habits or workflows that people are comfortable with. Even if the new system is more efficient, users may initially see it as extra work or a threat to their established routine.
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