Discover | Gap Analysis | Introduction


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innovation cycle

When looking at the current state, consider the following:

  1. Who knows the process best? Who can you speak with to get the most accurate evaluation of current performance?
  1. What documentation currently exists and is it up to date? Who knows what processes are not documented but are part of the process you are looking to improve?
  1. How do you obtain the information? (Personal interviews, group sessions, online survey, etc.)



Current State: 10% of packaging is damaged coming off the line.

When looking at the future state, realistically set an objective that your organization wishes to achieve.  This is the goal state for the end of the process.

Future State:  Less than 1% of packaging is damaged coming off the line.

Once the current state and future state have been laid out, examine necessary processes to identify how the gaps may be bridged.  List those proposals with a reasonable level of detail.

For example, saying “new equipment” is not sufficient if there are multiple pieces of equipment involved in the current process where only one piece is causing problems.  “New filling machine” or “New sealing machine” is more informative and will help garner necessary consensus for change.  At the same time, there is no need to go into excessive detail.  “New filling machine is needed because the old one was manufactured in 1980 and the parts are difficult to source and it takes a long time to warm up once turned on …..”  Keep it simple.