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Six Sigma Tool Navigator(c) The Master Guide for Teams Authors: Michalski W. J.,  King D. G. Published year: 2005 Pages: 179-180/326

Tool 93: Idea Advocate

AKA

N/A

Classification

Evaluating/Selecting (ES)

Tool description

First used by the Battelle Institute of Frankfurt, Germany, the idea advocate is an excellent idea-evaluation tool. The team assigns the role of idea advocate to a participant who promotes a particular idea as the most valuable from a list of previously generated ideas. The more an idea advocate promotes different ideas, the more powerful the selection process, since every idea is fully examined by the evaluating team.

Typical application

• To ensure fair examination of all ideas.

• To give every presented idea equal chance of being selected.

• To uncover the positive aspects of every idea presented.

Problem-solving phase

	Select and define problem or opportunity
	Identify and analyze causes or potential change
	Develop and plan possible solutions or change
	Implement and evaluate solution or change
	Measure and report solution or change results
	Recognize and reward team efforts

Typically used by

	Research/statistics
1	Creativity/innovation
	Engineering
3	Project management
	Manufacturing
4	Marketing/sales
	Administration/documentation
	Servicing/support
	Customer/quality metrics
2	Change management

links to other tools

before

• Phillips 66

• Presentation

• Basili Data Collection Method

• Rating Matrix

• Buzz group

after

• Problem selection matrix

• Different point of view

• Barriers-and-aids analysis

• Run-it-by

• Needs Anaylsis

Notes and key points

• Consideration should be given to also assigning a devil 's advocate for a more balanced assessment of certain proposed ideas.

Step-by-step procedure

• STEP 1 The team reviews a list of previously generated ideas.

• STEP 2 The next task is to assign idea advocate roles to: (a) the person who proposed the idea, (b) the person who will implement the idea, and (c) the person who strongly argues in support of selecting the idea.

• STEP 3 The team examines each idea as it is presented by an idea advocate who explains why selecting the idea makes sense and why the idea would indeed be the best among all others.

• STEP 4 After all idea advocates have presented their ideas, the team reaches consensus on which idea has the highest potential to solve a problem or improve a process.

Example of tool application

Tool 94: Idea Borrowing

Tool description

The idea borrowing technique allows team participants to bring to the surface ideas from inside and outside the organization or through their own creativity. Team-established criteria is used to rate and select the top-rated ideas considered for implementing.

Typical application

• To surface best practices, technological innovations, and perceived good ideas.

• To supplement brainstorming and benchmarking activities.

• To stimulate the creativity of employees .

Problem-solving phase

Typically used by

before

• Information Needs Analysis

• Benchmarking

• Fresh Eye

• Wildest Idea Technique

• Mental imaging

after

• Idea Advocate

• Run-it-by

• Creativity assessment

• Why/how charting

• Presentation

Notes and key points

• Suggested idea selection criteria and scales :

  Source of Idea	Potential Use	Estimated Implementation Costs
  3 = Self (original)	5 = High	3 = Acceptable
  2 = Internal	3 = Medium	2 = Marginal
  1 = External	1 = Low	1 = Unacceptable

• To select the best idea, multiply columns Source × Potential × Costs. Rank ideas: highest total = best idea.

Step-by-step procedure

• STEP 1 The team facilitator reviews the idea borrowing technique with the team and answers any questions participants may have at this point.

• STEP 2 Participants silently list their ideas on provided paper. Ideas may be best practices, innovations, untried employee suggestions, benchmarking discoveries, and so forth.

• STEP 3 After some predetermined idea-generation time, the facilitator asks participants to share their ideas. All ideas are listed on a whiteboard or flip charts .

• STEP 4 The team discusses all ideas and, through consensus, identifies the top 15–20 ideas. The facilitator prepares a matrix containing this final list of ideas. See example List of Ideas to Upgrade Employee Training.

• STEP 5 Next, the team decides on a set of criteria and associated scales to be used to rate all ideas.

• STEP 6 All ideas are rated and ranked in accordance with the established criteria, as shown in this example.

• STEP 7 Finally, the team prepares a presentation for presenting the ideas to upper management.

Example of tool application

List of Ideas to Upgrade Employee Training

Six Sigma Tool Navigator(c) The Master Guide for Teams Authors: Michalski W. J.,  King D. G. Published year: 2005 Pages: 179-180/326

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