BEHAVIOR SCIENCE - REAL CASES

Here you can read Real Cases where behavior science was used to remedy  the 'pain' in different types of organizations. For confidentiality reasons, some organizations will not be mentioned. However, the cases are in its entirety actual.

CASE 1

SUPPLIER RELATIONSHIP MANAGEMENT

The value proposition canvas is used to outline the company/organizational problem and how it was solved with behavioral science methods.

DEFINITIONS

COMPANY JOB

Jobs/tasks that the organization is trying to perform; Problems they are trying to solve

PAIN

Negative emotions, undesired situations/risks

GAIN

Outcomes or benefits MILCOR CONSULTING's customers expect

PAIN RELIEVER

How MILCOR CONSULTING services relieved customer's pain and created a gain.

Pain Reliever

• A thorough quality audit revealed gaps deriving from weak collaboration between organization and supplier

• Further investigation found there to be a mismatch in personalities between suppler and organization responsible 

• A rotation of personnel (i.e., Responsible persons on the collaboration project) saved the supplier relationship and strengthened the alliance and trust
 

Attain and sustain an overall positive supplier relationship with a new contract manufacturer organization

  • Level of trust was low (supplier); Level of irritation was at a high (organization)

  • The Organization’s expectations were high and not successfully relayed to supplier

  • Improve processes between organization and supplier

  • Build better rapport and trust between organization and supplier

Customer Job

Gain

Pain

CASE 2

MAINTENANCE DEPARTMENT VS QUALITY OVERSIGHT

The value proposition canvas is used to outline the company/organizational problem and how it was solved with behavioral science methods.

DEFINITIONS

COMPANY JOB

Jobs/tasks that the organization is trying to perform; Problems they are trying to solve

PAIN

Negative emotions, undesired situations/risks

GAIN

Outcomes or benefits MILCOR CONSULTING's customers expect

PAIN RELIEVER

How MILCOR CONSULTING services relieved customer's pain and created a gain.

Pain Reliever

  • Through informal interviews, the ‘feeling’ of the situation and reason for resistance was discovered

  • A common way of thinking was formulated to close the gap of trust between QA and Maintenance dept.

  • ‘Nay’ Sayers from the maintenance department were scheduled to work on a rotation with quality oversight to build likability and cooperation

  • Bad GMP practices were decreased (i.e., forgetting to sanitize hat and relevant equipment before entering into/working on relevant areas/equipment) by establishing new habits

  • Acceptance of QA on the factory floors

  • For the first time: Quality was acting as a ‘Police’ function

  • The company was split between functions and not working together

  • Get rid of silo thinking and behavior

  • Increase quality and safety compliance

  • Persuade Maintenance Department to abide by ‘new’ quality directives

  • Maintenance felt they were doing everything right and nothing needed changing

​Customer Job

Gain

Pain

CASE 3

IMPLEMENTATION OF NEW GLOBAL INITIATIVES

The value proposition canvas is used to outline the company/organizational problem and how it was solved with behavioral science methods.

DEFINITIONS

COMPANY JOB

Jobs/tasks that the organization is trying to perform; Problems they are trying to solve

PAIN

Negative emotions, undesired situations/risks

GAIN

Outcomes or benefits MILCOR CONSULTING's customers expect

PAIN RELIEVER

How MILCOR CONSULTING services relieved customer's pain and created a gain.

Pain Reliever

  • Through onsite observations and feedback methods, it was found that different cultural approaches were necessary to attain full compliance – this was implemented

  • Because people have the tendency to see an action as more appropriate when others are doing it, Monthly influential meetings with all relevant persons, days before report needed to be generated pushed others to complete tasks on time

  • The tracking tool was designed and continuously re-designed to improve the choice architecture of the system. This reduced the tendency for human error and allowed for a more LEAN system/process.

  • The tracking tool was able to reveal that one site was better in certain areas that the other sites. This opened a door for Best Practices to be noted and shared to better understand and close similar discrepancies across sites.

  • Align sites globally on new compliance initiatives

  • Each site has dealt with compliance discrepancies differently

  • Unclear overview of what compliance discrepancies existed

  • Attain global transparency of compliance issues across sites

  • Each site must produce a standardized compliance tracking report to HQ (monthly)

  • Different cultures = Different approached needed

​Customer Job

Gain

Pain

  • Reduce overdue compliance discrepancies

  • ​Attain clear onsite awareness of overdue discrepancies/non-conformities and better control

  • Eventually create a best practice guide for global sharing

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