The SAW (System Analysis Workout) Process began to develop as organizations have requested methods to address lingering problems, cost reduction, communication issues, and market changes. Through the years, the process has been refined, adjusted, and modified to become a very effective and fast way to move from problem statement to solution.

In virtually every group that has used the SAW Process, a five to six figure difference in the bottom line was accomplished. In one organization, over fifty million was cut from operating cost by workers. Why does this process work? It is the combination of a series of best practices, many very simple, but when connected in this manner, become extremely powerful.

SAW starts with a basic problem solving model. To this is added the Storyboard process, a visual flexible process of sorting ideas. Elements are then added that connect the problem to the system to ensure that the time spent is worthwhile. Familiar techniques such as brainstorming or lateral thinking, are used as well. To enhance the communication during the process, behavioral models such as the DISC, Ladder of Inference and Dialogue are used.

To ensure that the time is well spent, a short pre-work questionnaire is used to make sure that proper stakeholders are engaged and that the problem is one that will deliver what is requested.

The solution requires follow-up and communication. A plan is included with accountability assigned to ensure completion.

After groups have been through the process a few times, the components that were used begin to become a part of the culture.

Once learned, the SAW Process components can be applied in many day-to-day applications. Portions of the process can be implemented without a formal session. Many of the questions asked in a session will begin to be asked daily.

Major Components

The SAW Process consists of five major components:

1. Engaging the system
2. A solid problem solving process
3. Storyboarding
4. Facilitation
5. The Proper Stakeholders

Engaging the System

Engaging the system primarily means that the proper stakeholders are solving the correct problem, identifying why that problem is being selected, and the overall purpose of the session. This creates a very valuable discussion that allows information beyond normal problem solving to properly frame the session.

In most problem solving sessions there is a problem definition discussion, but no effort to make sure they are solving the correct problem and how it connects to the organizational processes. This generally causes the solution to be more short term than long term.

A Solid Problem Solving Process

We all solve problems and we use similar ways to do so. When a common problem solving process is used with teams and groups of teams, the common language becomes very powerful. The communication is enhanced because everyone is on the same page.

Storyboarding

The Disney organization started storyboarding while developing ideas and concepts for movies. Managing great numbers of ideas creates problems in our mind and we cannot remember all the ideas in our head. When these ideas are put on a storyboard where they can be grouped, moved around, added to, etc. the whole process takes on a new meaning. More additional ideas are created and changes to the process are easily made. Storyboarding also gets all the participants involved with defined roles which can rotate to provide variety and greater learning experiences.

Use of a Facilitator

If the problem solving process is properly followed, the results can have a very strong impact. This requires discipline supplied by a facilitator. When a team or group experiences the process, they quickly recognize the value of the facilitator and their support of the process further enhances the results. In most cases, the use of the facilitator spills over into normal meeting management.

The Proper Stakeholders

After facilitating a forty million dollar project that went over budget twenty million dollars, the value of the proper people being involved took on a new meaning. At no fault of the project participants, without the proper stakeholders, the resources needed for the project were not provided. The resulting loss was significantly more than what was requested. This is a reoccurring problem in organizations. Statistics show that the majority of the projects started, are either not completed, or they are completed with much less than desirable results. Having the proper stakeholders involved can change these poor results in a dramatic way.

Common Language

Common language elements are introduced that allow the discussion to be extremely effective and undiscussables to be introduced. These elements provide a way for each individual to challenge themselves, to suspend their judgment, and to entertain ideas that otherwise might have been ignored or dismissed.

Templates

Templates, or variations to the process, allow the most common areas of need in organizations to be addressed. There are many of the steps in all of these variations that are common, allowing individuals to quickly make the connections and continuously use the process on a day-to-day basis. The most common templates used are:

• Problem Solving
• Project Planning
• Strategic Planning
• Process Analysis
  

Other template variations are available as well.

Time Frames

The formal process, when learned, can be compressed into shorter time frames. Portions of the process will be used throughout the workplace and even on conference calls. The normal session last two to four hours. Complex issues, such as strategic planning, can take one to two days depending on the desired results. When in day-to-day work, portions of the process can be used in five to fifteen minute time frames.

Other Value Added Items

When the session is over, the total results will fit in one manila envelope. This aids in recreating the session during documentation.

Because participants have a solid process to follow, the SAW Process becomes an enjoyable activity and participants do not feel the frustration they do in meetings.

Testimonials

"The storyboard is an excellent process for gathering a tremendous amount of data from a group of people in a limited timeframe. Asking the right questions in the storyboard process can lead any organization to solving a problem, developing a program, or achieving steps towards any goal. This process eliminates the need for multiple meetings and focuses any group towards results." Donna Harmon, Kentucky Training Resource Center

"Storyboarding as a problem-solving tool is now an integral part of the Oklahoma Baptist Homes for Children's management culture. This tool has saved us a tremendous amount of time and has helped insure the input of some of our most talented people. Our organization is very grateful to Ken Bratz for training us in the use of this tool." Tony Kennedy, President, Oklahoma Baptist Homes for Children.