Storyboarding

WHAT IS STORYBOARD?

PARTS OF A STORYBOARD

DRAWING --- People, Location, Speech / Thought / Processs / Objects / Containers / Frames / Text, Colours, Effects, 

>> Refer to subsequent posts

PROCESS of Storyboarding

>> Refer to subsequent posts

STORYBOARDING - Theory

HOW TO DO STORYBOARD?

1. Preparation Phase: 
1. Prepare user scenarios: short stories that describe your persona's needs, motivations, and context, and the way they interact with THE PRODUCT to reach their goals and needs. Each scenario contains -  persona, situation, and the need and also shows how the product/service satisfies this need.  
2. Scope: 
1. Current state storyboard
2. Future state storyboard
2. Storyboard creation
1. Brainstorming and writing the script (write a text-based on scenarios)
2. Trigger, prob points, struggles, character actions, problems, and etc. need to be represented in the storyboard. 
3. Benefit and reward.
4. Key touchpoints, mood changes, emotional changes, etc. need to be shown. 
5. Location, time of day, weather, disturbing things need to be there (if they are essential; skip unimportant parts).
6. Focus on interaction / not about art. 
7. Design the frames -- Think about the steps. 
8. Less is more, reduce visual noise. 
9. Use one post it for each frame.
10. Get instant feedback and adjust accordingly. 
11. Modify/finalize based on feedback. 
12. Socialize the storyboard.
13. Summarise findings and iterate

Sketching for UX Designers

Just-in-time (JIT)

JIT is:

• a set of principles, tools and techniques.
• that allows a company to produce & deliver products in small quantities. 
• with short lead times. 
• to meet specific customer demands. 
• allows you to be responsive

JIT delivers the right items at the right time in the right amounts. 

The best example of JIT is in supermarkets where items are replenished at the rate at which they get cleared (purchased) from the shelves. 

Steps to implement JIT

Waste [MUDA]

Non-Value-Added Activities

A process step is defined as value-added if:

• Customer recognizes its value
• Is willing to pay for the process step
• The process step  "changes" or "transforms" the product
• Is done the Right for time

NVA are those activities that the customer is not willing to pay for or those that DO NOT change or transform the product or service.

The NVAs are MUDA.

8 Types of Wastes

1. Defects
2. Overproduction
3. Waiting
4. Non-utilized skills
5. Transportation
6. Inventory
7. Motion
8. Excess processing

In the service industry:

Type of waste	What is it?	Examples
Waste of Over-production	Processing too soon or too much than required	• Information sent automatically even when not required • Printing documents before they are required • Processing items before they are required by the next person in the process
Waste of Defects	Errors, mistakes and rework	• Rejections in sourcing applications • Incorrect data entry • Incorrect name printed on a credit card • Surgical errors
Waste of Inventory	Holding inventory (material and information) more than required	• Files and documents waiting to be processed • Excess promotional material sent to the market • Overstocked medicines in a hospital • More servers than required
Waste of Over-Processing	Processing more than required wherein a simple approach would have done	• Too much paperwork for a mortgage loan • Same data required in a number of places in an application form • Follow-ups and costs associated with coordination • Too many approvals • Multiple MIS reports
Waste of Transportation	Movement of items more than required resulting in wasted efforts and energy and adding to cost	• Movement of files and documents from one location to another • Excessive e-mail attachments • Multiple hand-offs
Waste of Waiting	Employees and customers waiting	• Customers waiting to be served by a contact center • Queue in a grocery store • Patients waiting for a doctor at a clinic • System downtime
Waste of Motion	Movement of people that does not add value	• Looking for data and information • Looking for surgical instruments • Movement of people to and fro from filing, fax and Xerox machines
Waste of Un-utilized People	Employees not leveraged to their own potential	• Limited authority and responsibility • Managers common • Person put on a wrong job
Waste of Over-production	Processing too soon or too much than required	• Information sent automatically even when not required • Printing documents before they are required • Processing items before they are required by the next person in the process
Waste of Defects	Errors, mistakes and rework	• Rejections in sourcing applications • Incorrect data entry • Incorrect name printed on a credit card • Surgical errors

5S (Lean Tool)

5S is a workplace organization method that can help improve the efficiency and management of operations. 

• SORT (SEIRI) -- Sort thru the items as required and remove unneeded items from work area. Never used items need to be discarded immediately.
• SET IN ORDER (SEITON) -- Arrange required items for ease of accessibility. Files that are required more often (SOP, instructions etc.) are placed in marked location / designated area. 
• SHINE (SEISO) -- Cleaning the work area and equipment. (Manufacturing example - cleaning of inspection surface plates leads to better measurement results). Other e.g. equipment work table cleaning and cleaning of the floor.
• STANDARDIZE (SEIKETSU) - Involves developing checklists, standards, and work instructions to keep the work area in an orderly condition. 
• SUSTAIN (SHITSUKE) - Sustaining efforts and continuing them (continuous improvement). Requires support of team and that of management, empowerment of employees, etc.  

> A process is impacted by its environment

> The ability of employees to process change is also impacted by its environment

> Improvement in the work area is helpful for controlling the process.

5S Example in a Service-based Industry

• CEO asks for progress update on existing cost improvement initiatives.
• PMO shares a comprehensive report spending 80 hours and at least two loops. 
• CEO unhappy. 
• 5S is deployed. 
• Existing report looked at
• Sorted existing reports based on stakeholder requirements - high, med, low
• What type of data was being collected, and how it was collected for the report. Was being done manually, and in various formats.
• The improvement team "sorted" the available information as inputs to fulfill the requirements. 
• Set in order - Created input screen from where PMO could add his details, and the PMs can collect data and upload their reports. 
• Created reports in Tableau. 
• Shine - identified 5PMs and executed a pilot. 
• Standardize - Created training material, SOPs, maintenance procedures, 
• Sustain - for 2 months. 
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