Sales Forms Package

Art ZiekyINA-Sales OperationsMacon, Malvern

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Background – Current Process 234,000 sales forms packages are

processed annually e-IKON reps utilize either Oracle Sales

Online (OSO) or, due to type of order, the Standard Forms Package (SFP) is utilized

e-IKON reps also use a combination of OSO to enter orders AND also use manually generated forms

Non-Oracalized regions use the SFP to prepare paperwork packages

Marketplaces have discretion regarding how much help reps get from OM

There are inconsistent processes and requirements across IKON

Forms have grown due to internal and external changes: Multiple machine sales, Inter-Territorial sales, Digital machines sales, Tight credit processes, and additional services and promotions (internal and external)

There are internal and external forms and worksheets required

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Background – Current ProcessOSO Forms Selection Page

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Background – Current ProcessOSO Forms Printout

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Background – Current Process

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Background – Current Process

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Background – Current Process

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Project Definition Problem Statement:

The generation of the sales forms package is time consuming and prone to errors. The average order package contains 20 pages. An order may require as many as 22 different forms, worksheets, and printouts. In the NER, for example, the percent of correct paperwork that arrives at the CCC was 93.29% for one marketplace in 9/03…35 deals were not invoiced due to paperwork issues. An average package can take 2-4 hours. A complex order can take as long as 5 days and be in excess of 50 pages. (Data to be validated)

In the Atlanta CCC, 80% of all orders require additional communication between OM and Sales; and 20% of all orders are redelivered to sales due to inaccuracies and incomplete order packages. This results in an extraordinarily large amount of rework. (Data to be validated)

Customers express dissatisfaction with the number of documents that need to be reviewed and signed.

There is no formalized “enhancement” training process, when new forms are introduced, which leads to confusion in the field.

IKON exit interviews frequently list frustrations with the order entry process as a factor for reps leaving.

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Project Definition

Project Definition:

Streamline and improve IBS sales forms methods to: reduce complexity of paperwork, providing IKON cost reduction in several areas: reduce time for OM and Commissions to assist and validate order packages;

Project Benefits:

Headcount reduction for OC and Commissions; reduction of sales form printing expense; and reduction of cash conversion cycle as it relates to inventory and accounts receivable.

Additional benefits: increased sales productivity, reduction of sales turnover, enhanced customer satisfaction

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Project Definition, Cont’d

Financial Benefits: Headcount Reduction and Overtime Annual savings: $359,050

6 Order Entry headcount reductions: Annual savings $187,200 2 Commissions headcount reductions: Annual savings $66,560 OC and Commissions overtime expense reductions: Annual savings $41,850 Reduction in Cash Conversion Cycle: Annual savings estimated $970,000 (not validated)

Sales form printing expense Annual savings: $40, 575 15 less documents per order package

Project Metric “Y”: Y1 = Total number of inaccurate/incomplete orders submitted to OC Y2 = Time to complete paperwork

Defect Definition: Incomplete and/or inaccurate order packages delivered to OM

Leveragability: The core Sales Forms package can be leveraged across all regions

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Project Team

Champions – Rita Anderson (Commissions) and Kim Bagi (Sales Process Manager)

Financial Analyst – John B. King (MP DFO) Black Belt – Art Zieky Process Owner – Kim Bagi (Sales) and Michelle Camburn (OM) Team Members:

Legal – Mark Hershey, CORP SFP Expert – Mary Czejak, MACON OM Process – Michelle Camburn OM Field – Karen Rogerson, Houston IOSC – Jamie Oyler, CER Sales Process – Ben Rotz Sales Manager (OMD) – David Arneson (California SM) Sales (OSO) – Ben Leck (N. Carolina AE), Kim Itzla (Dallas MAE), Anita Greene (Houston AE),

Brandon Lewis (Chattanooga ASR) Professional Services – Kile Berg, CORP Field Service TBD

Master Black Belt – E. Dan Douglas

Kickoff Meeting: 10/27/03

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Data

COPV System Reporting Northeast Region CCC Billing Log Sales IT OSO Quarterly Performance Time Waiting Time for Payoffs, Service Exceptions,

Approvals Time Trials Customer Surveys

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Project DMAIC Checklist/Status

Problem Statement: The generation of the sales forms package is time consuming and prone to errors. The average order package contains 20 pages. An order may require as many as 22 different forms, worksheets, and printouts. In the NER, for example, the percent of correct paperwork that arrives at the CCC was 93.29% for one marketplace in 9/03…35 deals were not invoiced due to paperwork issues.

Black Belt: Art Zieky CTS’s: _______________________________________________________

Project Champion: Rita Anderson, Kim Bagi Defects to be Reduced: Inaccurate and Incomplete Paperwork; Time to prepare paperwork package

Deployment Champion: Andrew Twadelle Beginning DPMO/Sigma Level: ___________________________________

Master Black Belt: E. Dan Douglas Final DPMO/Sigma Level: ________________________________________

Six Sigma Project DMAIC Checklist

Project : Sales Forms Package

Define Measure Analyze Improve Control

Completion Date: Completion Date: Completion Date: Completion Date:

Discover Variable Relationships

Establish Current Performance

Establish Performance Objective

ID Alternative Solutions

Determine “Best Fit” Solution

Establish Process Tolerances

Update FMEA

Develop Pilot Plan

Pilot “Best Fit” Solution

Validate Improved Performance

Conduct Cost/Benefit Analysis

Complete Improve Phase Project Review

Redefine Process Capability

Develop Control Plan

Develop Mitigation Plan

Implement Process Controls

Develop Monitoring Plan

Implement Process Control Plan

Obtain Financial Validation

Completion Date:

Define Project Scope

Initiate Team (Kick-off)

ID Process Customers

ID Process CTS’s

ID Process Metrics (Y’s)

Complete SIPOC Map

Complete Define PhaseProject Review

Receive Approval to Move to theMeasure Phase

Receive Approval to Move to theControl Phase

Confirm Baseline Capability

Identify Sources of Variation

Complete Detailed Process Map

Complete C&E Diagram & Matrix

Complete FMEA

Perform Data Collection for Analysis

Screen Potential Causes

Conduct Graphical Analysis-

Conduct Hypothesis Testing

Complete Root Cause Analysis

Receive Approval to Move to theAnalyze Phase

Develop Data Collection & Sampling Plan

Identify Potential X’s

Validate Measurement System

Collect Data on Y’s

Perform Capability Analysis

Voice of Process/Benchmark

Define Performance Objectives

Complete Measure Phase Project Review

Receive Approval to Move to theAnalyze Phase

Receive Approval to Close the Project

Complete Control Phase Project Review

Obtain Financial Analyst Sign Off

Obtain MBB Sign Off

Obtain Project Champion Sign Off

Obtain Steering Committee Sign OffComplete Analyze Phase Project Review

Leverage Project within Organization

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Questions