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3 Project Definition n Problem Statement: 75% of the ‘Connected’ new device being delivered cannot be set up while the Delivery People are there. This causes the ‘connected’ old device to be left and picked up later, thus causing an unnecessary trip. n Project Definition: Coordination of Professional Services/Service Techs with Warehouse/Delivery to eliminate 500+ unnecessary follow-up trips n Project Benefits: 500 unnecessary trips per month x $61 per trip $30,500 potential monthly savings $366,000 potential yearly savings
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Set Up-Pick UpCoordinationAsset Recovery Cluster
Black Belt Brent WigingtonWesternMountain West
2
Background – Current Process
NASSD & SOW are information gatherers, not schedulers
Delivery Schedule does not include necessary information to schedule
Customer dissatisfaction due to space requirements
Inability to disposition the return device and resale quickly
Manage emergency set up vs. proactive set ups
3
Project Definition
Problem Statement:
75% of the ‘Connected’ new device being delivered cannot be set up while the Delivery People are there. This causes the ‘connected’ old device to be left and picked up later, thus causing an unnecessary trip.
Project Definition:
Coordination of Professional Services/Service Techs with Warehouse/Delivery to eliminate 500+ unnecessary follow-up trips
Project Benefits: 500 unnecessary trips per month
x $61 per trip $30,500 potential monthly savings $366,000 potential yearly savings
4
Project Definition, Cont’d
Financial Benefits: Reduce delay time to invoice
Project Metric “Y”: Y = # of unnecessary follow-up trips to pick up used devices
Defect Definition: An unnecessary, follow-up trip (to pick up a ‘connected,’ used device that could not be picked up at the time of delivery because ‘connected,’
new device could not be set up to print.)
Leveragability: Project can be leveraged with other BB projects Reduce rework and uncertainty in Professional Service’s
coordination process.
5
Project Team
Champion – Mike Jenkins Process Owner – Dual Ownership Financial Analyst – Jason Henson Black Belt – Brent Wigington Master Black Belt – Dan Douglas Team Members:
IT Support – Rob Judy Traffic– Heath Harris Configuration – George Specialist – Alan Brooks Professional Services -- Open
6
Cost of Delivery
Salary49%
Salary - Benefits
15%
Truck-Lease Rate/Mile
15%
Truck-Operating
Cost16%
Salary - Overtime
5%
Sample Data - Breakdown of $61.00 per delivery costs from Central, La Mirada, and West Borough
7
30,000’ Process Map
SignesSOW
Pro
fess
iona
lS
ervi
ces
Ser
vice
Tech
nici
ans
SellsConnected
DeviceSal
es R
ep
SignesContract
orAddendumC
usto
mer
Fills outpaperwork
SOW
Sal
esM
anag
er
Expressesinterest inConnected
Device
GivescustomerNASSDto fill out
Fills outpaperwork
NASSD
CompletedNASSD
Delivershard copyof SOW
SignesSOW
PutssignedSOW
into OrderPacket
Deliversdigital
NASSD
Ord
erC
oord
inat
ors
Receivesorder
packet
War
ehou
se
Sends"tomorrow"
deliveryschedule
Findscustomer's
device
SchedulesPro.
Services
Schedulestime for
customer
Devicegets
connected
Receivesdigital
NASSD
Receivesdigital
NASSD
Sale to Connect Process
8
Conflict Resolution
Coordination ofDelivery
&Set Up
Warehouse hasdelivery information
day before
Professional Servicesdoes not have timewith 24 hour notice
SOW does not havescheduling
CC does not havescheduling capability
SOW & NASSD arefilled out by Sales Rep
SOW & NASSD areincluded in the order
packet
9
Project DMAIC Checklist/Status
Problem Statement:
Black Belt: _______________Brent Wigington________________ CTS’s: _________________Timely Set up, One device________________
Project Champion: ________Mike Jenkins (Greenville)_________ Defects to be Reduced: ___# of devices not picked up at delivery______
Deployment Champion: ____Andrew Twadelle_______________ Beginning DPMO/Sigma Level: ___________________________________
Master Black Belt: _________Dan Douglas____________________ Final DPMO/Sigma Level: ________________________________________
Six Sigma Project DMAIC Checklist
Project :__Set up-Pick up Coordination________
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 Off
Complete Analyze Phase Project Review
Leverage Project within Organization
