ASQ International Team Excellence Award

Transcription

1 ASQ International Team Excellence Award World Conference on Quality and Improvement May 21 23, 2012 Anaheim, CA

2 About The National Reconnaissance Office 1

3 Media Services Center Mission Revolutionizing media services in support to the NRO Mission. Vision The Intelligence Community's choice for SMART MEDIA. 2

4 1 Project Selection and Purpose 3

5 1Aa Describe the types of data and quality tools used to select the project and why they were used. Define Measure Analyze Improve Control Selection and Purpose Selection and Purpose Possible Root Causes Validated Root Causes Solutions Implementation DATA DATA METHODS METHODS METHODS CONTROL SYSTEM Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment TOOLS Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Statistical Analysis Graphical Analysis Waste Analysis Quality Function Deployment Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee TOOLS TOOLS TOOLS TOOLS Performance Database Affinity Performance Diagrams Database Stakeholder Group Meetings Stakeholder/Team Meetings HOQ Affinity Diagrams Weekly Team Meetings Pareto Charts Mind Mapping VOC VOC Surveys Surveys Fishbone/C&E Fishbone/C&E CTQ CTQ check check sheet 5 Whys Histograms Fishbone/C&E Pareto Charts Run Charts Run Charts As-Is As-Is Process Map Control Charts Prioritization Matrix SIPOC SIPOC Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel Impact/Ease Matrix I accept the Define Tollgate. Signed I accept the Define Tollgate. Signed I accept the Measure Tollgate. Signed I accept the Analyze Tollgate. Signed I accept the Improve Tollgate. Signed I accept the Control Tollgate. Signed Project Champion Project Champion COMPLETED JUNE 09 Project Champion Project Champion Project Champion Project Champion COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING COMPLETED JUNE 09 4

6 1Aa Describe the types of data and quality tools used to select the project and why they were used. Strategic Planning Committee Continuous Process Improvement Data and Quality Tools Why Used Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Provides detailed metrics on process and performance Provides essential Voice-of-the-Customer feedback Provides critical Voice-of-the-Employee feedback Sustains and improves organizational processes Baldrige Performance Excellence Assessment 5

7 1Ab Explain the reasons why the project was selected. MS&O Organizational Goals Provide World Class Customer Service Attract, Develop, and Value Workforce Our Project MSC Project Creation Process Breakthrough and Continual Improvement MSC Organizational Goals Positive Customer Experience Workforce Requirements Products/Services/Processes Performance Measures Customer Satisfaction Quality Cycle Time Accuracy Timeliness Data Collection Results Customer Satisfaction Declined by 2.7% Project Creation Cycle Time was 11.5 min. Production Cost Increase by 15% 24hr Response-to-Customer down to 93% 20% of collection process was inconsistent 14 Duplicate = 29% Redundancies 69 Total Fields = 47% Unused 6

8 1Ac Describe the involvement of potential stakeholders in project selection Potential Stakeholders Sponsor Champion Involvement Description Resource Approvals SPC (Strategic Planning Team) Results Team Resources Facilitator/SSBB Production Managers (PMs) Customer Service Representative (CSR) External Customers Project Selection Team SPC (Strategic Planning Team) Results Project Selection Objectives Project Selection Team Project Selection Team Performance Database Analysis Customer Dissatisfaction Reports VOC and Face-to-Face Interviews Key: = Internal Customers = External Customers 7

9 1Ba Identify the affected organizational goals, performance measures, and/or strategies. MS&O Organizational Goals Provide World Class Customer Service Attract, Develop, and Value Workforce Breakthrough and Continual Improvement Project Goals Decrease Project Defects by 49% Reduce Cycle Time by 50% MSC Organizational Goals Positive Customer Experience Workforce Requirements Products/Services/Processes Performance Measures Customer Satisfaction Quality Cycle Time Accuracy Timeliness 8

10 1Bb Identify the types of impact on each goal, performance measure, and/or strategy. MS&O Organizational Goals Provide World Class Customer Service Attract, Develop, and Value Workforce Breakthrough and Continual Improvement Impact Better Customer Experience Repeatable Processes Streamline Processes Project Goals Decrease Project Defects by 49% Reduce Cycle Time by 50% MSC Organizational Goals Positive Customer Experience Workforce Requirements Products/Services/Processes Impact Improved Communication Incorporate Customer Expectations Cost Savings Performance Measures Customer Satisfaction Quality Cycle Time Accuracy Timeliness Impact Increase Customer Survey Rating Eliminate Redundant Processes Faster Project Turn-around Reduce Defects Eliminate Excess Processes 9

11 1Bc Identify the degree of impact on each goal, performance measure, and/or strategy and how this was determined. MS&O Organizational Goals Provide World Class Customer Service Attract, Develop, and Value Workforce Breakthrough and Continual Improvement Impact Better Customer Experience Repeatable Processes Streamline Processes Impact Project Goals Decrease Project Defects by 49% Reduce Cycle Time by 50% MSC Organizational Goals Positive Customer Experience Workforce Requirements Products/Services/Processes Impact Improved Communication Incorporate Customer Expectations Cost Savings Performance Measures Customer Satisfaction Quality Cycle Time Accuracy Timeliness Impact Increase Customer Survey Rating Eliminate Redundant Processes Faster Project Turn-around Reduce Defects Eliminate Excess Processes Key: H = >2% Increase M= 1-2% Increase L = <1% Increase 10

12 1Ca Identify potential internal and external stakeholders and explain how they were identified. Stakeholders Involvement Tools Internal Senior Leaders Director Sponsor Champion Brainstorming Brainstorming SIPOC As-Is Process Map Internal Workforce SSMBB Facilitator SIPOC Process Map Database Admin Customer Service Representative (CSR) SIPOC + Process Mapping Tech Support External Production Managers (PMs) Customers Brainstorming Results Black Belts Workforce Support Team Subject Matter Experts 11

13 1Cb Identify the types of potential impact on stakeholders and explain how these were determined. Internal Senior Leaders Internal Workforce Stakeholders Positive Impact Negative Impact Director Sponsor Champion SSMBB Facilitator Database Admin Customer Service Representative (CSR) Organizational Goals Cost Savings Cost Savings Increase Net Promoter Score High Team Morale Consistent Customer Experience Proven Method to Process Improvement SS Learning High - Performing Team Project Delivered On-time Able to Deliver Requested Modification Quality, Accuracy, Satisfaction, Reduce Wasted Efforts Resistance to project failure Resistance to project failure Resistance to staffing levels Resistance to project failure Resistance to low performance Resistance to system limitations Resistance to more work Resistance to new procedures Resistance to learning curve How Impact/Ease Matrix Brainstorming CTQ Analysis Tech Support Database Maintenance Resistance to system limitations Production Managers (PMs) Timeliness, Cycle Time, Reduce Wasted Efforts Resistance to new procedures External Customers World Class Customer Service Resistance to new procedures 12

14 1Cc Identify the degree of potential impact on stakeholders and explain how this was determined. Internal Senior Leaders Internal Workforce Stakeholders Positive Impact Negative Impact Director Sponsor Champion SSMBB Facilitator Database Admin Customer Service Representative (CSR) Organizational Goals Cost Savings Cost Savings Increase Net Promoter Score High Team Morale Consistent Customer Experience Proven Method to Process Improvement SS Learning High - Performing Team Project Delivered On-time Able to Deliver Requested Modification Quality, Accuracy, Satisfaction, Reduce Wasted Efforts High Resistance to project failure Med High Resistance to project failure High High Resistance to staffing levels High High Resistance to project failure Med High Resistance to low performance Med Med High Resistance to system limitations Resistance to more work Resistance to new procedures Resistance to learning curve Med Med How Brainstorming Multi-voting CTQ Analysis External Tech Support Database Maintenance Med Resistance to system limitations Med Production Managers (PMs) Timeliness, Cycle Time, Reduce Wasted Efforts High Resistance to new procedures Med Customers World Class Customer Service High Resistance to new procedures Med Key: = High = Medium = Low 13

15 2 Current Situational Analysis 14

16 2Aa Describe the methods and tools used to identify possible root causes. Define Measure Analyze Improve Control Selection and Purpose Possible Root Causes Validated Root Causes Solutions Implementation DATA METHODS METHODS METHODS CONTROL SYSTEM Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment Possible Root Causes METHODS Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Statistical Analysis Graphical Analysis Waste Analysis Quality Function Deployment Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee TOOLS TOOLS TOOLS TOOLS Stakeholder Group Meetings Weekly Team Stakeholder Meetings Group Meetings Stakeholder/Team Meetings HOQ Fishbone/C&E Weekly Team Meetings Pareto Charts Mind Mapping Fishbone/C&E Fishbone/C&E 5 Whys 5 Whys Histograms Fishbone/C&E Run Charts Run Charts Run Charts Control Charts Control Charts Prioritization Matrix Histogram Histogram Mean/Stand. Dev. Mean/Stand. Pareto Dev. Charts Pareto Charts Process Mapping Process Mapping Baseline Sigma Baseline Sigma HOQ HOQ Excel Excel Performance Database Affinity Diagrams VOC Surveys CTQ check sheet Pareto Charts As-Is Process Map SIPOC I accept the Define Tollgate. Signed TOOLS I accept the Measure Tollgate. Signed I accept the Measure Tollgate. Signed I accept the Analyze Tollgate. Signed Impact/Ease Matrix I accept the Improve Tollgate. Signed I accept the Control Tollgate. Signed Project Champion Project Champion Project Champion Project Champion Project Champion Project Champion COMPLETED JUNE 09 COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING COMPLETED JULY 09 15

17 2Aa Describe the methods and tools used to identify possible root causes. Measure Possible Root Causes METHODS Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) TOOLS Stakeholder Group Meetings Weekly Team Meetings Fishbone/C&E 5 Whys Run Charts Control Charts Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel I accept the Measure Tollgate. Signed Production Managers CTQ Survey What do you think about the Project Creation Process? What do you find as value from the process? What do you find as non-value from the process? How would they feel if the need was addressed? How would they feel if the need was not addressed? Production Managers CTQ Responses Categories Responses Performance Database Saves Time 5 Performance Database Process works 4 Performance Database Process is Inconsistent 22 Performance Database Process is Redundant 8 Performance Database Needs Modifications 5 Project Champion COMPLETED JULY 09 16

18 2Aa Describe the methods and tools used to identify possible root causes. Measure Possible Root Causes METHODS Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) TOOLS Stakeholder Group Meetings Weekly Team Meetings Fishbone/C&E 5 Whys Run Charts Control Charts Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel I accept the Measure Tollgate. Signed Fishbone Project Champion COMPLETED JULY 09 17

19 2Ab Describe the team s analysis of data to identify possible root causes. I N P U T S Brainstorming Team/Stakeholder Meetings 5-Whys Surveys VOC Input CTQs Check Sheet Project/Spec Sheet Analysis O U T P U T S Run Charts VOC Outcomes Critical to Quality (CTQs) Pareto Charts Fishbone Diagram Data Mining Current Situation Results 20 Process Steps 4 Decision Points 29% Redundant points 47% Excess points O U T P U T S Process Outcomes As-Is Process Map Frequency Distribution Process Variation Project Defects Baseline Sigma Process Capability Histograms Mean/Standard Deviation 13 Possible Root Causes Lack of CSR Training Customer Education Campaign vs. Individual Project vs. Request SOPs Lack of Communication Standard Between Depts. Spec sheet void of proper information/have issues Lack of Info from Customer at Start Multiple Methods to Relay Project Information Too Many Unused Performance Database Fields Virtual Storefront Redundancy Distractions 18

20 2Ab Describe the team s analysis of data to identify possible root causes. Brainstorming + 5 Whys = Possible Root Causes 19

21 2Ac Describe how or if any of the stakeholders were involved in identifying the possible root causes. Internal Senior Leaders Stakeholders Brainstorming S T A K E H O L D E R I N V O L V E M E N T Data Mining Project Team As-Is Process Process Capability 5-Whys Impact Director YES High Sponsor YES YES YES YES YES High Champion YES YES YES YES High SSMBB YES YES High Internal Workforce Facilitator YES YES YES YES YES High Database Admin YES YES Low Customer Service Representative (CSR) YES YES YES YES YES YES High Tech Support YES Low Production Managers (PMs) YES YES YES YES High External Customers YES YES YES YES YES YES High 20

22 2Ba Describe the methods and tools used to identify the final root causes. Define Measure Analyze Improve Control Selection and Purpose Possible Root Causes Validated Root Causes Solutions Implementation DATA METHODS METHODS METHODS CONTROL SYSTEM Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Statistical Analysis Graphical Analysis Waste Analysis TOOLS TOOLS TOOLS TOOLS Stakeholder/Team Meetings Stakeholder Group Meetings Pareto Charts Stakeholder/Team Meetings HOQ Weekly Team Meetings Pareto Charts Mind Mapping Fishbone/C&E Fishbone/C&E Fishbone/C&E 5 Whys Histograms Histograms Fishbone/C&E Run Charts Run Charts Run Charts Control Charts Prioritization Prioritization Matrix Matrix Performance Database Affinity Diagrams VOC Surveys CTQ check sheet Pareto Charts As-Is Process Map SIPOC Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel Validated Root Causes Brainstorming Statistical Analysis Graphical Analysis Waste Analysis METHODS TOOLS Quality Function Deployment Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee Impact/Ease Matrix I accept the Define Tollgate. Signed I accept the Measure Tollgate. Signed I accept the Analyze Tollgate. Signed I accept the Analyze Tollgate. Signed I accept the Improve Tollgate. Signed I accept the Control Tollgate. Signed Project Champion Project Champion Project Champion Project Champion Project Champion Project Champion COMPLETED JUNE 09 COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING COMPLETED SEPT 09 21

23 2Ba Describe the methods and tools used to identify the final root causes. I N P U T S Analysis Brainstorming 33 Possible Root Causes Fishbone CTQ Feedback Performance Database 3 Final Root Causes O U T P U T S CTQ Feedback 5 Final Root Cause Categories Pareto Charts O U T P U T S Process Outcomes Histograms Run Charts Project Defects Project Cycle Times 22

24 2Bb Describe the team s analysis of data to select the final root causes. Defect Definitions Q U A L I T Y O F S E R V I C E Primary: A defect is any characteristic not meeting minimum customer requirements for project creation. C Y C L E T I M E Secondary: >6 minutes to create a project or project request. 23

25 2Bb Describe the team s analysis of data to select the final root causes. Production Managers VOC Analysis Pareto Chart Voice of Customer Production Managers CTQ Responses Categories Responses Performance Database Saves Time 5 Performance Database Process Works 4 Performance Database Process is Inconsistent 22 Performance Database Process is Redundant 8 Performance Database Needs Modifications 5 Performance Database Saves Time Performance Database Process Works Performance Database Process is Inconsistent Performance Database Process is Redundant Performance Database Needs Modifications Number of CTQ Responses 24

26 2Bb Describe the team s analysis of data to select the final root causes. Process Analysis Project Creation Before = 11.5 Minutes Project Creation Sample Cycle 11.5 Minute Average x More Project Creation Sample Distribution (in Minutes) Project Creation Samples Target <6 Target <6 25

27 2Bb Describe the team s analysis of data to select the final root causes. Pattern Discovered Project Creation Before = 11.5 Minutes More Project Creation Sample Distribution (in Minutes) Performance Database Saves Time Performance Database Process Works Performance Database Process is Inconsistent Performance Database Process is Redundant Performance Database Needs Modifications Pareto Chart Voice of Customer Number of CTQ Responses 26

28 2Bb Describe the team s analysis of data to select the final root causes. Inconsistent Processes Redundant Processes Performance Database Inefficiencies 27

29 2Bc Identify the root causes and explain how the team validated the final root causes. I N P U T S Project Goals Sigma Defect Results (Process) Brainstorming (5 Whys) Affinity Blind Survey O U T P U T S Validated Final Root Causes Inconsistent Processes Redundant Processes Performance Database Inefficiencies Fishbone Diagram (VOC Results) 28

30 Brian Connie Tom Jessica Kevin O. Section 2Bc Identify the root causes and explain how the team validated the final root causes. PM Stakeholders Sum Rank Sum Rank

31 2Bc Identify the root causes and explain how the team validated the final root causes. 30

32 2Bc Identify the root causes and explain how the team validated the final root causes. I N P U T S Project Goals Sigma Defect Results (Process) O U T P U T S Validated Final Root Causes Inconsistent Processes Redundant Processes Performance Database Inefficiencies Brainstorming (5 Whys) Affinity Blind Survey MS&O Organizational Goals Provide World Class Customer Service Attract, Develop, and Value Workforce Breakthrough and Continual Improvement MSC Performance Measures Fishbone Diagram (VOC Results) Customer Satisfaction Quality Cycle Time Accuracy Timeliness 31

33 3 Solution Development 32

34 3Aa Describe the methods and tools used to develop possible solutions. Define Measure Analyze Improve Control Selection and Purpose Possible Root Causes Validated Root Causes Solutions Implementation DATA METHODS METHODS METHODS CONTROL SYSTEM Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Statistical Analysis Graphical Analysis Waste Analysis Quality Function Deployment TOOLS TOOLS TOOLS TOOLS HOQ Stakeholder Group Meetings Stakeholder/Team Meetings Mind Mapping HOQ Weekly Team Meetings Pareto Charts Mind Mapping Fishbone/C&E Fishbone/C&E Impact/Ease Impact/Ease Matrix Matrix Fishbone/C&E Performance Database Affinity Diagrams VOC Surveys CTQ check sheet Pareto Charts As-Is Process Map SIPOC 5 Whys Run Charts Control Charts Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel Histograms Run Charts Prioritization Matrix Fishbone/C&E Solutions METHODS Quality Function Deployment TOOLS Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee I accept the Define Tollgate. Signed I accept the Measure Tollgate. Signed I accept the Analyze Tollgate. Signed I accept the Improve Tollgate. Signed I accept the Improve Tollgate. Signed I accept the Control Tollgate. Signed Project Champion Project Champion Project Champion Project Champion Project Champion Project Champion COMPLETED JUNE 09 COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING COMPLETED JAN 10 33

35 3Aa Describe the methods and tools used to develop possible solutions. I N P U T S HOQ Customer CTQ Requirements Final Root Causes O U T P U T S Possible Solutions I N P U T S Brainstorming Mind Mapping Exercise I N P U T S Impact/Ease Matrix High Impact I N P U T S Fishbone Links to validated root causes Easy to Moderately Easy 34

36 3Aa Describe the methods and tools used to develop possible solutions. House of Quality: = Analytical Hierarchy Process = Affinity Diagrams = Interrelationships Diagrams 35

37 3Ab Describe the team s analysis of data to develop possible solutions. 64 Possible Solutions linked to 9 categories Mindmapping Brainstorming Exercise 1. CSR Training 2. Project Creation SOP 3. Info Transfers Performance Database 4. Specs/Templates 1. Shadowing Program 10. SOP on how to make a project in 17. Enter info once and it carries over to other 23. Update spec questions 2. SOPs on what a CSR is responsible for Performance Database modules? 24. Update business area templates 3. What is our MSC product line? 11. PM Project Review 18. Need help from tech support 25. SOP for updating specs/templates 4. CSR pretends to be a customer and walks 12. Detailed list of questions for CSRs to ask 19. Need to determine what is the important info 26. Put reminder on MSC master calendar through the process customer that needs to be transferred over 27. Are we going to use specs sheets? 5. Designers pretend to be a CSR and walk 13. Binder with forms that include intake info 20. Revisit the value/non value added exercise 28. Clean up the templates, eliminate unused through the process and spec questions on the project/project request fields 29. Who fills in the spec sheets? CSRs/PMs 6. Customer interview regarding the process 14. Explain the new an MSC All Hands 21. Can Performance Database pull info from 30. What products require a spec sheet? 7. What products do/don t we support 15. Upload to MSC SOP folder in Sharepoint another app? 31. We pull metrics from? Specs or templates? 8. Do we have policies to show the customer? 16. Project Request or Project for all depts 22. Can we connect virtual storefront to 9. SHCC and online SH training Performance Database? Instructions Step 1: Generate Solutions by using a brainstorm technique called Mindmapping. Diagram concepts stemming from the original problem statement. Step 2: Evaluate Solutions by using the Ease/Impact Matrix. Narrow down solutions by quality (Impact) and efficiency of implementation (Ease). This helps you visualize which solutions are ready to implement. Solutions fall into three categories: 1) Simple solution, easy to implement 2) Solution and implementation plan needs to be refined 3) Need a miracle/innovation to solve the problem Original Problem Statement Why has cycle time increased in the Project Creation Process? Mindmapping Statement How can we decrease the cycle time in the Project Creation Process? Boxes 1-8 are validated x s from the Fishbone Diagram which have been prioritized using the HOQ rankings. CSR Admin Plan 32. A structured plan to manage normal interruptions (#13 on fishbone but didn t map back to the HOQ) 33. Storefront Calendar (how do we measure success?) 34. Interviews w/customers who had a positive MSC experience 35. CSR Sharepoint site to include forms, policies, SOPs, customer delivery 36. Who handles projects when a CSR is out? 37. How do you determine who gets what job? 38. How do we coordinate projects with team leads? CSRs vs. PMs. 39. Define roles between CSRs, PMs, traffic Mgr. 5. Customer Education 6. Info on Single Sheet 7. Efficient Proj Creation 8. Scheduling SOP 52. How do we get the right info from the 44. How do we get imp info on 1 sheet? 41. Performance Database GUI changes 40. SOP on how to schedule a project for PMs customer the first time? 45. What is considered imp info 42. Limit fields 53. Meet w/each customer 46. Need help from tech support 43. Good template info transfer 54. Inspect assets, in the right format 47. Can we customize what goes on the info 55. SOP on what is the right format sheet that is printed out/sent to customer 56. Business area ads to inform customers 48. Do we need specs sheets? 57. Case studies 49. Eliminate unused fields 58. Open Storefront 50. Who will be getting this sheet? 59. SH training 51. Project sheet = customer contract 60. Target specific groups and do brown bags 61. Post policies online 62. Refine rack cards 63. Post what we do/what we don t do online 64. Format for educating the customer 36

38 Impact Low Medium High Section 3Ab Describe the team s analysis of data to develop possible solutions. 2, 3, 6, 7, 10, 11, 12, 13, 19, 23, 34, 39, 45, 48, 51, 52, 54, 55, 58, 61, 62, 63 Impact/Ease Matrix Boxes 1-4: High Priority Candidates Boxes 5-8: Need Further Evaluation Box 9: Not good candidates right now , 16, 24, 27, 28, 29, 30, 31, 47, 56, 60, 64 17, 18, 20, 21, 22, 41, 42, 43, 44, 46, , 35 8, , 5, 15, 25, 26, 32, 33, 36, 37 9, 59 Easy Moderate Difficult Ease 37

39 Impact Low Medium High Section 3Ab Describe the team s analysis of data to develop possible solutions. 64 Possible Solutions linked to 9 categories 1. CSR Training 1. Shadowing Program 2. SOPs on what a CSR is responsible for 3. What is our MSC product line? 4. CSR pretends to be a customer and walks through the process 5. Designers pretend to be a CSR and walk through the process 6. Customer interview regarding the process 7. What products do/don t we support 8. Do we have policies to show the customer? 9. SHCC and online SH training Mindmapping Brainstorming Exercise 30 Sept Project Creation SOP 3. Info Transfers CMP 10. SOP on how to make a project in CMP 17. Enter info once and it carries over to other 11. PM Project Review modules? 12. Detailed list of questions for CSRs to ask 18. Need help from tech support customer 19. Need to determine what is the important info 13. Binder with forms that include intake info that needs to be transferred over and spec questions 20. Revisit the value/non value added exercise 14. Explain the new an MSC All Hands on the project/project request fields 15. Upload to MSC SOP folder in Sharepoint 21. Can CMP pull info from another app? 16. Project Request or Project for all depts 22. Can we connect virtual storefront to CMP? 4. Specs/Templates 23. Update spec questions 24. Update business area templates 25. SOP for updating specs/templates 26. Put reminder on MSC master calendar 27. Are we going to use specs sheets? 28. Clean up the templates, eliminate unused 29. Who fills in the spec sheets? CSRs/PMs 30. What products require a spec sheet? 31. We pull metrics from? Specs or templates? Boxes 1-4: High Priority Candidates Impact/Ease Matrix Boxes 5-8: Need Further Evaluation Box 9: Not good candidates right now 1 2, 3, 6, 7, 10, 11, 2 1, 16, 24, 27, 28, 7 12, 13, 19, 23, 29, 30, 31, 47, 34, 39, 45, 48, 56, 60, 64 51, 52, 54, 55, 17, 18, 20, 21, 22, 41, 42, 43, 44, 46, 49 58, 61, 62, 63 Instructions Step 1: Generate Solutions by using a brainstorm technique called Mindmapping. Diagram concepts stemming from the original problem statement. Step 2: Evaluate Solutions by using the Ease/Impact Matrix. Narrow down solutions by quality (Impact) and efficiency of implementation (Ease). This helps you visualize which solutions are ready to implement. Solutions fall into three categories: 1) Simple solution, easy to implement 2) Solution and implementation plan needs to be refined 3) Need a miracle/innovation to solve the problem Original Problem Statement Why has cycle time increased in the Project Creation Process? Mindmapping Statement How can we decrease the cycle time in the Project Creation Process? Boxes 1-8 are validated x s from the Fishbone Diagram which have been prioritized using the HOQ rankings. CSR Admin Plan 32. A structured plan to manage normal interruptions (#13 on fishbone but didn t map back to the HOQ) 33. Storefront Calendar (how do we measure success?) 34. Interviews w/customers who had a positive MSC experience 35. CSR Sharepoint site to include forms, policies, SOPs, customer delivery 36. Who handles projects when a CSR is out? 37. How do you determine who gets what job? 38. How do we coordinate projects with team leads? CSRs vs. PMs. 39. Define roles between CSRs, PMs, traffic Mgr , 35 8, Customer Education 52. How do we get the right info from the customer the first time? 53. Meet w/each customer 54. Inspect assets, in the right format 55. SOP on what is the right format 56. Business area ads to inform customers 57. Case studies 58. Open Storefront 59. SH training 60. Target specific groups and do brown bags 61. Post policies online 62. Refine rack cards 63. Post what we do/what we don t do online 64. Format for educating the customer 6. Info on Single Sheet 44. How do we get imp info on 1 sheet? 45. What is considered imp info 46. Need help from tech support 47. Can we customize what goes on the info sheet that is printed out/sent to customer 48. Do we need specs sheets? 49. Eliminate unused fields 50. Who will be getting this sheet? 51. Project sheet = customer contract 7. Efficient Proj Creation 41. CMP GUI changes 42. Limit fields 43. Good template info transfer 8. Scheduling SOP 40. SOP on how to schedule a project for PMs 4, 5, 15, 25, 26, 9, 59 32, 33, 36, 37 Easy Moderate Difficult Ease 38

40 High Section 3Ab Describe the team s analysis of data to develop possible solutions. 5. Customer Education 52. How do we get the right info from the customer the first time? 53. Meet w/each customer 54. Inspect assets, in the right format 55. SOP on what is the right format 56. Business area ads to inform customers 57. Case studies 58. Open Storefront 59. SH training 60. Target specific groups and do brown bags 61. Post policies online 62. Refine rack cards 63. Post what we do/what we don t do online 64. Format for educating the customer 1 2, 3, 6, 7, 10, 11, 12, 13, 19, 23, 34, 39, 45, 48, 51, 52, 54, 55, 58, 61, 62, 63 39

41 3Ac Indicate the criteria the team decided to use in selecting the final solutions. I N P U T S Organizational Goals Provide World Class Customer Service Attract, Develop, and Value Workforce Breakthrough and Continual Improvement The Criteria Optimized Customer Experience Workforce Impact Reduce Defects/Cost Savings I N P U T S MSC Goals Deliver 100% on customer expectations Ensure 100% of the required project information is obtained from the customer the first time. Acknowledge and/or process all customer job requests within 24 hours Reduce cycle time for the project creation process by 50%, from 11.5 min. to <6 min. O U T P U T S Performance Measures Customer Satisfaction Quality/Accuracy Timeliness Cycle Time 40

42 3Ba Describe the methods and tools used by the team to select the final solutions. Define Measure Analyze Improve Control Selection and Purpose Possible Root Causes Validated Root Causes Solutions Implementation DATA METHODS METHODS METHODS CONTROL SYSTEM Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Statistical Analysis Graphical Analysis Waste Analysis Quality Function Deployment TOOLS TOOLS TOOLS TOOLS HOQ Stakeholder Group Meetings Stakeholder/Team Meetings Mind Mapping HOQ Weekly Team Meetings Pareto Charts Mind Mapping Fishbone/C&E Fishbone/C&E Impact/Ease Impact/Ease Matrix Matrix Fishbone/C&E Performance Database Affinity Diagrams VOC Surveys CTQ check sheet Pareto Charts As-Is Process Map SIPOC 5 Whys Run Charts Control Charts Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel Histograms Run Charts Prioritization Matrix Fishbone/C&E Solutions METHODS Quality Function Deployment TOOLS Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee I accept the Define Tollgate. Signed I accept the Measure Tollgate. Signed I accept the Analyze Tollgate. Signed I accept the Improve Tollgate. Signed I accept the Improve Tollgate. Signed I accept the Control Tollgate. Signed Project Champion Project Champion Project Champion Project Champion Project Champion Project Champion COMPLETED JUNE 09 COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING COMPLETED JAN 10 41

43 3Ba Describe the methods and tools used by the team to select the final solutions. I N P U T S 64 Possible Solutions Mind Mapping Exercise (from 3Ab) O U T P U T S Validated Final Solutions I N P U T S Impact/Ease Matrix High Impact Easy to Moderately Easy I N P U T S Senior Leaders Workforce Customers Stakeholders O U T P U T S Final Solutions I N P U T S HOQ Interrelationship Diagrams 42

44 Impact Low Medium High 1. Shadowing Program 2. SOPs on what a CSR is responsible for 3. What is our MSC product line? 4. CSR pretends to be a customer and walks through the process 5. Designers pretend to be a CSR and walk through the process 6. Customer interview regarding the process 7. What products do/don t we support 8. Do we have policies to show the customer? 9. SHCC and online SH training Step 1: Generate Solutions by using a brainstorm technique called Mindmapping. Diagram concepts stemming from the original problem statement. Step 2: Evaluate Solutions by using the Ease/Impact Matrix. Narrow down solutions by quality (Impact) and efficiency of implementation (Ease). This helps you visualize which solutions are ready to implement. Solutions fall into three categories: 1) Simple solution, easy to implement 2) Solution and implementation plan needs to be refined 3) Need a miracle/innovation to solve the problem 52. How do we get the right info from the customer the first time? 53. Meet w/each customer 54. Inspect assets, in the right format 55. SOP on what is the right format 56. Business area ads to inform customers 57. Case studies 58. Open Storefront 59. SH training 60. Target specific groups and do brown bags 61. Post policies online 62. Refine rack cards 63. Post what we do/what we don t do online 64. Format for educating the customer 10. SOP on how to make a project in CMP 11. PM Project Review 12. Detailed list of questions for CSRs to ask customer 13. Binder with forms that include intake info and spec questions 14. Explain the new an MSC All Hands 15. Upload to MSC SOP folder in Sharepoint 16. Project Request or Project for all depts 44. How do we get imp info on 1 sheet? 45. What is considered imp info 46. Need help from tech support 47. Can we customize what goes on the info sheet that is printed out/sent to customer 48. Do we need specs sheets? 49. Eliminate unused fields 50. Who will be getting this sheet? 51. Project sheet = customer contract 17. Enter info once and it carries over to other modules? 18. Need help from tech support 19. Need to determine what is the important info that needs to be transferred over 20. Revisit the value/non value added exercise on the project/project request fields 21. Can CMP pull info from another app? 22. Can we connect virtual storefront to CMP? 41. CMP GUI changes 42. Limit fields 43. Good template info transfer 23. Update spec questions 24. Update business area templates 25. SOP for updating specs/templates 26. Put reminder on MSC master calendar 27. Are we going to use specs sheets? 28. Clean up the templates, eliminate unused 29. Who fills in the spec sheets? CSRs/PMs 30. What products require a spec sheet? 31. We pull metrics from? Specs or templates? 32. A structured plan to manage normal interruptions (#13 on fishbone but didn t map back to the HOQ) 33. Storefront Calendar (how do we measure success?) 34. Interviews w/customers who had a positive MSC experience 35. CSR Sharepoint site to include forms, policies, SOPs, customer delivery 36. Who handles projects when a CSR is out? 37. How do you determine who gets what job? 38. How do we coordinate projects with team leads? CSRs vs. PMs. 39. Define roles between CSRs, PMs, traffic Mgr. 40. SOP on how to schedule a project for PMs Section 3Bb Describe the team s analysis of data to select the final solutions. 64 Possible Solutions 64 Possible Solutions linked to 9 categories Mindmapping Brainstorming Exercise 30 Sept CSR Training 2. Project Creation SOP 3. Info Transfers CMP 4. Specs/Templates 8 Final Solutions Instructions 5. Customer Education Original Problem Statement Why has cycle time increased in the Project Creation Process? Mindmapping Statement How can we decrease the cycle time in the Project Creation Process? Boxes 1-8 are validated x s from the Fishbone Diagram which have been prioritized using the HOQ rankings. 6. Info on Single Sheet 7. Efficient Proj Creation CSR Admin Plan 8. Scheduling SOP 1 - Direct Customer Contact/Inspect Media Assets 2 - CSR Shadow Program & Workforce Training + Impact/Ease Matrix Boxes 1-4: High Priority Candidates Impact/Ease Matrix Boxes 5-8: Need Further Evaluation Box 9: Not good candidates right now 1 2, 3, 6, 7, 10, 11, 12, 13, 19, 23, 34, 39, 45, 48, 2 1, 16, 24, 27, 28, 29, 30, 31, 47, 56, 60, , 18, 20, 21, 22, 41, 42, 43, 44, 46, 49 51, 52, 54, 55, 58, 61, 62, , 35 8, 57 = 3 - Create Performance Database SOP/ Production Manager Project Reviews 4 - Create Scheduling SOP 5 - Incorporate Tech Support to Process 6 - Schedule Routine Technical Updates Final Solutions , 5, 15, 25, 26, 9, 59 32, 33, 36, GUI Modifications/Limit Data Fields/Template Modifications + Easy Moderate Difficult Ease Brainstorming 8 - Provide SOP for Routine Template Updates 43

45 3Bb Describe the team s analysis of data to select the final solutions. Key: = Level of Importance = Level of Impact 44

46 3Bc Describe the involvement of stakeholders in the selection of final solutions. I N V O L V E M E N T I N T H E F I N A L S O L U T I O N Internal Senior Leaders Stakeholders Mind Mapping Impact/ Ease Project Team HOQ Meetings Tollgate Reviews Director YES YES Sponsor YES YES YES YES YES Impact on Final Solution Final Approval External Customer Rep Validate solutions during Tollgate Review Provide authority to implement Champion YES YES YES YES YES Provide authority to implement SSMBB YES YES Validate Six Sigma Process Methods and Tools External Customer Rep Internal Workforce Facilitator YES YES YES YES YES YES Consensus lead, Expert in Business Area Database Admin YES YES Validated Database Capabilities Customer Service Representative (CSR) YES YES YES YES YES YES Provide Information, Represent External Customer Interest Tech Support YES YES Provide Technical Guidance Involving Solutions Production Managers (PMs) YES YES YES YES YES YES Provide Information, Expert in Business Area External Customers YES YES YES YES YES YES Provide Feedback 45

47 3Ca Describe the final solutions/improvement actions and explain how the team validated the final solutions. Final Solutions MSC Product Line 1 Direct Customer Contact/Inspect Media Assets Storefront Improvements 2 CSR Shadow Program & Workforce Training SOPs 3 Create Performance Database SOP/ Production Manager Project Reviews 4 Create Scheduling SOP 5 Incorporate Tech Support to Process Performance Database Improvements 6 Schedule Routine Technical Updates 7 GUI Modifications/Limit Data Fields/Template Modifications 8 Provide SOP for Routine Template Updates Descriptions Developed a comprehensive document that outlines MSC s 2010 Product Line. Updated Info cards for MSC storefront and all SHCCs. Implemented a storefront calendar for customer meetings, CSR leave, appointments Created a binder that includes MSC product line, project specs, policies, SOPs, maps, forms, military forms of address, etc Project Creation Process process map, steps for CSRs/PMs. Project Naming Conventions by Department Project Scheduling Template reference document. Addressed the issue of adding new customers and companies. Analyzed Project Setup Page vs. Project Spec Sheet to determine value vs. non value steps. Eliminated project request process Updated spec sheets and scheduling templates 46

48 3Ca Describe the final solutions/improvement actions and explain how the team validated the final solutions. Fishbone House of Quality: = Analytical Hierarchy Process = Affinity Diagrams = Interrelationships Diagrams 47

49 Validation #1 Section 3Ca Describe the final solutions/improvement actions and explain how the team validated the final solutions. 48

50 Validation #2 Section 3Ca Describe the final solutions/improvement actions and explain how the team validated the final solutions. Key: = Correlation Matrix (AHP) = Improvement Direction 49

51 3Cb Indicate the types of tangible and intangible benefits that are expected to be realized by implementing the team s solutions. Tangible and Intangible Benefits Final Solutions Expected Tangibles Expected Intangibles Performance Measures 1 Direct Customer Contact/ Inspect Media Assets Increase Project Accuracy to sigma 2 CSR Shadow Program & Workforce Training Increase CSR and workforce training program to 100% 3 Create Performance Database SOP/Production Manager Project Reviews 4 Create Scheduling SOP 5 Incorporate Tech Support to Process Increase the SOP development processes by 40% Decrease project creation unused data fields by 41% Improve Employee Confidence Improve Employee Pride in Workmanship Better Customer Experience Improved Customer Communication Customer Satisfaction Quality Cycle Time Accuracy Timeliness 6 Schedule Routine Technical Updates Decrease project creation redundancies by 29% 7 GUI Modifications/Limit data fields/template Modifications Decrease project creation unused data fields by 51% 8 Provide SOP for Routine Template Updates Increase the SOP development processes by 20% 50

52 3Cc Explain how the team used data to justify the implementation of the team s solutions. I N P U T S O U T P U T S Final Solutions Justified Final Solutions I N P U T S HOQ Absolute/Relative Weights I N P U T S Stakeholders Brainstorming Performance Goals I N P U T S Process Flow Charts As-is-State Map Future State Map I N P U T S Pick Diagram Easy to Implement Hard to Implement 51

53 4 Project Implementation and Results 52

54 4Aa Indicate the types of internal and external stakeholder involvement in implementation. Internal Senior Leaders Stakeholders Director Sponsor Champion Type of Involvement Provide Final approvals, authority to implement, also provided the necessary resources during Tollgate reviews Internal Workforce External SSMBB Facilitator Database Admin Tech Support Customer Service Representative (CSR) Production Managers (PMs) Customers Provided feedback during every phase of the project especially during planning and developing of knowledge management systems and SOPs Provided specific feedback and implementations on performance database code modifications, technical solutions, also software and hardware installations Involved in every phase of the project; particularly involved in all project actions/created documentations, and executed performance database beta testing Provided feedback on implementation progress 53

55 4Ab Describe how various types of resistance were identified and addressed. 1Cb Impact Mitigation Plan Employee and Customer Training Six Sigma Tollgate Reviews Stakeholder Meetings Feedback Stakeholder Meetings Voice of the Customer Voice of the Employee Stakeholder Involvement in the Improvement Process Communication Plan Tollgate Reviews Feedback from Solution Review Meeting 54

56 4Ac Explain how stakeholder buy-in was ensured. Internal Senior Leaders Stakeholders How buy-in was ensured Supporting Action Director Sponsor Champion Provide validations to Implement Provide validations to Implement Provided Sign-Offs at progress reports Approval for addition funding and resources Internal Workforce SSMBB Facilitator Provided Implementation Tasking/Action Plan Provided Implementation Tasking/Action Plan Database Admin Customer Service Representative (CSR) Tech Support Production Managers (PMs) Provided Database Testing/Approvals Provided Analysis, Validation and Implementation Actions Provided Technical Solutions and Installations Provided Analysis, Validation and Implementation Actions Championing Individual Implementation Plans Attendance to training External Customers One-on-one and face-to-face meetings Positive Customer Feedback 55

57 4Ac Explain how stakeholder buy-in was ensured. Define Measure Analyze Improve Control Selection and Purpose Possible Root Causes Validated Root Causes Solutions Implementation DATA METHODS METHODS METHODS CONTROL SYSTEM Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Statistical Analysis Graphical Analysis Waste Analysis Quality Function Deployment Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee TOOLS TOOLS TOOLS TOOLS Performance Database Affinity Diagrams VOC Surveys CTQ check sheet Pareto Charts As-Is Process Map SIPOC Stakeholder Group Meetings Weekly Team Meetings Fishbone/C&E 5 Whys Run Charts Control Charts Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel Stakeholder/Team Meetings Pareto Charts Fishbone/C&E Histograms Run Charts Prioritization Matrix HOQ Mind Mapping IMPACT/EASE Matrix Fishbone/C&E I accept I accept the the Define Define Tollgate. I accept I accept the the Measure Tollgate. I I accept the Analyze Tollgate. I I accept the the Improve Tollgate. Tollgate. I accept I accept the Control the Control Tollgate. Tollgate. Signed Signed Signed Signed Signed Signed Signed Project Project Champion Project Project Champion Project Champion Project Champion Project Project Champion Champion COMPLETED JUNE 09 COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING COMPLETED JUNE 09 COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING 56

58 4Ba Describe the plan developed by the team to implement its solutions. Solutions to be Implemented What are they? Risk Assessment What are the impacts of the solutions? What to do if Database goes down? Toll Gate Review Gain buy-in Work Plan Who is responsible for what and when? Training Plan Who, what, and where to train? Implementation Final solutions Change Management Strategy Who has to change? How and what will changes effect? Communications Plan Key messages and Stakeholders? When and how to update? Control Plan What metrics need to be tracked? Who controls the process? 57

59 4Ba Describe the plan developed by the team to implement its solutions. ADLI: Approach, Deployment, Learning, Integration Implementation Plan Implementation Plan Solutions to be Implemented Implementation Plan (19) create PROJECTS for all biz areas Solutions to be Implemented Change Management Strategy (19) Determine what important info needs to be transferred over from a request to a project (24) Update business area (schedule) templates Workplan (28) Clean up the templates, eliminate unused (47) Can we customize the info sheet that is sent to the customer? (19) CSRs need to get buy-in from Video/Conf Ctr Workplan (24/28) We need to clean up, update, and eliminate unused (24/28) CSRs need to work with Team Leads and possibly Solutions to be Implemented Workplan (schedule) templates Tech support (47) If we can customize the Project Setup page we can reduce (47) CSR needs to interview Team Leads and ask them what redundant information across ALL business areas (POC #s, pertinent info should be readily available on a Project (setup) deliverables, due date, redos ) sheet Information that can also be helpful for the customer (ie Job jacket) Communications Plan CSRs need to review the feedback, determine what stay/goes (19) Video/Conf Ctr biz areas needs to change. Change Management Strategy (19) Stakeholders are positive as long as all Cust info gets (24/28) This will require Team Leads to review current transferred Change to project Management sheet and Strategy schedule templates and clean up, update, and eliminate (19) SOP Communications CSR then works Plan with Tech Support to create the custom fields (24/28) SOP Communications Plan unused (47) ones. Key Tech stakeholders support may are everyone be called in in center to help who implement. is tasked in (47) Meet with Team leads and educate them on the reasons Performance Database AND our EXT customers who should be why this improvement will impact the overall quality of the getting a Job jacket w/ every request Project sheet. Right now only a limited number of areas use the custom fields, Training Plan CSRs for product location, etc., Management for renegotiated Procedures and Standards (19) Once due the dates, Specs etc., are updated, and DM for training POC secure will be #, minimal etc.. If since we can all (19) Impact will be positive, CSRs will be consistent in project Training Plan Procedures and Standards CSRs create agree project upon for what all other stays/goes biz areas the anyway. stakeholders should buy-in creation fairly easily. (24/28) Minimal training will be needed for the CSRs. They just (24/28) Removing unused templates will be helpful in the need Training to be shown Plan which template to use for each type of Project Procedures creation process, and Standards less and/or more defined templates product. to choose from. (47) Initially it is the CSR that creates projects and populates (47) If we can find an adequate balance of custom fields to the Project Set up page so they will need to be shown how to help all business areas, the updates will have a positive impact. use the new fields. Additionally all Team leads will be shown as well in the event they need to make or update projects. 58

60 4Ba Describe the plan developed by the team to implement its solutions. Work Plan ADLI: Approach, Deployment, Learning, Integration W H A T & H O W W H E N W H O 59

61 4Ba Describe the plan developed by the team to implement its solutions. Work Plan W H A T & H O W W H E N 60

62 4Bb Describe the procedure, system, or other changes that were made to implement the solutions and to sustain the results. Procedure and System Changes Implemented Changes Sustainable Controls Evidence of Sustainability MSC Product Line Comprehensive documentation of MSC s Product Line. Storefront Improvements Shadow program and Training Program developed SOPs Template Scheduling Reference Documentation Performance Database Improvements Eliminated project request process Updated spec sheets and scheduling templates Dashboards Information Sharing Integration of new procedures Quality Control points built into processes Customer Service Representative Process Owner Assigned Database administrator Routine Technical Support Performance Reviews Baldrige Assessments Ongoing Process Results and Performance Reviews Customer Satisfaction Results Employee Satisfaction Results Workforce Engagement 61

63 4Bc Describe the creation and installation of a system for measuring and sustaining results. Define Measure Analyze Improve Control Selection and Purpose Possible Root Causes Validated Root Causes Solutions Implementation DATA METHODS METHODS METHODS CONTROL SYSTEM Performance Database Customer Satisfaction Surveys Production Manager Surveys Customer Service Rep Surveys Baldrige Performance Excellence Assessment Brainstorming Data Mining Data Collection Plan As-Is Process Process Capability Quality Function Deployment Critical to Quality (CTQ) Brainstorming Statistical Analysis Graphical Analysis Waste Analysis Quality Function Deployment TOOLS TOOLS TOOLS TOOLS Performance Database Affinity Diagrams VOC Surveys CTQ check sheet Pareto Charts As-Is Process Map SIPOC Stakeholder Group Meetings Weekly Team Meetings Fishbone/C&E 5 Whys Run Charts Control Charts Histogram Mean/Stand. Dev. Pareto Charts Process Mapping Baseline Sigma HOQ Excel Stakeholder/Team Meetings Pareto Charts Fishbone/C&E Histograms Run Charts Prioritization Matrix HOQ Mind Mapping IMPACT/EASE Matrix Fishbone/C&E Implementation CONTROL SYSTEM Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee Project Control Plan Strategic Planning Performance Reviews Corporate Dashboard Business Area Weekly Meetings Weekly Production Meetings Program Monthly Reviews Semi-Annual Award Fee I accept the Define Tollgate. Signed I accept the Measure Tollgate. Signed I accept the Analyze Tollgate. Signed I accept the Improve Tollgate. Signed I accept the Control Tollgate. Signed I accept the Control Tollgate. Signed Project Champion Project Champion Project Champion Project Champion Project Champion Project Champion COMPLETED JUNE 09 COMPLETED JULY 09 COMPLETED SEPT 09 COMPLETED JAN 10 ON-GOING ON-GOING 62

64 4Bc Describe the creation and installation of a system for measuring and sustaining results. I N P U T S Project Created O U T P U T Control Phase Cycle and Baseline Sigma I N P U T S Creation Cycle Time I N P U T S Project Defects 63

65 4Ca Identify the types of tangible and intangible results that were realized. VOC Analysis + Process Analysis PROJECT SUCCESS! 64

66 4Ca Identify the types of tangible and intangible results that were realized. VOC Analysis Tangible Results Final Solutions 1 - Direct Customer Contact/Inspect Media Assets Implementations MSC Product Line Developed a comprehensive document that outlines MSC s Product Line. Updated Info cards for MSC storefront and all SHCCs. 2 - CSR Shadow Program & Workforce Training 3 - Create Performance Database SOP/ Production Manager Project Reviews 4 - Create Scheduling SOP 5 - Incorporate Tech Support to Process Storefront Improvements Implemented a storefront calendar for customer meetings, CSR leave, appointments Created a binder that includes MSC product line, project specs, policies, SOPs, maps, forms, military forms of address, etc SOPs Project Creation Process process map, steps for CSRs/PMs. Project Naming Conventions by Department Performance Database Scheduling Template reference document. 6 - Schedule Routine Technical Updates 7 - GUI Modifications/Limit Data Fields/Template Modifications 8 - Provide SOP for Routine Template Updates Performance Database Improvements Addressed the issue of adding new customers and companies. Analyzed Project Setup Page vs. Project Spec Sheet to determine "value vs. non value steps. Eliminated project request process Updated spec sheets and scheduling templates 65

67 4Ca Identify the types of tangible and intangible results that were realized. VOC Analysis Tangible Results Baseline Six Sigma Date Improvement % Baseline Sigma March % 1.5 March % 2.5 March % 3.3 VALIDATED 66

68 4Ca Identify the types of tangible and intangible results that were realized. VOC Analysis Accuracy Tangible Results Before = 81 Defects After = 6 Defects VALIDATED Performance Database Process is Inconsistent Performance Database Process is Redundant Performance Database Needs Modifications

69 4Ca Identify the types of tangible and intangible results that were realized. VOC Analysis Cycle Time Tangible Results 25 Project Creation Before = 11.5 Minutes 25 Project Creation After = 4.4 Minutes VALIDATED More Project Creation Sample Distribution (in Minutes) More Project Creation Sample Distribution (in Minutes) Target <6 Target <6 68

70 4Ca Identify the types of tangible and intangible results that were realized. Project Creation Cycle Control Phase Tangible Results 14 VALIDATED Mar Mar Mar-11 69

71 4Ca Identify the types of tangible and intangible results that were realized. Tangible Results VALIDATED Before Process Map 5 Stakeholders 4 Decision Touch Points 25 Process Steps After Process Map 4 Stakeholders 3 Decision Touch Points 19 Process Steps 70

72 4Ca Identify the types of tangible and intangible results that were realized. Intangible Results Customer Service Improved Customer Communication Faster Response Time Stakeholders Confidence in Process Improvement Confidence in Six Sigma Methodologies Consistent Customer Experience Processes New way of Doing things Eliminated Request Process Sheet Streamline the Process Eliminated Waste CPI Team Moral Boost Confidence Patience Pride Indicators Less Questions after Project Created Calendar Quick Fix is Automatic Seniors Endorsing More PI Efforts Defects Decrease Less Complaints from Production Managers Happier Production Managers and Customer Service Reps High Performing Team Purchased T-Shirt Showing Results Positive Water Cooler Talk VALIDATED 71

73 4Cb Explain how the project s results link with the organization s goals, performance measures, and/or strategies. Project Results Before After Process SOPs Implemented 60% 75% Performance Measures Customer Satisfaction Organizational Goals Provide World Class Customer Service Training and Shadow Program Completed 25% 100% Quality Attract, Develop, and Value Workforce Eliminated Project Defects 1.5 sigma 3.3 sigma Accuracy Eliminated Project Redundancies 11.5min 7.1min Cycle Time Breakthrough and Continual Improvement Eliminated Excess Steps 29% 47% Timeliness Project Results Exceed Expectations! VALIDATED 72

74 4Cc Explain how results were shared with stakeholders. Internal Senior Leaders Stakeholders Tollgate Review Monthly Meeting Weekly Meeting Face-to- Face All-Hands Newsletter Director YES YES Sponsor YES YES YES YES Champion YES YES YES YES SSMBB YES YES YES YES Internal Workforce Facilitator YES YES YES YES YES Database Admin YES YES YES Customer Service Representative (CSR) YES YES YES YES YES Tech Support YES YES YES Production Managers (PMs) YES YES YES YES External Customers YES YES YES YES YES 73

75 5 Team/Project Management and Project Presentation 74

76 5A Explain how the team members were selected and how they were involved throughout the project. Criteria for Selecting Team Members: PROJECT SUCCESS! Engaged in the initial process Demonstrate MSC Shared Beliefs Understanding of external customers Strong communication skills Customer service focus Participated in MSC sponsored Six Sigma Training 75

77 5A Explain how the team members were selected and how they were involved throughout the project. Team Members Tom and Wil Sponsor/SSBB Kevin Champion Project and Process Reviews/Approvals, Mitigated Resistance, Lead Process Paradigm Shift Assembled Team, Made Resources Available, Mitigated Resistance Dave Senior CSR Alex CSR VOC/Solution Planning and Implementation/ Documentation, SME: Graphics Production/ Video Production/Performance Database programming/logistics/ Acquisitions Michelle SSMBB Guided Six Sigma Methodology/External Customer Rep Astrid CSR Jen Facilitator/SSBB Norman CSR/SSBB Team Lead, Train Team in Six Sigma Tools Methods & DMAIC: Planning/Implementation/Documenta tion Project Analysis and Charting, Train Team in Six Sigma Tools Methods, VOC/Solution Planning and Implementation/Documentation Tammy Designer Kevin PM Tom DB Admin Keith Tech Support 76

78 5B Explain how the team was prepared to work together in addressing the project. H O W Team Members Six Sigma Training Results Customer Service Training Results SSMBB Sponsor Facilitator Customer Service Representative (CSR) External Master Black Belt 1 Year External Black Belt 1 Year Fundamentals of Lean Six Sigma Body of Knowledge 5 Days Fundamentals in World Class Customer Service Champion Team Internal Six Sigma Training 3 Days Six Sigma DMAIC Methodology Four Stages of High Performing Teams Forming Storming Norming Performing 77

79 5C Explain how the team managed its performance to ensure it was effective as a team. Project Creation Process PROJECT SUCCESS! Ground Rules Meeting frequency, meeting length, Code of Conduct Weekly Meetings Action Items, Attendance, Hot Washes Knowledge Management SharePoint site accessible to workforce Comprehensive listing of all project documents Tollgate Reviews Stakeholder involvement Meeting Milestones 78

80 5D Media Services Center Project Team 79