A Top Seller at Staples

Transcription

1 Process Excellence: A Top Seller at Staples Presented by: Cathy Wisniewski Staples Process Excellence Manager Welcome! Thank you for joining us. A few things to note before we get started: All attendee phone lines will be muted during the presentation. Please submit questions using the Q&A panel in the bottom right. Questions will be addressed d at the end of the session. We will the slides and recording to all attendees within a few days.

2 Process Excellence Customers

3 Process Excellence: A Top Seller at Staples Cathy Wisniewski Process Excellence Manager Staples, Inc. November 2011

4 Celebrating 25 Years, 26 Countries 2010 Revenue: $24.5 Billion 60% B2B; 40% Retail 90,000 Associates Over 2,200 Stores A typical Store: ~7,500 products, 20,000 sq ft Includes Staples Copy & Print Center, UPS Ship Center and a Staples EasyTech sm Center

5 Evolution Expanding Created a Internalized Deployment & Foundation o then now Competencies Ensuring Sustainability (400+) Active Projects (70) Active Black Belts (80) Active Green Belts (16) Deployment Areas (11) Black Belt Waves (8) Master Black Belts

6 Key Concepts Creating Awareness Building a strong Process Excellence Community Results

7 Creating Awareness Project Highlights Brief description of the project and who to contact for more information In non-technical terms Success and opportunities to replicate Project For More Information In Summary Project Sponsor Project Leader & Project ID Inventory may be too high, depending on demand variation, the life cycle of the product and the life cycle of customers. This results in obsolescence risk and inventory obsolescence. Benefit: Reduced inventory obsolescence risk, as it impacts margin, inventory/turn and space optimization in the warehouse (UK Retail and Advantage) Renaud Follguet and Simon Maskell Bertrand Vergnon D01558 Customers are not receiving correct invoices in a timely manner. If the aged unbilled Steve Donnolly Marlene Mullins or Accounts Receivable is cleared by sending invoices, the customers are frequently Violet Desilets confused and refuse to pay for older orders. Benefit: Improve the unbilled trade D01558 accounts receivable process. Reduce assets, increase cash flow and improve customer service. (Corporate Finance) Reduce Retail Inventory without negatively impacting the customer buying experience Benefit: Improve margin and impact out of stock, SKU management and discontinued stock (Portugal Retail) Improve the Store Floor Plans Approval Process Benefit: Decrease cost in remediation at store level, save labor in plan versions, and save time of approvers (Canada Retail and Delivery) Reduce internal and external damages and returns Benefit: Reduce inventory cost and drive improvements in our customer service metrics. (NAD Supply Chain) Jose Miranda Leo Brideau Rocky Velasquez Antonio Maltez D01816 Louise Robson P00554 Jeremy Bonebrake D02024 Blogs Process Excellence Terms Spark discussion about Process Excellence opportunities Guest Speakers and Special Events Industry experts providing insight Demonstrate how useful Process Excellence thinking can be Provide knowledge on how to apply Opportunities to learn more

8 A Two Way Street: Annual Survey Survey Audience Belts (Active and Certified) Sponsors Finance Leadership Types of Questions The Good, The Bad, and The Ugly Most are 5 point scale Open ended questions used to clarify high/low responses Results 60-70% response rate Data validates opinions, provides focus and helps track performance

9 Building a Community Build a Global Community Share ideas Build connections Leverage one another Inspire Drive forward Greater results Recognition Continue to Learn New tools and approaches Getting things done Leadership thinking

10 Continuing Education Example 8:00 am 8:30 am 10:30 am 12:00 pm 1:00 pm 1:45 pm 2:00 pm 3:30 pm 3:45 pm 5:30 pm 6:00 pm Minitab Checkup Design of Experiments Welcome ANOVA Deep Dive New PEO (Train the Trainer) Message to Leadership Open to all BB Wave 9 BB Wave 1 8 Invited Belts Only Deployment Leaders Brainstorm Challenge hll Power Steering Tips & Tricks Networking and Refreshment Break Puzzled by DMAIC Conflict Management Deployment Leader Meeting Open to all Open to all Open to all BB Wave 1 8 Deployment Leaders Virtual Teams Networking and Lunch Break Key Note Speaker Networking and Refreshment Belt Executive Presentations Track A Track B Track C Solution Selection I Networking and Refreshment Break Sampling Strategies Maximizing Financial Benefits Conquering Complexity Open to all BB Wave 9 BB Waves 1 8 Open to all Deployment Leaders Travel to Dinner Dinner

11 Results - PowerSteering to the People Access to Dashboards and Visual Portal Distributed Reports Project Reports Monthly Reports Projects Started and Completed Status t Report Summaries

12 Results Visual Portal People, Projects, Value Global Leadership Visibility Real time

13 Results Dashboards Business Area specific Leadership Visibility Real time Projects and Value

14 Results Key Metrics Monthly trends Strong reliance on PowerSteering Scorecard

15 Summary Creating Awareness Building a strong Process Excellence e Community Results

16 Process Excellence: A Top Seller at Staples Presented by: Cathy Wisniewski Staples Process Excellence Manager Learn more: P St i S ft PowerSteering Software