1 Leadership, Learning & Performance 30-60-90 Days Plan for MU Sales/Marketing XXX Date: mm-dd-yyyy...
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Transcript of 1 Leadership, Learning & Performance 30-60-90 Days Plan for MU Sales/Marketing XXX Date: mm-dd-yyyy...
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Define
Explain why & how that your team selection this project?
2.VOC to CTQ
Freight Rates
Routing
Usage
Logistics Costs @ 2% of Sales
Duty Costs
TransportationCosts
15%
65%
5.Process Map
Gather/Transfer data and verify customer needs.
1.ID Opportunity
As-Is
Should-Be (in Improve phase)
VA/NVAGap/IssuesCDAMMulti-voting
Quick Win
3.Team Charter
4.Effective Team
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Measure
7.Measure Plan
8.MSA
Determine Operation Definition, Data Collection Plan
9.Process Performance
6.ID Key Indicators
Scatter
Run
Pareto
C/N/X
%R&R%P/T
Kappa
Calibration
Cp, Cpk -> Z valueDPMO -> Z value
x1
x2
x3
x3
x4
x1
x2
x3
x4
Y
Performance MeasureOperational DefinitionData Source and LocationSample SizeWho Will Collect the DataWhen Will the Data Be CollectedHow Will the Data Be CollectedOther Data that Should Be Collected at the Same Time
Sheet3
12345
PCB
67958
10500035035000
20800056056000
300000
4PCB0700049049000
50800056056000
600000
75003710130001556
820002281200016
920002281200016
1040006722400048
11300246018001032
120600042042000
13PCB 0700049049000
1400000
15Strip and Clean PCBSolvent type00000000000
16Solvent Contam. Conc.00000000000
17Soak Time000000
18Bath Temp.000000
19Scrub Brush Type000000
20Scrub Brush Age000000
21Soak Time000000
22Bath Temp.000000
23Scrub Brush Type000000
24Scrub Brush Age000000
2500000
2600000
2700000
2800000
2900000
3000000
00000
00000
Total96287025168
LSL
TGT
USL
Cause and Effect Matrix
1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.
Master
123456789101112131415
OutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutput
Customer Priority
Process StepProcess InputTotal
10000000000000000
20000000000000000
30000000000000000
40000000000000000
50000000000000000
60000000000000000
70000000000000000
80000000000000000
90000000000000000
100000000000000000
110000000000000000
120000000000000000
130000000000000000
140000000000000000
150000000000000000
160000000000000000
170000000000000000
180000000000000000
190000000000000000
200000000000000000
210000000000000000
220000000000000000
230000000000000000
240000000000000000
250000000000000000
260000000000000000
270000000000000000
280000000000000000
290000000000000000
300000000000000000
000000000000000
000000000000000
Total000000000000000
LSL
TGT
USL
&RBreakthrough Management Group
Page &P
Cause and Effect Matrix
1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.
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Analyze
10.ID Potential Problems
11.Analyze Potential Root Causes
12.Update Data Collection Plan
14.Comparative Methods
13.Regression Analysis
Y = 0 + 1X1+ 2x2 + 3x3 + Error
one X or Discrete X
Multiple Xs
Mean
Variance
Proportion
1 Samplet-test
Confidence Interval
1 Prop
2 Prop
2 Samplet-test
F Test
X2
GraphicalANOVA
Bartlettor Levene
Performance MeasureOperational DefinitionData Source and LocationSample SizeWho Will Collect the DataWhen Will the Data Be CollectedHow Will the Data Be CollectedOther Data that Should Be Collected at the Same Time
Sheet3
12345
PCB
67958
10500035035000
20800056056000
300000
4PCB0700049049000
50800056056000
600000
75003710130001556
820002281200016
920002281200016
1040006722400048
11300246018001032
120600042042000
13PCB 0700049049000
1400000
15Strip and Clean PCBSolvent type00000000000
16Solvent Contam. Conc.00000000000
17Soak Time000000
18Bath Temp.000000
19Scrub Brush Type000000
20Scrub Brush Age000000
21Soak Time000000
22Bath Temp.000000
23Scrub Brush Type000000
24Scrub Brush Age000000
2500000
2600000
2700000
2800000
2900000
3000000
00000
00000
Total96287025168
LSL
TGT
USL
Cause and Effect Matrix
1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.
Master
123456789101112131415
OutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutput
Customer Priority
Process StepProcess InputTotal
10000000000000000
20000000000000000
30000000000000000
40000000000000000
50000000000000000
60000000000000000
70000000000000000
80000000000000000
90000000000000000
100000000000000000
110000000000000000
120000000000000000
130000000000000000
140000000000000000
150000000000000000
160000000000000000
170000000000000000
180000000000000000
190000000000000000
200000000000000000
210000000000000000
220000000000000000
230000000000000000
240000000000000000
250000000000000000
260000000000000000
270000000000000000
280000000000000000
290000000000000000
300000000000000000
000000000000000
000000000000000
Total000000000000000
LSL
TGT
USL
&RBreakthrough Management Group
Page &P
Cause and Effect Matrix
1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.
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Improve
18.Piloting
17.Rank and Select Solutions
16.Generate Solutions
15.Conduct Screen DOE
19.Process Change Management
Affinity
BrainStorming
Six Thinking Hats
*Leadership, Learning & Performance
Project TranslationWithin SupplierImplement same project in different department/productProject closure review / celebration with senior management
Among SuppliersTransfer experience/expertiseCustomer quote / supplier referenceCommunication of supplier projects / wins via various mediaDell SCP newsletter / SCP websiteSCP ProjectsTeam Up with Supplier
*Leadership, Learning & Performance
Benefit TrackingSupplier/Dells benefit calculation required in every project closureSupplier benefit tracked through new xxx featureMonthly progress report versus planDell benefit tracked byBPI Metrics Improvement SCP Solution revenueSCP BenefitsBenefit Tracking Mandatory for Every Project
*Leadership, Learning & Performance
Go to Market Strategy - SCPPM/CISP introduce 6 sigmato customerOverviewpresentation to supplier managementIdentify Supplier CTQ Project scopingIssue BusinessSolution ContractLetterYesYesNoNoIdentify supplierresources Identify Internal resources Work on BPI focusprojectWork withsupplier on contract detail Collect supplier needs/CTQ Initiate suppliertraining Customerpresentation &feedback collectionSCPregistration Start withsmall & easyproject Projectcomplete SCP ProcessSupplier interested?Supply Chainsolution orsales/servicecontractrelated? Proceed to next projectCollect customer feedback
*Leadership, Learning & Performance
SCP in 2009Experts do SCPProject countMeasurements drive Dell execution Black Belts execute projectsMBB keeps engagementTaste projectsLeaders drive SCPMaking Supplier competitive! Keeping Dell Competitive!
*Leadership, Learning & Performance
Supplier BenefitsSales GrowthDell ImpactSupply Satisfaction Differentiating Both Supplier and Dell ValueProductivityWorkflow DesignReturn on AssetsCompetitivenessCost EffectivenessSupply Chain Efficiencies Supplier PartnershipSCP BenefitsQuality and Reliability Improvement
*Leadership, Learning & Performance
Thanks for Your Time!Q & A
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