Marketing Lean Six Sigma Review
-
Upload
rajagopalkvsnlnet -
Category
Documents
-
view
215 -
download
0
Transcript of Marketing Lean Six Sigma Review
-
8/8/2019 Marketing Lean Six Sigma Review
1/30
2009 C4iSN Six Sigma Green Belt Project
GB Project Report Template Review
Student Name: Larry Pereira
City Liaison to Project / Project Coordinator: CoCo GoodProject Champion: Frank Ragan
Master Belt Mentor: H. T. Hsia
Date: Oct 23, 2009
Version 7.0
-
8/8/2019 Marketing Lean Six Sigma Review
2/30
2
General Requirement
Dated
Revision Controlled, especially on the ProjectCharter Slide numbered All charts accompanied with Observation and / or
Conclusion An index is needed A list of demonstrated tools with GB Candidates
name attached It is students responsibility to retain the hand-
written note from the review session and completethe assignment on time
-
8/8/2019 Marketing Lean Six Sigma Review
3/30
3
For the Business Case, Decision Making
Time
Cost
Scope Risk
Quality
Customer Satisfaction
Guideline: Six Elements
-
8/8/2019 Marketing Lean Six Sigma Review
4/30
4
Index
Topics
Slide Guide
To be completed later
-
8/8/2019 Marketing Lean Six Sigma Review
5/30
5
Project Charter-1
Elements of a Project Charter:
Business Case: Scorecard Citywide Marketing budget saving of approx 10 -15% Significantly improved communications between all five agencies and City Managers Office Coordinate brand and messaging from an overall perspective Making the most effective use of Tax Payers $$$ & resources moving forwardOpportunity Statement:Business Impact, Six Elements Unified Marketing Plan
Shared marketing budgets Shared marketing resources Making the most effective use of Tax Payers $$$ & resources moving forwardGoal Statement: Success Criteria Similar to Score CardProject Scope: Boundaries Via coordination of objectives, defining duties & processes, leveraging on opportunities topool resources, utilizing economies of scale via common suppliers where possible, demanding
volume discounts and other such business measures will result in cost savings of 10- 15%?(RANGE, OR SOLID AT 15%) - a much BIGGER bang for the buck for the Tax Payers of theCity of McKinney!!Project Plan: WBSReal Activities not DMAICTimeline at Month or QuarterTeam Selection:Name, Title, Role in the team (Details on # 6 & #17)
Rev 6.0
-
8/8/2019 Marketing Lean Six Sigma Review
6/30
6
Project Charter-2
Why should we do this?Tax Payer Savings Opportunistic Timing
Win-Win for all entitiesOverall Messaging & Brand coordination
(addl on #8)
What pain are we experiencing?Investment (sunk cost) in a strong & nationally recognizedbrand for McKinney is currently being diluted
What is wrong?Each city taxpayer funded entity creates their marketing plansand missions independently at the direction of their Board onbehalf of the City of McKinney (addl on #14)
What are the Improvements & Targets?Approx 10% -15% Cost SavingsEstablish Marketing ResponsibilitiesAvoid DuplicationAgree Approval Process Allow for Target Market specific Branding
(addl on #10)
What authority do we have?The City Council approves the budgets. The Council hasasked the City Manager to find a solution to the problem(addl on #15)
What processes are we addressing?Marketing budget expenditures and approvalsDivision of duties and responsibilities (which city taxpayer fundedentities market to whom) (addl on #16)What is not within scope?Anything outside of communications and marketing, includingoverall scope/mission of the city taxpayer funded entities(addl on #17)
How are we going to get this done?Appropriate meetingsData gatheringAppropriate #s crunchedProposal(s) made
(addl on #11)
When are we going to complete the work?TBD
(addl on #12)
Team SelectionDavid Pitstick - Director (MEDC)Ray Eckenrode/Bill Campbell - (MCDC)Diann Bayes - Director (MCVB)Ty Lake - Main Street Director (Downtown McKinney)Ken Weigand - Director (MADC)
Champion, Frank Regan, City ManagerMember-CoCo Good, Dir Marketing, City Mgrs OfficeGB Candidates-Larry Pereira, BB-H. T. Hsia
(on #18)
What responsibilities will they have?(On #19)
Rev 6.0
-
8/8/2019 Marketing Lean Six Sigma Review
7/30
7
McKINNEY CITIZENS
McKINNEY CITY COUNCIL
CITY OFMcKINNEY
MAIN STREETBOARD
Appointed fromVarious sources
MADCBOARD
(CouncilAppointed)
MCVBBOARD
(CouncilAppointed)
MEDCBOARD (4A)*
(CouncilAppointed)
MCDCBOARD (4B)*
(Council
Appointed)
CITY
MANAGER
(CM)
MAIN
TREET
DIRECTOR(CM makes director
staffing decisions)
AIR ORT
DIRECTOR(Board makes director
staffing decisions)
MCVB
DIRECTOR(Board makes director
staffing decisions)
MEDC
DIRECTOR(Board makes director
staffing decisions)
MCDC
DIRECTOR(Board makes director
staffing decisions)
Communications
& Marketing
Director
City
Departments
MEDC
ets
& Manages
Airport
Marketing
Budget
City Tax Pays Entities
*MEDC & MCDC are state regulated 4a and 4b entities, funded by cent sales tax
Frank Ragan - City Manager and City Council representative to the team Proj ct h
mpio
CoCo Good - City Communications and Marketing DirectorWill also act as Liaison between Larry and others mentioned here as required.
D
vidPit
tick- McKinney Economic Development Corporation Director (MEDC)
Mik Gib
o
- McKinney Community Development Corporation Director (MCDC)
Diann Bayes - McKinney Convention and Visitors Bureau Director (MCVB)Ty Lake - Main Street Director (Downtown McKinney)Ken Weigand - McKinney Airport Development Corporation Director (MADC)
Mkti g Budg t Mkti g Budg t Mkti g Budg t
Approx 900
Employees
-
8/8/2019 Marketing Lean Six Sigma Review
8/30
8
Why should we do this?
Why should we do this?
Via coordination of objectives, defining duties and processes, leveraging on
opportunities to pool resources, utilizing economies of scale via common supplierswhere possible, demanding volume discounts and other such business measures
will result in cost savings of 10 - 15%? (RANGE, OR SOLID AT 15%) - a much
BIGGER bang for the buck for the Tax Payers of the City of McKinney!!
Total available Marketing dollars for the City and where do they currently reside?
Collectively, through our city taxpayer funded entities, we have substantial marketingdollars that can be used to market and promote McKinney in the marketplace.
The housing of those budgets and resources independently throughout eachorganization requires that we work closely together in order to maximize our impact andget the most bang for the buck thereby complementing each others efforts. Thisprocess is lacking in its current state.
Potential Customers perception (image) of McKinney and subsequent potentialimpact Every experience a customer or prospect has with McKinney contributes to their
respective image (perception) of our city as a whole.
Marketing plans for each city taxpayer funded entity should be coordinated
As the combination of those plans is what is effectively should be the formal marketingapproach for the city overall which results in being our face to the marketplace.
-
8/8/2019 Marketing Lean Six Sigma Review
9/30
9
Why should we do this? cont.
Potential Impact
McKinney is currently at a point of enormous opportunity (ie. growth/explosion) With 2/ 3 of our community still left to build-out, we are officially one of the fastest growing
communities in America (5th f t t) and have received multiple national recognitions such asappearing on Mo M g zi B t Pl c to Liv list.
With the current, national/global economic slow down, and with a strong brand in place that unifiesthe city, this is an opportunistic time to leverage on the total picture by making the mosteffective use of Tax Payers dollars and resources moving forward - as we collectivelypromote a sustainable, well-rounded community and its niches, keeping us a highly sought-after
community for residents, businesses, visitors and others both, domestic and international. By coordinating our brand and messaging from an overall perspective, in a strategic and
organized fashion, we will speak with one voice about McKinney, all the while continuing to deep-dive within the overall brand to reach specific sub-target audiences and niche markets usingspecific focused/targeted messages for those groups as determined by subject matter expertstasked with that responsibility.
The goal is to provide a win-win for both the city as a whole and the city taxpayer fundedentities tasked with reaching target markets.
In addition, coordination of objectives, defining duties and processes, and leveraging onopportunities to pool resources results in a much BIGGER bang for the buck!!
Ample opportunities exist to l v r g r ourc d v co t through combined purchasingagreements, possible shared resources, better use of internal resources (less duplication of effort),more effective outsourcing agreements and other similar aspects of cost savings.
-
8/8/2019 Marketing Lean Six Sigma Review
10/30
10
What are our improvement objectives & targets?
What are our improvement objectives and targets?
Establish marketing responsibilities for each city taxpayer fundedentity to avoid duplication of effort who owns what marketinginitiatives and communications aspects.
Agree on an approval process for marketing plans, communicationsmaterials and other public outreach that will allow for target-marketspecific messaging and customization tailored to reach specific niche
audiences, while continuing to ensure McKinney is presenting acoordinated voice, image and brand that is also representative of thecommunity as a whole and satisfactory to the City Council.
Establish operating procedures and processes that will enablemarketing budgets and expenses to be coordinated formaximumReturns across organizations on behalf of the City of McKinney andits Tax Payers.
Identify cost savings of 10 - 15%, allowing the opportunity toreinvest those dollars in additional marketing opportunities and/orresources.
-
8/8/2019 Marketing Lean Six Sigma Review
11/30
11
How are we going to get this done?
How are we going to get this done?
Process
Via coordination of objectives
Defining duties and processes
Leveraging on opportunities to pool resources financial, human, electronics-machine, contractors/consultants
Utilizing economies of scale via common suppliers where possible Negotiating volume / group discounts from vendors/suppliers
Tools
DMAIC (Define, Measure, Analyze, Improve, Control Opportunities)
Process Mapping Current
Desired
Best Practices
Fish Bone Diagram
-
8/8/2019 Marketing Lean Six Sigma Review
12/30
12
How are we going to get this done? cont
Measures of Success (yet to be completed)
Score Card (What are the measures of success?) XXX
XXX
XXX
-
8/8/2019 Marketing Lean Six Sigma Review
13/30
-
8/8/2019 Marketing Lean Six Sigma Review
14/30
14
What 'pain' are we experiencing?
What 'pain' are we experiencing?
Uncoordinated use of limited budget dollars can result in unnecessary and/orduplicated expenses that could be put to better use Non-clearly defined roles and responsibilities are unnecessarily causing turf
issues among some organizations Investment (sunk cost) in a strong and nationally recognized brand for McKinney
is currently being diluted Duplication of efforts and stretched or lack of resources in certain areas Communication and marketing 'gaps' or needs that may not be being addressed
by any organizations perceived mission for example, there has beendiscussion that golf courses are not marketed by any of the city taxpayer fundedentities and there needs to be a decision as to where that fits; the Airport isanother example as marketing dollars are housed within MEDC but airport andMEDC do not always agree on marketing needs and goals
Mixed messages being sent to McKinney target audiences potentially causingconfusion to consumers who view multiple materials and interact with different
city taxpayer funded agencies within the community Inefficiencies in use of resources; both personnel and financial, limiting what canbe achieved with current available resources
Lost opportunities, such as media effectiveness, when organizations speak ormake decisions independently, rather than as part of a larger, whole entity.
-
8/8/2019 Marketing Lean Six Sigma Review
15/30
-
8/8/2019 Marketing Lean Six Sigma Review
16/30
-
8/8/2019 Marketing Lean Six Sigma Review
17/30
17
What processes are we addressing?
What processes are we addressing?
Marketing budget expenditures and approvals
Division of duties and responsibilities (which city taxpayer fundedentities market to whom)
Approval of city taxpayer funded entity marketing plan(s), goals andtactics
City taxpayer funded entity marketing and communications contentand messaging approvals
City taxpayer funded entity marketing and communications graphicsapprovals (visual identity)
-
8/8/2019 Marketing Lean Six Sigma Review
18/30
-
8/8/2019 Marketing Lean Six Sigma Review
19/30
19
Who are the team members?
Who are the team members?
Frank Ragan - City Manager and City Council representative to theteam Project Champion
CoCo Good - City Communications and Marketing Director Will also act as Liaison between Larry and others mentioned here as required.
David Pitstick - McKinney Economic Development Corporation
Director (MEDC) Ray Eckenrode/Bill Campbell - McKinney Community Development
Corporation (MCDC)
Diann Bayes - McKinney Convention and Visitors Bureau Director(MCVB)
Ty Lake - Main Street Director (Downtown McKinney)
Ken Weigand - McKinney Airport Development Corporation Director(MADC)
Chamber has been invited to participate
-
8/8/2019 Marketing Lean Six Sigma Review
20/30
-
8/8/2019 Marketing Lean Six Sigma Review
21/30
21
Background Info
City Council Elected body with four Council members representing specific districts and three servingat-large, including the Mayor All of Council sets policy and direction citywide and hires and fires theCity Manager who serves as the chief executive for the organization and oversees the 900 city personnel
McKinney Convention and Visitors Bureau (MCVB) (promotes citywide tourism in McKinney) Boardmembers are appointed by City Council; Board has sole authority to hire and fire their executive director;funds are from hotel/motel tax that the city diverts to this organization
McKinney Economic Development Corporation (MEDC) (promotes the economic growth of McKinney) 4a funded cent sales tax - Board members are appointed by City Council; Board has sole authority
to hire and fire their executive director
McKinney Community Development Corporation (MCDC) (promotes quality of life in McKinney) 4bfunded cent sales tax - Board members are appointed by City Council; Board has sole authority tohire and fire their executive director
McKinney Main Street (promotes historic downtown McKinney) Staff are city funded (i.e. salaries),City Manager has authority to hire and fire the executive director; marketing and programming funds are
raised privately (sponsors) Board of Directors are partially appointed by the City Council and partiallyfunction specific or self-appointed by other board members
McKinney Airport Development Corporation Airport operations are city funded; marketing dollars arecurrently housed and managed by MEDC Board members are appointed by City Council; Board hassole authority to hire and fire their executive director
-
8/8/2019 Marketing Lean Six Sigma Review
22/30
22
Define:
ProductDefine:
CustomerDefine:
RequirementDefine:
Standard
Define:Process
Define:
VOCCTQ
Define:Data
Define Product and Characteristics
Tangible, Service, Information
Define Customer and CTQ Customer Requirement Driver/Need CTQ
WHERE TO START?
-
8/8/2019 Marketing Lean Six Sigma Review
23/30
23
Process Map
Overall Process Map: Two Steps Forward, Two Steps Backward
Swim-lane
Highlight your area of influence
No Floating Ends
Corpora
te
DC
To be onsidered
-
8/8/2019 Marketing Lean Six Sigma Review
24/30
24
Cause and Effect Diagram
Cause and Effect diagram = Ishikawa = Fishbone
Participants: XXX, XXX, XXX
CAUSES EFFECTProblem
Statement
CAUSES EFFECTProblem
Statement
To be ompleted
-
8/8/2019 Marketing Lean Six Sigma Review
25/30
25
5-WHYs
Example Source: University of Iowa Hospital & Clinics, 2004
To be ompleted
-
8/8/2019 Marketing Lean Six Sigma Review
26/30
-
8/8/2019 Marketing Lean Six Sigma Review
27/30
27
Process Capability Analysis
-
8/8/2019 Marketing Lean Six Sigma Review
28/30
28
Quick Win
Process was ..
Now process is
Before:
After:
uc
i
n
nnin
i ! "
W# $
% &$ $ '
! "
i(
) 0
1
2 (
ic
KTO Plan
&Canx "No
Fills"
Release
KTO
Pick Cmnds
Created
To be onsidered
-
8/8/2019 Marketing Lean Six Sigma Review
29/30
29
List of Tools in Demonstration
List the tools and techniques
Identify the team members along with the above Document team members contribution to each tool
or technique
Partiall completed in other charts
To be ompleted
-
8/8/2019 Marketing Lean Six Sigma Review
30/30
30
Backups
Backups(none so far)