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Copyright © 2015 William Peterson
Fred Zuercher Process Architect
Project LeadE2E Total Account Process
Mapping/Break-Fix Optimization
Copyright © 2015 William Peterson
MissionThe P.A.R.Q. team to create L1 and L2 process maps for all
data, sales, and operations process globally in order tocatalogue opportunities to align global best practices
standards and present those recommendations for managed services leaders while supporting managed services teams.
3
VisionComplete DMAICR project cycle 100% within 6 weeks1)Develop L1 and L2 E2E process maps for End User 2)Identify and expedite opportunities to conduct future process optimization3)Help validate process flow for PH lift and shift4)Standardize operational core tasks
Copyright © 2015 William Peterson
SIPOC
Suppliers Inputs Policies Outputs Customers
-MS teams-Client-Data-Process architect-Client system-SREV system
-Data load-Quote request-Booking request-Task request-SME-Defined objective-Discussion-OSCAR process docs-Process maps
-Data load-Client ROE’s-Sales requirements-Reporting-Client-Data-Existing process-IT security-Change management-Documentation-Culture
-Completed quotes-Completed bookings-Reports-Process maps-Tools
-Client-MS teams-Process team-Project team
Copyright © 2015 William Peterson
Project Sponsor
• XXX(MSO Director)
Problem Statement
The End to End process has a high volume of data mismatches between our system and the client’s system that has increased turnaround time, increased possibility for errors, and resulted in the development of processes that are not standard.
Key Objective –Goal
The objective of this project is to:1)Develop L1 and L2 E2E process maps for Client 2)Identify and expedite opportunities to conduct future process optimization3)Adhere to standard practices and reduce turn around time by 30-50%.4)Help validate process flow for PH lift and shift
Project Status Recommendation
Project Name E2E total account process mapping
Project Team Members
• XXX(Support)• XXX(Mentor)• XXX(Mentor)• XXX(Sales Director)• XXX(SME)• XXX(SME)• XXX(Project Lead)
Project Scope
In -Scope •PH lift and shift identified work | E2E NALA/EMEA/APAC process mappingOut -Of -Scope •Client processes
Start Date 4/4/16 End Date 5/13/16
Process Owner
• XXX(Sales Director)
Project Lead XXX
Project Charter
Milestone Schedule (week 1 = 4 Apr’16) Phase Week 1 2 3 4 5 6 7 8 9 10 11 12
Define
Measure
Analyse
Recommendation
Copyright © 2015 William Peterson
Project Phase & DeliverablesProject Define Measure Analyze Improve Control Recommendation
Total Account ProcessMapping
Project Charter Scope: E2E Gantt Chart
Current state analysis: Summary of Process Maps availability by business line, core process, theater
Process owner & SME
E2E L1 & L2 Process Maps
List of associate L3 documents (WI)
Process Review - Lean/8 wastes- Benchmarking
- - Compilation of findings/observation
Recommendations/ Future State process
Executive Summary
Break-fix/Optimization
Project Charter VOC Project Gantt Chart Define Phase
Summary
VOC to CTQ Define Project
Metrics Current State
Analysis: Historical data, Process capability, as-is SIPOC/High level process map
Cost & Benefit analysis
Refine Project Charter
Measure Phase Summary
Process review: gap analysis – support by data/fact
RCA – support by data/fact
Analyze Phase Summary
Solutions Future State Process Implementation plan
(pilot/testing) Evaluate
effectiveness Improve Phase
Summary
Project achievements
Project Metrics trending post Improve
Validated Cost & Benefit
Control Plan Standardization
(process documentation)
Control Phase Summary
Project Deck
Copyright © 2015 William Peterson
Hi-Level Process Map
7
Volume = 1,500 qtrAvg WIP = 50
Lead Time =14 daysRework = 15%
Constraint = Resolve Opportunity
Copyright © 2015 William Peterson8
Strengths WeaknessesThreatsOpportunities
SWOT AnalysisIn
tern
alEx
tern
al
-High TAT (Internal)-Top 10 Account-Executive Support-High Closure Rate
-Data Mismatch-Change-Multi Tasking-Undocumented Processes-Manual Processes prone to Error/Rework-Loss of Veteran team
-PH Lift and Shift-Global Standardization-Automation-Process Improvement
-Data Mismatch-Reactive Solutions-Change Management-Heavy Operations team-Specialized Roles-Waiting-Many Handoffs and Approvals-High Retention Rate of Employees
Copyright © 2015 William Peterson
Gap Analysis Opportunities and Priorities
Constraints•Data Mismatch•Specialized Roles•Too much WIP
9
Identify opportunities to alleviate constraints and catalogue quick high impact “low hanging fruit” prospects
Quick High Impact•Pro active resolution of data issues•Process documentation•Lean 8 Wastes
Copyright © 2015 William Peterson
Seeing the ProcessPics of VSM (yellow Post-its)•Perform a Value-Add vs. Non-Value-Add Assessment•Hand-offs Orange Post-its (% Complete & Accurate at each hand-off )Determine Cycle Time & Touch Time•Determine Takt Time•# of Steps (VA vs. NVA)•Rolled Throughput Yield (multiply % C&A’s)•Estimate WIP•Create a Spaghetti Diagram•Identify Constraint
Copyright © 2015 William Peterson
5 Why’s1)Data mismatch between SREV system and client system
2)Incomplete and inconsistent data
3)Timing – Loading delays
4)Approval and sign-off process
5)No process standardization
Why is that?
Why is that?
Why is that?
Why is that?
Develop standard to eliminate waste
Copyright © 2015 William Peterson
Cause and Effect Diagram
Lack Of Org. Focus
Inventory Transportation Motion
Waiting Defects Overproduction
Data mismatch between
SREV system and client
system
Over-processing
Micromanaging of bookings/PO issues
Multiple approvals throughout the E2E process
Missing info from initial booking request (sales to mngr/mngr to ops/ops to client)
Current process creates inventory due to specialized roles/processes that only trained employees can handle
Inefficient movement of info; handoffsMultiple handoffs in a given process causing inventory buildup
Wait for confirmation from client/End User/Partner
Validation process performed at least 6 separate times in the E2E process
Multiple handoffs throughout E2E process
Varied results from submitting PO’s/Bookings (sales to mngr/mngr to ops/ops to client)
Data mismatch from data load, in process, and post process
Tracking – tracker to track trackerNot all tracking/reporting required
Copyright © 2015 William Peterson
E2E Process: Impact/Effort MatrixIm
pact
H
Effort
OSCAR (Process Doc Site) Page Updates
HL
LEAN 8 Wastes
Pro Active Resolution of Data Issues
Offshore Processes to PH
Copyright © 2015 William Peterson
Actions Summary Impact Status Completed actions Desired Goal & Measure of Success
Owner(s) Completion Date
1. Gain access to documentation site (Knowledge Base)
High ImpactLow Effort Complete
-Create support ticket for sales team access to documentation site
Decrease in variationDecrease in takt timeDecrease in defects
XXX 5/20/16
2. Error proofing house accounts High Impact
Med Effort Complete
-Track causes of errors. -Create template with drop downs
Decrease in variationDecrease in backlogDecrease in defects
XXX 5/27/16
3. Remove handoffs in booking process
Med ImpactMed Effort Complete
-Change process to remove sales handoffs to manager and manager handoffs to operations
Decrease in hand offsDecrease in wait time
XXX 6/3/16
4. Single text negotiation with client and sales team
Med ImpactHigh Effort Complete
-Meet with client to gather a list of requirements/goals-Meet with sales team to gather a list of requirements/goals
Decrease defectsDecrease waitingDecrease variation
XXX 7/22/16
Action Items – E2E Process
Copyright © 2015 William Peterson
Anecdotes of Success/ObstaclesSuccess•“It’s nice to finally have access to the process documentation we built 3 months ago.”-Melissa Huber•“We are finally making a dent in the backlog of work and making progress on the audit issues.”-Sales Managers•“I feel like I have more control over my territory to get things done without having to guess what the next step is.”-Sales Reps•“What is that? It’s really impressive. I like the sticky notes and visual aspect.”-Peers in other departments looking at the VSM
Obstacles•“Too busy to do this, too close to EOQ, too many on-going projects”-Stakeholders•Circle of influence was too small to get immediate buy-in. Flew out to Nashville to meet face to face and get buy-in•Constant follow-up, dropped meetings, and off-topic agendas•“We are not making enough progress on the audit issues, client is very unhappy”-XXX
Copyright © 2015 William Peterson
Examples of Lean Countermeasures Used
• 5S• Visual Mgt.• Standard Work• Error Proofing• Cells• Single Text Negotiations• Cutting Batches• Kanban
Copyright © 2015 William Peterson
Lean Countermeasure: Single Text Negotiation -Audit Remediation with Action # Issue Description Due Date Client Assessment Assessment / Actions
1Drive all
business to closure
Implement plan to minimize carryover business; by closing renewals on or before expiration.
September 30, 2016
- providing regular plans; however Client Managers providing significant guidance to help monitor and close business.
- Attention to this matter requires ongoing focus and due diligence to recover slipped business.
- .
- Reduced H1 Global Carryover by 55% from €19.6M to €10.7M as of 09/09; forecasting to have only agreed upon exception opportunities of €4.4M by 9/30
- Forecasting to exit Q3 with €4M of Global Opportunity in Carryover for Q4
- Focused team execution to OnTime renewals and CRM discipline improvement
2Immediately process open
POs
Resolve all POs on weekly Aging Report: Follow guidelines provided by Client.
September 30, 2016- Client researched issues and provided guidance on
outstanding items; to help move a number of situations to closure.
- We have experienced some positive momentum,
- Continue to improve on PO Process adherence; reduced volume of Opportunities by 75% from EoQ2
- Standardized template to provide issue, path to resolution and projected close dates
- Train team on 1-off business situations to reduce PO Aging timing and avoid delays altogether through CRM documentation
3
100% Compliance in
protecting Client’s data
All personnel are governed by the Master Data Protection Agreement and expected to adhere to all requirements.
September 30, 2016 - This issue has progressed
- Onboarding program includes SOX and Compliance training detailing zero tolerance policy on password sharing; removed 2 APJ resources; retrained global teams on data security requirements
- Mandatory attendance and completion of scheduled Clients Information Security Fundamentals training
- Weekly reminder for off-boarding notification process to global sales leadership team
Copyright © 2015 William Peterson
Lean Countermeasure: Single Text Negotiation Cont. -Audit Remediation with SREV Action# Issue Description Due Date Client Assessment SREV Assessment / Actions
4
Mandatory use of Client’s CRM as
the single source of truth
All documentation, process, policy, and audit remediation requirements must be completed within Client CRM.
September 30, 2016
- We have seen consistency or immediate updates to the Client CRM.
- Client CRM in use as single forecasting tool for all regions- Completed expanded audit of global opportunities in August
to identify process and documentation gaps for training- Aligned with ARO team on CRM documentation expectations
for ongoing review
5100% Adherence
to all Client processes
Refer to the Knowledge Base is the single source for all documented process and policies. Contact if additional assistance is required.
September 30, 2016
- We need to see 100% consistent adherence to be confident that this will be permanently corrected.
- Incorporated KB as initial point of reference before escalation
- Global standard for OEM agreement review before partner engaging
- Global standard for GAF process adherence - Completion of mandatory Client refresher training
6
100% Compliance with audit
remediation requirements
Audit remediation tasks must have all corrective actions completed by deadlines set by Client. All remediation tasks must be considered as “standard” business practices. must implement measures to ensure failings do not reoccur.
September 30, 2016
- We are confident that complete compliance will be obtained by September 30
- Complying with enforcing Audit remediation actions as Standard Business Practices: enforcing recurring security training and inspections, SOX audit inspections in all centers, beyond previous Client requirements
- Opportunity to align as to formal SOX tracking process to support timely resolution
7 Improve existing relationship
Work collaboratively to ensure the success of Client’s revenue goals and operational standards.
September 30, 2016
- The relationship has made good progress.- We have experienced continued
improvements in collaboration.
- Continue to improve the level of communication to comply with operational focus and revenue generation
- Focused collaboration to jointly solve new business issues requiring process expansion
Copyright © 2015 William Peterson
Team Impact• What did we the do with the time savings? – Decreased the NALA international team
headcount by 50%– Decreased the APAC team headcount by 100% – Hired on/allocated more business
analysts/specialized roles to help “sharpen the saw”
– New focus on client satisfaction/retention and account is no longer “on fire”
Copyright © 2015 William Peterson
Next Steps: Standardizing the Approach
• Upper management is interested in developing a standard approach to apply our Lean tools to most of our accounts, or at the very least to 80% of our core processes across the board
• We will be working on standardizing projects like this that we can then pilot to other accounts globally
Copyright © 2015 William Peterson
Overall Experience 1. Define and Measure - Gathering Session
- Full team buy-in and active, engaged participation- People were willing to offer suggestions and hear different perspectives- Everyone thought they knew what the main issue was, but couldn’t locate root cause- Hard not to jump to immediate conclusions/solutions- Many net new items discovered
2. Analyze and Improve – Working Session- People assumed root cause, but too many problems identified to make an impact on
problem statement- VSM highlighted the constraints and pointed us towards the “low hanging fruit”- Roll Throughput Yield was a very big “eye opener” that lead us to action item removing
handoffs- Impact/Effort calculator was very effective for team buy-in
3. Control and Recommendations - Go-Live- Team sign-off on action items- Team 30 days to fully implement action plan- “Less waiting for someone to do their part”- Initial Analysis and Recommendations delivered to stakeholders
So what?: Team can successfully complete their jobs
Sales team – can now get through their workload without need for intervention from other stakeholders
Management team – has time to focus on client audit reconciliation and people management
Copyright © 2015 William Peterson
The Disciplines of Speed Checklist (create time)
Action (as applicable)
Personal Implementation
Date
Team Implementation
DateDevelop Mission/Vision/ SIPOC 4/4/16 4/11/16 Limit Multitasking/ Increase Focus 4/8/16 5/2/16 Email Notification Shut-off 4/8/16 Develop Personal / Team WIP Boards 4/11/16 4/15/16Battle Rhythm Meetings 4/12/16 4/15/16
Single Text Negotiation 4/20/166/15/16-9/30/16
Create Checklists 4/4/16-6/3/16 4/4/16-9/30/16 Seek Customer Expectations or Service Level Agreements 4/15/16
6/15/16-9/30/16
Clean and Organize Folders Adopt Email Protocol
