Upload
todd-walters
View
216
Download
0
Tags:
Embed Size (px)
Citation preview
Sales Forms Package
Art ZiekyINA-Sales OperationsMacon, Malvern
2
Background – Current Process 234,000 sales forms packages are
processed annually e-IKON reps utilize either Oracle Sales
Online (OSO) or, due to type of order, the Standard Forms Package (SFP) is utilized
e-IKON reps also use a combination of OSO to enter orders AND also use manually generated forms
Non-Oracalized regions use the SFP to prepare paperwork packages
Marketplaces have discretion regarding how much help reps get from OM
There are inconsistent processes and requirements across IKON
Forms have grown due to internal and external changes: Multiple machine sales, Inter-Territorial sales, Digital machines sales, Tight credit processes, and additional services and promotions (internal and external)
There are internal and external forms and worksheets required
3
Background – Current ProcessOSO Forms Selection Page
4
Background – Current ProcessOSO Forms Printout
5
Background – Current Process
6
Background – Current Process
7
Background – Current Process
8
Project Definition Problem Statement:
The generation of the sales forms package is time consuming and prone to errors. The average order package contains 20 pages. An order may require as many as 22 different forms, worksheets, and printouts. In the NER, for example, the percent of correct paperwork that arrives at the CCC was 93.29% for one marketplace in 9/03…35 deals were not invoiced due to paperwork issues. An average package can take 2-4 hours. A complex order can take as long as 5 days and be in excess of 50 pages. (Data to be validated)
In the Atlanta CCC, 80% of all orders require additional communication between OM and Sales; and 20% of all orders are redelivered to sales due to inaccuracies and incomplete order packages. This results in an extraordinarily large amount of rework. (Data to be validated)
Customers express dissatisfaction with the number of documents that need to be reviewed and signed.
There is no formalized “enhancement” training process, when new forms are introduced, which leads to confusion in the field.
IKON exit interviews frequently list frustrations with the order entry process as a factor for reps leaving.
9
Project Definition
Project Definition:
Streamline and improve IBS sales forms methods to: reduce complexity of paperwork, providing IKON cost reduction in several areas: reduce time for OM and Commissions to assist and validate order packages;
Project Benefits:
Headcount reduction for OC and Commissions; reduction of sales form printing expense; and reduction of cash conversion cycle as it relates to inventory and accounts receivable.
Additional benefits: increased sales productivity, reduction of sales turnover, enhanced customer satisfaction
10
Project Definition, Cont’d
Financial Benefits: Headcount Reduction and Overtime Annual savings: $359,050
6 Order Entry headcount reductions: Annual savings $187,200 2 Commissions headcount reductions: Annual savings $66,560 OC and Commissions overtime expense reductions: Annual savings $41,850 Reduction in Cash Conversion Cycle: Annual savings estimated $970,000 (not validated)
Sales form printing expense Annual savings: $40, 575 15 less documents per order package
Project Metric “Y”: Y1 = Total number of inaccurate/incomplete orders submitted to OC Y2 = Time to complete paperwork
Defect Definition: Incomplete and/or inaccurate order packages delivered to OM
Leveragability: The core Sales Forms package can be leveraged across all regions
11
Project Team
Champions – Rita Anderson (Commissions) and Kim Bagi (Sales Process Manager)
Financial Analyst – John B. King (MP DFO) Black Belt – Art Zieky Process Owner – Kim Bagi (Sales) and Michelle Camburn (OM) Team Members:
Legal – Mark Hershey, CORP SFP Expert – Mary Czejak, MACON OM Process – Michelle Camburn OM Field – Karen Rogerson, Houston IOSC – Jamie Oyler, CER Sales Process – Ben Rotz Sales Manager (OMD) – David Arneson (California SM) Sales (OSO) – Ben Leck (N. Carolina AE), Kim Itzla (Dallas MAE), Anita Greene (Houston AE),
Brandon Lewis (Chattanooga ASR) Professional Services – Kile Berg, CORP Field Service TBD
Master Black Belt – E. Dan Douglas
Kickoff Meeting: 10/27/03
12
Data
COPV System Reporting Northeast Region CCC Billing Log Sales IT OSO Quarterly Performance Time Waiting Time for Payoffs, Service Exceptions,
Approvals Time Trials Customer Surveys
13
Project DMAIC Checklist/Status
Problem Statement: The generation of the sales forms package is time consuming and prone to errors. The average order package contains 20 pages. An order may require as many as 22 different forms, worksheets, and printouts. In the NER, for example, the percent of correct paperwork that arrives at the CCC was 93.29% for one marketplace in 9/03…35 deals were not invoiced due to paperwork issues.
Black Belt: Art Zieky CTS’s: _______________________________________________________
Project Champion: Rita Anderson, Kim Bagi Defects to be Reduced: Inaccurate and Incomplete Paperwork; Time to prepare paperwork package
Deployment Champion: Andrew Twadelle Beginning DPMO/Sigma Level: ___________________________________
Master Black Belt: E. Dan Douglas Final DPMO/Sigma Level: ________________________________________
Six Sigma Project DMAIC Checklist
Project : Sales Forms Package
Define Measure Analyze Improve Control
Completion Date: Completion Date: Completion Date: Completion Date:
Discover Variable Relationships
Establish Current Performance
Establish Performance Objective
ID Alternative Solutions
Determine “Best Fit” Solution
Establish Process Tolerances
Update FMEA
Develop Pilot Plan
Pilot “Best Fit” Solution
Validate Improved Performance
Conduct Cost/Benefit Analysis
Complete Improve Phase Project Review
Redefine Process Capability
Develop Control Plan
Develop Mitigation Plan
Implement Process Controls
Develop Monitoring Plan
Implement Process Control Plan
Obtain Financial Validation
Completion Date:
Define Project Scope
Initiate Team (Kick-off)
ID Process Customers
ID Process CTS’s
ID Process Metrics (Y’s)
Complete SIPOC Map
Complete Define PhaseProject Review
Receive Approval to Move to theMeasure Phase
Receive Approval to Move to theControl Phase
Confirm Baseline Capability
Identify Sources of Variation
Complete Detailed Process Map
Complete C&E Diagram & Matrix
Complete FMEA
Perform Data Collection for Analysis
Screen Potential Causes
Conduct Graphical Analysis-
Conduct Hypothesis Testing
Complete Root Cause Analysis
Receive Approval to Move to theAnalyze Phase
Develop Data Collection & Sampling Plan
Identify Potential X’s
Validate Measurement System
Collect Data on Y’s
Perform Capability Analysis
Voice of Process/Benchmark
Define Performance Objectives
Complete Measure Phase Project Review
Receive Approval to Move to theAnalyze Phase
Receive Approval to Close the Project
Complete Control Phase Project Review
Obtain Financial Analyst Sign Off
Obtain MBB Sign Off
Obtain Project Champion Sign Off
Obtain Steering Committee Sign OffComplete Analyze Phase Project Review
Leverage Project within Organization
14
Questions