Six Sigma Sales & Marketing

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  • <number>
    Founded in 1912, SR has significant experience and expertise serving the leading companies in Healthcare, Pharmaceuticals, Financial Services, Insurance, Manufacturing, Logistics and other industries.
    We have continually renewed the company. We have innovated with new technologies and solutions to help customers improve business results by leveraging information and improving processes.
    SR has been recognized on a variety of fronts.
    Fortune Magazine in 2002, 2003 and 2004 recognized Standard Register as one of America's Most Admired Companies.
    For two consecutive years, SR was named by InformationWeek as one of the nation's 500 largest and most innovative users of information technology. In 2003, SR ranked 43rd on this prestigious list, while Dell ranked 35th and HP ranked 48th. (Reynolds & Reynolds ranked 347. Competitors Moore Wallace and Relizon were not on the list in 2003.)
    In Nov.2003, SR’s Fulfillment Services operation was issued an unqualified opinion following a Statement on Auditing Standards (SAS) 70 Type II examination conducted by Ernst & Young. The examination included eight control objectives pertaining to secure document-handling, including credit card services, statement generation and check generation. This independent audit affirms that SR has the highest security standards and controls in place for hosting and processing customers’ personal data.
    We’ve won many other awards, from customer awards like Freightliner Master of Quality Award (2000, 2001, 2002) and Qwest Diagnostic’s Superior Performance Supplier of the Year (2001-2002) to industry awards such as TLMI Awards for innovative label constructions … to recognition by the graphic arts industry during the 2002 Premier Print Awards for our “Customized / Variable Data Digital Color"
  • <number>
    Standard Register has service centers, plants, warehouses, and sales offices networked across the U.S. and approximately 5,000 employees to support your needs.
    And we are well positioned to support our multi-national customers through a network of international associates on four continents who can provide our customers with state-of-the-art technology and service to facilitate their document management and procurement needs.
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    This depicts our strategy:
    The core document business is under pressure. We must gain share from competitors in order to increase revenues and produce acceptable profits for the foreseeable future . Incremental growth will yield high returns.
    1. Slow the decline of traditional printed forms business:
    Battle for share—We have production capacity.
    Gain share by superior representation (aligned with the way the customer wants to be served) backed up by lower cost, better quality & reliability and offering superior desk top tools.
    Grow Labels – Demand for labels is still growing modestly. We must
    capture growth at above industry rates (I.e. gain share).
    A certain amount (but not all) of traditional long run print is migrating to short run (with digital work flow) and Digital Printing. Customers often want one supplier to provide both traditional and digital. In order to keep our base business, hold on to customers and expand into new areas such as the marketing departments, we must offer an effective migration to digital printing where appropriate to the customer’s needs. This requires investment in adding digital capabilities via StanFast and Fulfillment with SW and digital work flow.
    2. Grow our digital printing capability (SF/POD and Fulfillment) and
    enhance our digital work flow (SW and systems in the centers).
    Often, when customers have squeezed out all the cost savings they can from traditional purchasing approaches, they resort to new approaches to managing categories of spend. Processes around Document management, printing and customer communications are in this category. In order to be the partner the customers looks to for these process changes, we must offer services that support the customer in their quest for increased productivity through improved processes (often technology enabled). This is a longer term investment (and hence not quite as well defined) that we must grow now in order to be ready for the customer demand.
    3. Invest in long-term future—business process improvement with enabling technologies (PathForward, SW, InSystems, ExpeData and Partnering).
    2004 Focus & Alignment to Win
    Emphasizes focus
    Enabling us to “do more by doing less”
    Invests in future by devoting resources to
    Innovation
    Enabling technologies
    New ways of doing business
    Increases emphasis on continuous improvement – flawless execution
  • <number>
    It’s important to understand where a company is.
    In terms of a few key leavers.
    Most are a stage lower than they think.
    It is important to know where you are -
    “If you cant measure
    then don’t know where you are and you can’t control
    if you can’t control then you are left at the mercy of chance”
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    The scorecards get us deeper into mindset of our customers and better enable us to understand their CTQs.and what we need to do to meet them. The scorecard process also opens both the eyes of us and our customers to additional value Standard Register can provide.
    Truly, we become partners with our customers as we work through the scorecard process.
  • <number>
  • One page story board we use for all projects and I am going to step you through each step in detail.
    I am one of the people Bob mentioned that are working with customers and the account teams to drive improvement in our processes that effect the customer and the customer processes
  • Highlight about who the customer and why
  • Talk to the customer feedback on VOC Process
    Gain access to survey questions prior to actual survey
    Schedule specific time/date to take survey
    Allow only certain people to answer certain questions
    Will guarantee robust data
    Increase participation
    Clearly define each question on the survey
  • Six Sigma Sales & Marketing

    1. 1. Print Smart…or don’t print at all.™ Business Excellence Briefing: Six Sigma Sales &Six Sigma Sales & MarketingMarketing Bob Crescenzi VP, Business Excellence Standard Register Company
    2. 2. Who is Standard Register? Leading provider of document management & print supply chain outsourcing services ISO 9000 Certified ISO 9000 Certified • Founded 1912 • More than $900 million in revenue • Recognized industry leader • A strong financial position • Focused on Business Excellence • Specialize in helping large corporations produce, procure, manage, and distribute documents and printed materials Master of Quality Supplier Achievements Awards Customer Scorecards FORTUNE: America’s Most Admired Companies 2002, 2003, 2004 FORTUNE: America’s Most Admired Companies 2002, 2003, 2004 InformationWeek 500InformationWeek 500 SR Ranke d 58
    3. 3. Resourced to Support You Nationally & Globally Worldwide Coverage • 35 Production Locations (US) • 22 Distribution Facilities (US) • Alliances and JVs extend our reach to more than 40 countries
    4. 4. The Evolving World of Print • Office Documents • Proposals / Contracts • Collateral • Email Desktop (Office) ImmedLimitedLow TurnColorFinish Centralized (Production) High Volume 4-24 hrs DigitalMed. DigitalTurnColorFinish • Presentations; Newsletters • Manuals; Directories; Catalogs • Collateral; Proposals • Tech pubs; Booklets • Compliance Documents • Business Forms • Stationery External (Commercial) Multipl e 1-3 days MultipleHigh DigitalTurnColorFinish • Labels • Post Cards • Premiums/Ad Specialties • Business Forms • Business Cards • Stationery • Books • Packages • POP • Direct Mail • Brochures • Kitting • Fulfillment • Posters $50B
    5. 5. Print onPrint on DemandDemand ServicesServices CoreCore Doc MgtDoc Mgt & Labels& Labels BusinessBusiness ProcessProcess ImprovementImprovement && OutsourcingOutsourcing Products Solutions Technology Enabled Processes Paper Based Reengineering our Business Model
    6. 6. The Enterprise Wide Supply Chain Approach Business Process Improvement: Lean Six Sigma INTERNAL EXTERNAL Customer “Critical to Qualities” EFFICIENCY Cost Savings EFFECTIVENESS Revenue Generation Enterprise Print & Document Mgmt Strategy Partnerships CONCIERGE
    7. 7. Standard Register Products & Services • Printed Documents & Business Forms • Label Products • ID Documents & Labels • Secure Document Printing Solutions • Commercial Print • Warehousing & Distribution Services • Billing & Statement Solutions • One-to-One Marketing Collateral & Direct Mail • Kitting & Fulfillment • Print-On-Demand • SMARTworks • Digital Pen & Paper • Data Retrieval & Scanning • Document Automation Software • Design On Demand® Marketing Automation • RFID • Internet Document Presentment • Sourcing Management • Print Spend Analysis • Facilities Management • Document Security Audits • Fleet Management • Technology Integration & Implementation Services Printed Products & Services Fulfillment & Personalized Communications Document Technology Solutions Professional Services & Consulting Operational Excellence
    8. 8. SRC’s Journey to Business Excellence Short Term Focus Process Stability Continuous Improvement Business Excellence 2000/1 Performance 2002 2003 2004... Launched DMAIC / AWO Launched Lean Launched DFSS
    9. 9. SR’s Business Excellence Model Compliance Management Knowledge Management Learning & Growth Pro Management Customer Management Financial Management Performance Management LeadershipLeadership Strategic and Operational Planning Compliance Management Knowledge Management Learning & Growth Process Management Customer Management Financial Management Performance Management LeadershipLeadership Strategic and Operational Planning
    10. 10. Performance Enhancement Best practices approach – Baldrige criteria – Balanced scorecard – Process improvement methodologies • Six Sigma • Action Workout • Lean
    11. 11. Performance Management Compliance Management ISO9000,ISO14000 Safety,HIPAA Knowledge Management BestPractices,Data Warehouse,Benchmarking Malcolm Baldrige Assessment Strategy Strategic and Operational Planning Balanced Scorecard Leadership Vision, Mission, Values Learning and Growth • VOA (Voice of Associate) • Human Capital Utilization • Total Rewards • Leadership Development • SR University Financial Management • EPS • Revenue Growth • Cost Savings • ROI/ROC • Cash Flow Process Management • Action Workout • Six Sigma • Lean Methodologies • CRM • Product/ Solution Development • Supplier Partnerships Customer Management • VOC (Voice of the Customer) • Customer Scorecards • Customer Partnerships • FTC (For The Customer) SRC Management System
    12. 12. We need to be faster, better and cheaper, all at the same time! The Challenge of Business Excellence
    13. 13. Realize the Vision To drive financial success… Equip our people with Knowledge, Skills, Systems and Tools To build the strategic capabilities… Needed to deliver unique sets of benefits to customers… Objectives Measures Targets Initiatives Driving Performance - Balanced Scorecard The Vision Customer Financial Internal Process Learning and Growth Financial Perspective Objectives Measures Targets Initiatives Customer Perspective Objectives Measures Targets = Initiatives Internal Process Perspective Objectives Measures Targets Initiatives Learning & GrowthLearning & Growth
    14. 14. AchievingAchieving Business ExcellenceBusiness Excellence within our organizationwithin our organization and supply chainand supply chain Operational Excellence Theme Business Excellence Priorities 2001-2003
    15. 15. Our Deployment Plan • Six Sigma infrastructure established, then… • Champion training for executives first… • Black Belt/Green Belt Training followed – 2001: focus was operations • Manufacturing, production support, engineering – 2002: added some transactional groups • Accounting, Information Management, etc. – 2003: added Client Services and Consulting Services Success due to planning & strong commitment from executive mgmt
    16. 16. In the beginning… • Early projects were internally focused – “Low-hanging fruit” – Emphasis on hard dollar savings – Practitioner learning curve – Unknown customer CTQs Driven by operational metrics of cost, waste and efficiency
    17. 17. 2002 Results • While we met our training goals AND achieved 2X return on Six Sigma investment… • …Project results had little direct impact on customers – For example, 4-hour press setup time reduction was not noticeable in a 4-week production cycle Balanced Scorecard didn’t reflect Six Sigma gains
    18. 18. Changes were needed in 2003… • Business focus moved from cost-reduction to revenue- generation – Deliver more value to customers • Many SR customers are engaged in Six Sigma – Expectation of customer-focused improvements – “Show me how you’re better” Six Sigma projects need to be driven by our customers
    19. 19. HelpingHelping customers achievecustomers achieve Business ExcellenceBusiness Excellence with our solutionswith our solutions Revenue Growth Theme AchievingAchieving Business ExcellenceBusiness Excellence within our organizationwithin our organization and supply chainand supply chain Operational Excellence Theme Business Excellence Priorities 2004 and beyond…
    20. 20. Value Supplier Voice of Customer Value gProjects Processes Prioritize Six Sigma Quality Voice of Customer Customer Customer-Driven Six Sigma
    21. 21. Creating a Customer Focus • Identify critical customer requirements – Today and in the future? • Help customers solve their business problems – How well are we meeting customer needs? • Measure SR performance – How well are we delivering to customer expectations Deploy Comprehensive Voice of the Customer Initiative
    22. 22. Linking Customers’ Expectations to Six Sigma Results Ensure Your Customers See & Feel the Effects of Six Sigma Delivery Service Responsiveness Product Quality Transaction Quality Value
    23. 23. VOC Elements • Customer Satisfaction Metrics – Loyalty Assessments – Customer Satisfaction Surveys – Transactional Surveys • Life Cycle Profiles – Win-Loss Analyses – Milestone Interviews • Customer Scorecards
    24. 24. Customer Loyalty & Satisfaction • Approach – Telephone or web interviews (3rd party & in-house) – Frequency • Loyalty – annual • Satisfaction – quarterly • Transaction – event-based • Benefits: – Identifies factors linked to customer satisfaction & loyalty – Measures SR performance against customers’ expectations Expectation-Performance gaps drive process improvement projects
    25. 25. Secure Customer Index® Overview FavorableFavorable VULNERABLECUSTOMERS Greatest RiskGreatest Risk IndifferentIndifferent SecureSecurevery satisfied definitely will partner again definitely would recommend Secure Customers Secure Customer Index ® (SCI)
    26. 26. Secure Customer Index® 31 0 10 20 30 40 50 60 70 80 SCI® Percent Numbers represent the minimum and maximum SCI® percentages in total and by industry.15 50 5 50 30 54 0 76 12 45 2 62 8 52 10 41 17 68 0 76 445 Utilities Telecommunications Retailing Industrial Products Entertainment Computer Software Computer Services Computer Hardware Automotive Total Cellular (subset of Tel) Banks/Financial 9 54 Norms & Best In Class Figures Median SCI Secure Customers By Industry
    27. 27. Identifying Needs and Wants Must Be More is Better DelightersDelighters Delight Neutral Dissatisfactio n Absent Fulfilled Presence of the The Kano Model of Quality
    28. 28. Customer Scorecards • Approach – Joint development with key customers – Quarterly reviews – Requires Six Sigma practitioner (Green Belt minimum) • Benefits – Focuses both parties on critical, value-add attributes – Strengthens partner relationship Customer-specific CTQs drive process improvement projects
    29. 29. Mar $0.024 April $0.023 May, $0.026 YTD $0.024 $0.020 $0.022 $0.024 $0.026 $0.028 $0.030 Cost Per Copy . 025 Mar 97.0% April 99.0% May, 98.7% YTD 97.8% 95.0% 96.0% 97.0% 98.0% 99.0% 100.0% User Satisfaction 98.5 % Mar 9.0% April 15.0% May, 12.0% YTD 11.0% 8.0% 10.0% 12.0% 14.0% 16.0% Device Utilization Rate 11.0 % QualityQualityQualityQuality CostCost ReliabilityReliability TurnaroundTurnaroundTurnaroundTurnaround ConvenienceConvenienceConvenienceConvenience Fleet ScorecardMar 97.0% April 99.0% May, 98.7% YTD 97.8% 95.0% 96.0% 97.0% 98.0% 99.0% 100.0% Uptime 98.0% Employee to Device Ratio 6.6 to 1 2.0 4.0 6.0 8.0 10.0 12.0 8:1 $815 $697 $678 $780 500 600 700 800 900 1000 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Spend per Employee Linear (Spend per Employee) Desk- top 22.0% Fleet 78.0% $0.042 $0.043 $0.040 $0.038 $0.025 $0.02 $0.03 $0.04 $0.05 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Incurred Contract Metrics Gathered For Control And Future ImprovementsMetrics Gathered For Control And Future Improvements DMAICCustomer Scorecard
    30. 30. Aligning Customer & Internal Goals Customer Satisfaction Quality Delivery Price/ Value CTQ – Critical to Quality CTD – Critical to Delivery CTP – Critical to Price/Value Products CTP1 – Critical to Process 1 CTP2 – Critical to Process 2 CTP3 – Critical to Process 3 Processes Organization Goals Defects Cycle Time Cost
    31. 31. 2005 Focus • Customer-focused Six Sigma training – 60 Green Belt trained: Client Care, Sales and Business Consultants – Emphasis on VOC, transactional tools • Executive bridging – Taking the message to the top – Speaking in National Forums (Financial & Healthcare) • “For the Customer” Six Sigma projects – Project work by SR Green/Black Belts to help solve Customer reduce their costs – On-site projects to assist customers in maximizing value from SR products/services – PathForward Consultants utilizing six sigma methodology
    32. 32. Customer Focused Six Sigma Training Champion (Account Executives) Green Belt (Account Managers) Yellow Belt (Sales Associates) 2 Days 6-9 Days 2 Hours
    33. 33. Account Teams Build Six Sigma Capability • Account managers build executive level credibility and analytical problem solving skills by becoming Green Belts and leading customer focused improvement teams • Sales managers implement Six Sigma Management discipline in their management processes • Client service specialists become Green & Black Belts to provide sales with advanced analysis and to drive improvements in service performance.
    34. 34. “For the Customer” Process • Engage customers in a discovery dialogue – Develop Customer Scorecards + VOC Surveys – Identify & define opportunities (win-win) • Establish collaborative improvement teams to establish baseline measurements & formalized team structure • Drive analysis, improve project execution, and demonstrate impact on desired results • Transfer Six Sigma Capability to customer – Develop control plans and monitoring systems – Optimize the process
    35. 35. Customer Facing Six Sigma Teams Utilizing the right teams & tools to drive improvements at our customers Impact Difficulty/Complexity Action Work Out Teams Kaizen Blitz Teams or Action Work Out Teams DMAIC / Lean Teams DMAIC/ DMADV Teams AVOID
    36. 36. Print Smart…or don’t print at all.™ Business Excellence Briefing: Six Sigma Project:Six Sigma Project: Sales VOC to ActionSales VOC to Action Strategic Accounts Standard Register Company
    37. 37. Sales VOC to Action Project DEFINE MEASURE ANALYZE DESIGN VALIDATE Problem: The project objective was to develop a process for which each Strategic Account team could analyze the VOC data, validate critical issues, identify root causes and effectively track progress of each team. Ultimately by achieving the objective, we will drive more revenue because customers will view us a TRUSTED partner in our efforts to improve our performance in areas they deem important •No process for using annual VOC data to drive Customer improvements •Only 20% of Strategic Accounts had action plans for 2004 •SRC Strategic Account teams are not actively engaged with the Voice of the Customer initiative Customer: Strategic Account Sr. VP Completed: July 2005 Objective: •Design is efficient and capable Project Summary: The project objective was achieved by: •establishing a gap analysis tool for VOC data •establishing a process to validate critical issues •implementing a schedule to meet with each customer to discuss the VOC data, critical issues, root causes and any other critical issues not identified by VOC data •standardizing the process for tracking the progress of each account team PROJECT COMPONENTS Customer Needs (CTQs): •Need a process to analysis VOC data •VOC to Action process that does not take away from Account Teams sale time •A tracking process which is easy to manage from leadership perspective •Develop a VOC to Action process that will drive revenue •Increase the Secure Customer Index for Strategic Accounts Tools Used: •CTQ Matrix •Kano Analysis •Affinity Diagram •Structure Tree Macro Flowchart: House of Quality: •Whats – Efficient process, analyze VOC data, focus account teams, measurable results and easily tracked process •Hows –Customer follow up meetings, action item templates, gap analysis, validate and identification critical issues and root cause identification Detailed Design: •Outcome Indicator (Y) – Detailed Action Plan •Upstream Indicators (X) – Customer Meeting, VOC “gap” analysis and root cause identification Pilot Results: •Tested detailed design on Strategic customer from the financial industry and the results were: •8 “gap” issues were identified from VOC data •4 out of 8 critical issues were validated by the customer through our customer follow up meeting •Root causes were collected for the 4 critical issues •An additional critical issue was noted (not highlighted during our “gap” analysis) •Account teams integrated the VOC customer meeting with an existing sales meeting •Account team within 2 weeks has developed an action plan to address the root causes •Customer offered feedback on ways to possibly improve the participation in the VOC survey •The control system is in place and all teams have been trained.
    38. 38. Project Components Customer: Strategic Account Sr. VP Completed: July 2005 The project objective was achieved by: 1. Establishing a gap analysis tool for VOC data 2. Establishing a process to validate critical issues 3. Implementing a schedule to meet with each customer to discuss: • the VOC data • critical issues • root causes • any other critical issues not identified by VOC data 4. Standardizing the process for tracking the progress of each account team Project Summary:
    39. 39. Define Problem: The project objective was to develop a Strategic account team VOC process to: • analyze the VOC data • validate critical issues • identify root causes • effectively track progress of each team. Ultimately by achieving the objective, we will drive more revenue because customers will view us as a TRUSTED partner in our efforts to improve our performance in areas they deem important   • No structured sales process for using annual VOC data to drive Customer improvements within the sales force • Only 20% of Strategic Accounts achieved VOC Improvement action plans for 2004 • Need to increase Strategic Account teams participation in the Voice of the Customer initiative (increase understanding and corrective action on customer specific issues) • No structured process for tracking VOC corrective actions Objective:
    40. 40. Measure Customer Needs (CTQs): • Need a process to analysis VOC data • VOC to Action process that does not take away from Account Teams sale time • A tracking process which is easy to manage from leadership perspective • Develop a VOC to Action process that will drive revenue • Increase the Secure Customer Index for Strategic Accounts Tools Used: • CTQ Matrix • Kano Analysis • Affinity Diagram • Structure Tree
    41. 41. Analyze Macro Flowchart: House of Quality: • What(s) – Efficient process, analyze VOC data, focus account teams, measurable results and easily tracked process • How(s) – Customer follow up meetings, action item templates, gap analysis, validate and identification critical issues and root cause identification
    42. 42. Issue Prioritization                                     1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 1718 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Percent of Customers Perceiving a Deficiency Lower Higher Attribute Impact Critical Issues Critical Issues Maintenance Issues Maintenance Issues Less Critical Issues Less Critical Issues Secondary Issues Secondary Issues Below Average (BETTER Performance) Above Average (WORSE Performance)
    43. 43. Design • Design is efficient and capable Detailed Design: • Outcome Indicator (Y) – Detailed Action Plan • Upstream Indicators (X) – Customer Meeting, VOC “gap” analysis and root cause identification
    44. 44. Actual VOC Data
    45. 45. Action Item Tracking/Planning Template
    46. 46. Validate Pilot Results: • Tested detailed design on Strategic customer from the financial industry and the results were: • 8 “gap” issues were identified from VOC data • 4 out of 8 critical issues were validated by the customer through our customer follow up meeting and root causes were collected for the 4 critical issues • An additional critical issue was noted (not highlighted during our “gap” analysis) • Account teams integrated the VOC customer meeting with an existing sales meeting and within 2 weeks developed an action plan to address the root causes • Customer offered feedback on ways to possibly improve the participation in the VOC survey • The control system is being completed by using a FMEA and Control Plan.
    47. 47. “VOC to Action” Six Sigma Project • Summary – Strategic Accounts needed a process for analyzing the VOC data, validating the critical issues, identifying root causes and implementing solutions without burdening the Strategic Account teams while increasing the Secure Customer Index – Developed process for “gap” analysis for VOC data – Instituted customer meetings to explain our VOC purpose, validate “gap” issues (critical issues), identified root causes and identify any “other” performance issues not highlighted during “gap” analysis – Developed an action item tracking template for each Strategic account team (standardization) – Developed a process for leadership to track and focus the Strategic account teams on customer important issues – Each customer meeting has lead to identifying additional business opportunities and improvements to SRC’s conducting of the VOC survey
    48. 48. Print Smart…or don’t print at all.™ Thank You! www.standardregister.com © Copyright 2004 Standard Register. All rights reserved.© Copyright 2004 Standard Register. All rights reserved.

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