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Kaizen Workshop - Sales & Marketing

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Kaizen Process

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    Kaizen Workshop - Sales & Marketing Kaizen Workshop - Sales & Marketing Document Transcript

    • Course Project 2010 Lead 360, Inc – Sales and Marketing Kaizen Improve the Sales & Marketing process at the firm, to impact the revenues of the organization. Kaizen Workshop will be used to identify the problems, address root causes and propose solutions. February 20th, 2010 HR587 – Organizational Management Prof. M. Luckett Author : Hector A. Rodriguez 305-588966 – achiles6408@hotmail.com
    • Contents 1. Executive Summary ............................................................................................................................... 3 2. Organization .......................................................................................................................................... 4 3. Need for Change- Scope ....................................................................................................................... 6 4. Project Approach .................................................................................................................................. 6 5. Research Plan ........................................................................................................................................ 8 5.1 Purpose ............................................................................................................................................... 9 5.2 The Workshop Structure ..................................................................................................................... 9 5.3 The Team........................................................................................................................................... 11 6. Workshop ............................................................................................................................................ 12 6.1 Introduction ...................................................................................................................................... 12 6.2 Brainstorming.................................................................................................................................... 13 6.3 Idea Grouping.................................................................................................................................... 13 6.4 Idea Voting - Prioritizing.................................................................................................................... 15 6.5 Problems Table Results ..................................................................................................................... 16 7. Problem Analysis and Solutions .......................................................................................................... 17 8. Conclusion ........................................................................................................................................... 19 8.1 Evaluation Efforts .............................................................................................................................. 19 8.2 Workshop Experience ....................................................................................................................... 20 9. References .......................................................................................................................................... 22
    • 1. Executive Summary Lead360 is a brand new organization, intending to lead the way in Lean and Productive Management. As any other new organization is full of challenges and new projects and its seek for perfection is infinite. All the operations and products strategies of Lead360 are defined, and you can see our range of products at www.lead360inc.com . However, an inconvenient is still present in the marketing, sales and promotion activities, which are the key to bring new customers, more income and revenues to the company. As Lean experts, we have decided to perform what is called a Kaizen or Continuous Improvement workshop, following the philosophy of lean culture. The purpose of the Kaizen workshop is to identify problems and causes to the slow sales and promotion of Lead360 products and services. We are following the Star Model as our Change Organization Management model, so we look for the Strategy, Process, Structure, Reward System and Human Resource as our categories to implement change. We are going to follow the steps through a Kaizen workshop ensuring that our solutions and actions plans relate to the 5 Star Model, to address issues that will touch each of the five components of this change model. The failure and success of the workshop will depend on the understanding and commitment of the participants. As part of this project, we are going to prove how following the Kaizen workshop and the 5 Start model we can motivate our team, keep our members committed to this entrepreneurial endeavor, while instilling a culture for change, and start cultivating that behavior in our partners, the seek for perfection, to constantly find ways to do leaner, better and faster.
    • As conclusion, we see how this workshop was not only productive as to the ways to improve our Sales and Marketing process, but also help to consolidate the different phase of team building: Formation, , Norming, Performing. We are committed to build LEAN behaviors and culture, staring from our own. 2. Organization Lead360, Inc is an organization that was founded 2009 with the mission to “ To transform organizations from the inside-out, aiming at leaner, better and faster working environments, promoting a culture of efficiency, waste and defect elimination, with value added to your business.” Currently the firm is form of three, all professional with more than 15 years of experience working for Fortune 500 companies. The world economic downturn motivated the three members to start their own consulting business, and assist other companies, institutions and organizations in Lean Training and Project implementation, while provide a broad range of services that goes from Lean Training to Grant writing and Business Plan assessment. I am the VP of Operations in charge of the project planning, training manual development, and strategic planning. My role in the organization is to lead the products and services to fit the customers and to promote our motto: “Give a man a fish and he eats for a day, teach him to fish and he eats for a lifetime.” The organization is composed of four lines of services as shown in the next page. As any new and start up business there are many challenges, and changes to face.
    • 3. Need for Change- Scope The Company has the business plan ready, and the preparation of trainings manual is on-going. We have developed some trouble to meet the marketing and sales goals. We have found that none of the members are experts on sales or marketing, so a learning process is currently in process. However, this is affecting on the most important goal of the business which is to gain customers and revenues. We need to bring more customers, to build a strong reputation in the market to win more contracts. All three members are ready for change, we all come from working experiences in companies that are used to constant change in the manufacturing world, adapting to all external and internal situations. Our sales are stagnated and we need to push them to bring more revenues to the firm, and set a growth pattern in 2010. 4. Project Approach In order to resolve the Sales and Marketing stagnation, we have decide to perform a Kaizen workshop ( Continuous Improvement), to find the possible causes and solutions that will aid to better perform in the Sales and Marketing activities. I’m a Kaizen (word for Continuous Improvement in Japanese) Coach, and as such I will be leading the workshop, to bring new ideas to the group and prepare and action plan to boost the Sales in the organization. Kaizen: “teams are generally comprised of employees from all areas involved in the process who understand it and can implement changes on the spot. Improvement is immediate, exciting and satisfying for all those involved in the process”. (Evans & Lindsay, 2008). “ Kaizen is an intense and rapid improvement process in which a team or department throw all its
    • resources into an improvement project over a short time period, as opposed to traditional Kaizen applications, which are performed on a time basis.” (Evans & Lindsay, 2008). The Kaizen workshops follow the Deming Cycle of Quality, constitute of four Steps: Plan, Do, Check, Act. Figure No. 1 Deming Cycle  Plan: is the problem identification phase, and where problems are address.  Do: is to find alternative solutions to the problem, and to address the root cause. Implement the solution.  Check: This phase is intended to see the effect of the solution and look for improvement.  Act: This phase is to follow any action plan developed to address any failures or improvement of possible solutions. A plan to implement and follow up with the solutions and its consequences.
    • 5. Research Plan A Kaizen workshop will be conducted to identify root causes to the problem. Several Total Quality Management tools such as Fishbone diagrams, 5-Whys, Prioritizing, are used to address the current state and to identify “waste” in the process or system under study. Our intention to perform the workshop is to validate our results will comply with the Five Star Model, providing solutions that will cover the five aspect of this change model. Figure No. 2 Star Model
    • 5.1 Purpose The purpose of the workshop is to understand the effects of change management through the Five Star Model, and to discover new behaviors in the team. The workshop will put in practice some of the tools offer to customers, while teaching other members about the Kaizen methodology. A final survey after the workshop will be performed to check the impact of this kind of methodology for continuous improvement. The intention of the workshop exercise is to identify problems and issues within the Sales and Marketing process. The teams need to design a better process flow and identify risk and opportunities within this process. The goal behind performing the workshop is to improve the revenues goals for 2010. 5.2 The Workshop Structure A Kaizen workshop is structure in 5 steps: (General Motors, 2007). Activity Moderators Content Results Time • Present sense of urgency •The Champion is focus to Introduction •Champion • Identify issues where you can 30 minutes •Coaches GoFast! results and decision making implemente sense of urgentcy, •Set norms to participants problem processes • Set norms and expectations for the workshop Problem •Coaches GoFast! Identify: •List of burocratic problems 1 hour •Barriers agains sense or urgency •Agreement over problems indentification •Sources of Bureocracy •Division of problems in •Adicional Work with no Value subgroups •Sources of damages, hits, mutilations •Unnecessary Activiites Analysis of •Coaches GoFast! •Prepare recommendations about •Specifics Measures to 1 hour the work done, what is to stop increase sense of urgency problems and doing, start or support •Group recommendations to Solutions •Review recommendations increase sense of urgency •Summarize the results in groups •Ensure uniformity and eliminate duplication Recommendations •Coaches GoFast! •Incorporate Comments •Presentation Materials 1 hour •Complete the presentation Preparation materials and Action Plans Present •Sponsor •Share final recommendations •Recommendations 30 minutes •Champion •Decide: •Decisions Making on action recommendations •Decision Panel 1. YES plan •Coaches GoFast! 2. NO 3. Postpone
    • 1. Introduction: present the process of a Kaizen workshop and introduction to terms. 2. Problem Definition: Define the problem; identify issues with the current process. 3. Root Cause Analysis: find possible causes to the problem, identify wastes in the process. 4. Solution Generation & Selection: find new ideas and solutions to the future state. 5. Action Planning: Prepare an plan of activities to perform and eradicate the problem. The process of transformation of the Kaizen workshop will depend on the team integration. The process is shown in Figure No.3. Figure No. 3 (Go Fast – Kaizen Workshop Steps)
    • 5.3 The Team In order to implement this kind of workshop a define team needs to be in place in order to make effective decision. The following table shows the minimum roles and responsibilities. (General Motors, 2007) Table No 1. Workshop Composition Roles in the Key Activities Workshop Sponsor  Helps identify the topic of discussion and establish some expectations  Selects the Champion for the Workshop  Provide resources ( e.g. money, time, systems) and monitors the implementation Champion  Plans and determines the scope of the workshop ( natural owner)  Make decision related to the recommendations in the workshop  Remove roadblocks, monitors the implementation and reports results Decision Panel  Decision Making to recommendations  Work as a road blocker remover, to eliminate any barriers and help through the approved recommendations Participants  Employees related to the topic of the workshop. Develop and present recommendations to the Decision Panel.  Participate in all activities of the workshop and act as guidance to implement the recommended actions after the workshop Coach  Plans the workshop and act as a facilitator, focusing on the group and leading them to think wisely  Acts as a facilitator Expert  Support with specific knowledge in matters before, during and after the workshop ( e.g. usually an IT )
    • 6. Workshop 6.1 Introduction The first step to do in a Kaizen workshop is to give a brief introduction to the purpose of Kaizen or Continuous Improvement. The Kaizen workshops follow a similar structure and plan, and they try to increase the sense of urgency in process that are short, concise and with clear problems. When process become to complex and required deeper analysis a Value Stream Mapping workshop will work better. For our case, the Sales and Marketing process of the company is in trouble, we are having difficulty bringing more customers and sales to the company. So Decide to go over the following process: Figure No. 4- Workshop Preparation Select Issue, Select Workshop Champion Workshop Coach Leadership Hold Follow-Through and Define Workshop Participants and Panel Workshop and Implement Scope Leadership Panel Before the Workshop During the After the Workshop Workshop • Select a good topic • Introduce and • Communicate Champion close workshop decisions and Activities • Clearly scope the with key objectives progress workshop issue and goals • Track and monitor • Select the right • Emphasize the implementation people to attend importance of • Hold 30-60-90 day • Confirm logistics implementation, review sessions on with Lead Coach ensure implementation • Prepare workshop recommendations status opening remarks are doable • Recognize and • At end of reward success workshop, meet with drivers and schedule 30-60-90 day progress reporting
    • 6.2 Brainstorming During the Brainstorming phase, the team must identify problems, issues with the process. Not focusing yet on solutions or root causes which are a later part of the workshop. Our list of problems, was define for each participant to bring 5 big problems they find in the Sales and Marketing Process. Have the group generate as many unique, creative ideas as possible using brainstorming techniques:  No idea is wrong or off limits!,  Write legibly on large post-its.  Ensure they frame issues as problems, not solutions or questions  Remind them to be specific and concise  Have a participant gather ideas into logical groupings or categories (pre clustering)  Identify duplicates and/or related issues and group them accordingly (twins and cousins)  Gain consensus on the groupings (clustering)  Keep everyone engaged throughout the whole process  Once this is complete you will proceed to dot voting 6.3 Idea Grouping We group our problems in the following structure: when post-it are overlap, it means ideas as duplicated. Three groups of problems were discovered: Marketing Plan, Sales Strategies, Product and Process.
    • Marketing Plan Sales Strategies Product Development Don’t know how 6 Don’t know what 3 are our quick wins, to approach our Don’t have a clear customers or and quick 1 target and how to target customers products promote Find quick attention getter There is no clear including pricing target or for quick wins 4 There is not segmentation of enough exposure customers by of marketing products materials in the network 7 Products are not innovative 2 Don’t know our Product is too promotion Not 100% full time 5 common, not easy channels clearly dedication to Sales to sale Process 11 8 There is no There is no place Marketing and to office place to Sales Process concentrate, and define be more productive 9 There is lack of communication for marketing and sales 10 Lack of mentorship, partnership with experts
    • 6.4 Idea Voting - Prioritizing Prioritized categories from the Gallery of Issues go into the breakout sessions for resolution. Each participant is give a red dot (5 points) , a yellow dot (3 points) and a blue dot (1 point) . Each participant is supposed to pick the three most critical issues they can identify from the group of problems. One the voting is over, pick the activities that were mostly voted and prepare to identify root causes and solutions. This is the result from the team’s votes. Marketing Plan Sales Strategies Product Development Don’t know how 3 to approach our Don’t have a clear 6 Don’t know what customers or 1 are our quick wins, target and how to target customers and quick promote products There is no clear Find quick target or attention getter 4 There is not segmentation of including pricing enough exposure customers by for quick wins of marketing products materials in the network 2 Don’t know our 7 Products are not Not 100% full innovative promotion 5 channels clearly time dedication to Product is too Sales common, not easy to sale Process 11 8 There is no There is no place Marketing and to office place to Sales Process concentrate, and define be more productive 9 There is lack of 10 Lack of communication mentorship, for marketing and partnership with sales experts
    • 6.5 Problems Table Results Summarizing, after the voting phase we consolidate the problems and count the points. After our voting exercise these were our problems results in order of importance: Table No 2. Priorities Problem 5 3 1 Total ID Points Points Point 1 We don’t have a clear target and 5 3 1 9 how to promote There is no clear target or segmentation of customers by products 7 Products are not innovative 5 3 8 Product is too common, not easy to sale 8 There is no Marketing and Sales 5 5 Process define 5 Not 100% full time dedication to 3 1 4 Sales 11 There is no place to office place 1 1 to concentrate, and be more productive 10 Lack of mentorship, partnership 0 with experts 9 There is lack of communication 0 for marketing and sales 6 We don’t know what are our quick 0 wins, and quick products Find quick attention getter including pricing for quick wins 4 There is not enough exposure of 0 marketing materials in the network 3 We don’t know how to approach 0 our customers or target customers 2 We don’t know our promotion 0 channels clearly
    • 7. Problem Analysis and Solutions Once the problems have been categorized and grouped, we proceed to the analysis of root causes and solution generation process. Breakout Group Tasks Process Step Key Activities Outcome • Cluster and prioritize problems; address in • Concise problem Problem Definition order of importance statement • Formulate problem statement • Evaluate and identify the cause(s) of the • Root cause(s) Root Causes Analysis problem identified • Brainstorm solutions to problem that address • Alternative solutions Solution Generation root cause generated • Evaluate and select solution(s) that best solve • Final Solution Selection the problem, can be addressed by workshop recommendation(s) participants, and are implementable within 90 selected days • Build action plan that will be used to implement • Action plan outlined Action Planning recommendation After reviewing our potential problems list we have team up to formulate the problems and find their root cause analysis using the 5-Why’s methodology and the ISIKAWA Fishbone diagram which usually leads to the root cause and to possible solution in factors like environment, people, measure, procedures. Figure No. 4 Ishikawa Diagram
    • We have defined 5 Problems in our workshop and their potential root causes and solutions. Table No 3. Results and Action Plans Problem Root Causes Solution and Action Plan Not Clear Target and 1. Poor Marketing Plan 1. Review marketing plan and market Market Segmentation and market research research to define potential customer 2. Lack of Human and promotion strategy Resource 2. Develop and Portfolio Strategy and 3. Lack of team Selection Criteria Communication 3. Setup weekly meetings for Marketing Review Generic Product, Not 1. Focusing on current 1. Apply blue Ocean strategy to develop Innovative offer only new products 2. Did not apply Blue 2. Validate product before launching Ocean Strategy 3. Look for Project Funds 3. Did not tested the product first No Marketing Sales 1. Too many task for 1. Draw the marketing and sales process in Process Define too many people IGrafx 2. Did not have computer aid tools to draw faster process 3. Lack of meeting places and conflicts No Sales force 1. No financial 1. Find a salesperson under commission resources budget for sales 2. No expertise in Sales and Marketing from the team Unproductive Working 1. No financial 1. Look for office space to meeting and Environment resources to rent a produce better work results. place
    • 8. Conclusion Our conclusions include the evaluation of the workshop process, the experience we experimented during the workshop and how this will impact our approach to change management. 8.1 Evaluation Efforts We have considered using the Star Model for our analysis because it pertains much about strategy and team participation. We know from Managing Organizational Change (Evans & Lindsay, 2008), that the Star Model covers five (5) pillars, and that its impact is based on identifying the strength and weakness on each one of them. In our workshop we try to cover each of the terms of the Five Star Model, ensuring we include solutions that will reform the current situation. We are listing our solutions under each of the Star Model categories, so we can validate the improvement and be consistent with the model for change management. Structure Process& Reward People Strategy Lateral System Practices Capabilities. 1. Review marketing 1. Apply blue Ocean 1. Draw the 1. Find a 1. Look for office plan and market strategy to marketing and salesperson space to meeting research to develop new sales process in under and produce define potential products IGrafx commission better work customer and 2. Look for Project 2. Setup weekly results. promotion Funds before they meetings for strategy are launch Marketing Review 2. Develop and 3. Validate product Portfolio Strategy before launching and Selection Criteria 3. Apply blue Ocean strategy to develop new products
    • As we can see from our results, we have touched all 5 categories of the Star Model, which consolidates an integral proposal for change, to remain sustainable and to be implemented by the team. 8.2 Workshop Experience We conclude that in our brief workshop and concise actions, we have address the 5 points of the Star Model, leading towards a good result for change and sustainability of a more solid process for Sales and Marketing. In order to promote LEAN behaviors in our organization, we must understand that sustainability of any process must rely of its documentation and reliability, on a process that can be performed by any individual in the organization, and that can be repeated with constant quality results. "We created a lean improvement team and conducted a comprehensive campaign to kaizen the organization's key value streams. And we had dramatic results. Faster patient flows. Better outcomes. Lower costs. But we couldn't sustain the gains. The improvement efforts weren't connected to the way the organization was managed and the value streams started to regress to the mean as soon as the improvement team left. After I left the organization, the whole program came to an end. What a shame." (J.Womack) To build solid and mature processes, we must design them robust, and for people who are the ones to perform the tasks and activities. This was our first Kaizen event and we have experience a lot of transformation change in the team, some of the effects of participating in the workshop were:
    •  Higher commitment to the business  Increase of ownership of the business and products  Team building efforts : formation, norming and performing is improving  Motivation from the group has impacted our results “One core principle of lean is respect for the individual. While employees do not represent the entirety of lean impacted humanity, they are the primary learners, doers, beneficiaries and sometimes, when kaizen events are improperly applied, “victims.” They are also enablers, adopters and/or saboteurs of change. Resistance is rooted in the human side at least as much as the technical”. (Wolfe) Organization Change Management brings much of the philosophy of handling with change, is not only about implementing tools and methodologies, is more about instilling a cultural impact shift in the organization. As we try to promote in our organization, we want to build LEAN BEHAVIORS, not only teach how Lean can benefit your process and systems, but for everyone in the organization to be committed with Lean Thinking, its benefits and flaws, its cultura impact to constantly “seek for perfection”. “ The concept of perfection in lean production means that there are endless opportunities for improving the utilization of all types of assets. The systematic elimination of waste will reduce the costs of operating the extended enterprise and fulfills customer's desire for maximum value at the lowest price. While perfection may never be achieved, its pursuit is a goal worth striving for because it helps maintain constant vigilance against wasteful practices.” (The Manufacturing Edge).
    • 9. References 1. (2008). Managing for Quality and Performance Measurement. In J. R. Evans, & W. M. Lindsay, Managing for Quality and Performance Measurement (pp. 677,678). West Eagan, MN, USA: Thomson, SouthWestern. 2. General Motors. (2007). Go Fast Coach Clinic Manual. Detroit: General Motors. 3. General Motors ( 2006). Value Stream Mapping Clinic Manual. Detroit: General Motors 4. Managing organizational Change (2009). In Ian Palmer & Richard Dunford & Gib Akin 5. Lean Enterprise Memory Jogger(2002), Lean Enterprise Institute. 6. Gembutsu Consulting Newsletter. How to Conduct a Kaizen Workshop http://www.gembutsu.com/newsletters/newsletter8- 07/ConductWeeklyKaizenWorkshop.htm 7. Defense Industry Daily . Want and Effective Kaizen Event? Don’t Forget the Human side. Mark R. Hamel and Charles J. Wolfe http://www.defenseindustrydaily.com/Want-an-Effective-Kaizen-Event-Dont-Forget- the-Human-Side-06139/ 8. The Nation Business. The Toyota Way – Road to Marketing Excellence. P.Changsorn http://www.nationmultimedia.com/2009/01/14/business/business_30093187.php 9. Lean Enterprise Institute. The problem of sustainability. J. Womack http://www.lean.org/common/display/?o=752 10. The Manufacturing Edge. Intro to Lean. http://www.mamtc.com/lean/intro_intro.asp#Perfection 11. Lean Enterprise Institute. Principles of Lean http://www.lean.org/WhatsLean/Principles.cfm