1. Credit Analysis Report
OCTOBER 2014
Vicky Fellows; Oct 2014 1
Root Cause 1: Commercial Decision RTS; shown below.
Main Credit Issuer [RTS Commercial Decision]: Sales Person A.
Row Labels
6 - Commercial DecisionRTS No. Of Credits
Sales Person A #
Sales Person B #
Sales Person C #
Sales Person D #
Sales Person E #
Sales Person F #
Sales Person G #
Grand Total #
4-CustomerExpectation…
5-CustomerExpectation…
6-CommercialDecision…
7-CommercialDecisionVO
a-SalesErrorRTS
C-Damage-ConditionRTS
D-Damage-ConditionVO
g-DespatchErrorRTS
h-DespatchErrorVO
j-PickingErrorRTS
l-PickingErrorVO
M-PricingErrorVO
N-OverSupplyRTS
O-Quality-MachiningRTS
P-QualityMachiningVO
Q-Quality-GradeRTS
R-Quality-GradeVO
S-OverSupplyVO
T-CustomerErrorVO
t-SystemErrorVO
U-CustomerErrorRTS
u-PODMissingVO
W-HaulierErrorRTS
w-SupplyonBehalfofVO
x-3rdPartyProcessRTS
y-3rdPartyProcessVO
Z-SalesErrorVO
Reason Code INPUT
Total

2. Credit Analysis Report
OCTOBER 2014
Vicky Fellows; Oct 2014 1
Root Cause 2: Quality Grade RTS; shown below.
Main Credit Issuer [Quality]: Sales Person Z.
Row Labels
Quality No. Of Credits
SalesPerson Z #
SalesPerson Y #
SalesPerson X #
SalesPerson W #
SalesPerson V #
SalesPerson U #
SalesPerson P #
SalesPerson O #
SalesPerson N #
SalesPerson M #
SalesPerson L #
SalesPerson K #
SalesPerson J #
Grand Total #
Customer Damaged Despatch Other Picking Quality Quantity Sales
REAL Root Causes
Total

3. Credit Analysis Report
OCTOBER 2014
Vicky Fellows; Oct 2014 1
Root Cause 3: Sales Errors.
Main Credit Issuer [Sales Errors]:
Row Labels
SalesErrors No. Of Errors
SALES PERSON 1 X
SALES PERSON 2 X
SALES PERSON 3 X
SALES PERSON 4 X
SALES PERSON 5 X
SALES PERSON 6 X
SALES PERSON 7 X
SALES PERSON 8 X
SALES PERSON 9 X
SALES PERSON 10 X
SALES PERSON 11 X
SALES PERSON 12 X
Grand Total X
Sales ErrorsInvoiced VS Rep
Total
Jackie:CreditsIssued
SalesError No. Of Errors
Price Error X
InputError X
Lack of Communication X
ComputerError X
Other X
Grand Total X

4. Credit Analysis Report
OCTOBER 2014
Vicky Fellows; Oct 2014 1
Main Reason for Returns from Customer:
COMMERCIAL DECISION RTS
Main complaints No. of Complaint
IncorrectSize X
Quality X
FussyCustomer/Rejection X
IncorrectlyStored/Transported X
Stock Cleanse X
Cancellations X
Damagedor Machinedincorrectly X
Main Quality Complaints:
QUALITY RTS
Main complaints No. of Complaint
PoorQuality X
MachinedIncorrectly X
Transport Damages X
Splitting X
Dirty.Oldstock.Too many knots. X
Delaminating/Toowet X
IncorrectSize X
Black andMouldy X
ShippingIssue,wormholesetc. X
FussyCustomer X
Blue Stained X
Ripples/grainsonface X
ManufacturerFault X
Main Sales Errors:
SALES ERROR CREDITS
SalesErrors Reason No. Of Errors
Lack of Communication X
PricingError/Dispute X
Wrong ProductBooked X
InputError X
CustomerError X
BookedtoWrong
Account/Branch X
Late Delivery X
InsufficientCreditGiven X
Cancellation X

5. Credit Analysis Report
OCTOBER 2014
Vicky Fellows; Oct 2014 1
Conclusions – MINUTED FROM BUSINESS CONTROLS
MANAGER
1. Quality of timber is in question frequently; a
lot are marked by holes, misshapen or
exposed to wet weather.
2. A large number of products are being
machined wrongly or damaged from them.
3. Transportation damages are adding to
returns.
4. Sizing errors during input generating more
returns.
5. Lack of communication between internal and externalsales staff and between
customers and sales, generating confusion and eventually sales errors.
6. Lack of training on the deletion of items that are causing some orders to be
processed in error.
7. A large number of input errors are due to typing mistakes when rushing through.
8. Some changes to orders are being taken verbally without being recorded or
written down; thus generating orders with incorrect information to the relevant
picking teams.
SALES ERROR CREDITS
Input Errors No. Of Errors
IncorrectSize X
IncorrectDate X
Didnot know how to
delete X
Wrong Infogiven X
IncorrectQty X
DespatchError X
Grand Total X

6. Credit Analysis Report
OCTOBER 2014
Vicky Fellows; Oct 2014 1
Corrective Actions – MINUTED FROM BUSINESS CONTROLS MANAGER
1. Ensure Quality of timber is routinely inspected to ensure it is dry, unmarked and
generally in good storage conditions.
2. Sawyers to take more care in not damaging product and products to be inspected
before loading on vehicles and despatched.
3. Take extra care in vehicle loading and securing packs down to minimise movement
during travel.
4. Increase the level of communication with staff and customers on pricing changes,
pricing agreements made by external reps to decrease the numberof input errors.
5. Double check any confusion regarding orders (with customers) or mill items
needed machining (with mill staff) to decrease input error.
6. Lack of training on the deletion of items that are causing some orders to be
processed in error.
7. Clarification is needed on orders in the future; confusion leads to increased errors
in sizes and products being issued. And take general care when inputting toensure
accurate data is sent for processing.
8. Any verbal orders or changes must be written and recorded to ensure changes are
made and orders not forgotten.