Process Redesign or Improvement Approach Options

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Jay Martin May 2022 ClientX Process Options.ppt
Process Redesign or
Improvement
Approach Options
The President of one of the world’s largest Pet
products companies asked us to look at one of
their processes, and we took the opportunity to
describe ‘how’ one might address a process
improvement challenge. It turned out the client did
not have any budget, but we felt this discussion
could benefit others when reviewing their options
on these. Some of the content and conclusions are
client specific, so please ignore for other usage.

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To address an issue like your Packaging Process, there are a variety
of options to employ to resolve the problems/fix the process.
ClientX Packaging Options to Address Packaging Process Issues
# What Description Pros/Cons
1 Process Assessment
1-2 week interview, data gathering,
process mapping and issue analysis
exercise. Recommendations at end.
Good first (short/inexpensive)
step for any future projects, but
not a deep dive on issues
2
Best Practice
Comparison
Comparison to best/leading practices in
the execution of different functions and
operations within a process.
Doesn’t really solve ‘your’
problems, shows you what
others do versus your process.
3 Post-Mortem Analysis
Analysis of a recent, representative
project to understand how things
‘actually’ go through the process.
Good examples, easy to relate
to but requires a project that will
cross all areas of problems.
4
Product Development
Process Redesign
Analysis and redesign (uses #1) to
analyze existing process and redesign it
to resolve the issues. (see Case Study)
Fairly involved, requires a lot of
staff participation and requires
implementation to fix problems.
5
Best Practice
Implementation
This is a ‘rip and replace’ with a new
process that works ‘other places’. Very
useful for new companies or disasters.
Ignores all the customization
and nuances of ClientX, throws
out past issue resolutions.
6 Benchmarking
Identifies relevant and common
performance metrics related to process,
and identifies areas of opportunity.
Confirms how bad you are and
where. Usually useful for very
standard industry processes.

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With only 1-2 weeks, these move very quickly. A senior leader at the
client has to make the document delivery & interviews happen.
Gather Data Analysis
Interview
Program
Final Report
1 2 3 4
• Confirm objectives
• First interview with key
client for background
• Provide request for
information needed
• Identify who has all the
information
• Review past projects
• Obtain relevant system
data / request pulls
• Obtain any
performance metrics
and sources
• Review documents
supplied by client
• Review metrics and past
performance, confirm
• Map/analyze processes
• Discuss and agree on
interview targets
• Schedule interviews (2
hours with key people)
• Build interview guide
• Conduct interview
program
• Structure analysis
• Confirm feedback
• Compare to data and
documents provided
• Develop issues lists
• Follow-up To Do lists
• Develop Final Report
Structure
• Review with client
• Populate analysis
section
• Review master list of
issues to build
recommendations
• Review with Key Client
• Present / deliver to
Senior Executive Team
or for Key client to
present results
Deliverables
• Issues Analysis and List
• Preliminary Recommendations
• Suggestion on Best Path Forward
ClientX Packaging 1 – Process Assessment
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Interviewing and data/document analysis are the two key inputs, and
below shows some of the tools that might be of value to the team.
Excel Master File
Section / Worksheet Contents / Purpose
Rolodex
Maintain and takes notes on who you meet or
the key people inside the client, as well as
people you’d like to meet / interview.
Issues / Notes
This is the heart of the project. Keep a giant
long running list with everything you learn from
meetings, interviews, the annual report, old
projects and documents. We use 5 columns:
Source (document/venue), Person (if
applicable), Top Level Subject, Type (issue, to
do item, fact) and Content (what is issue, fact)
Files Received / Status
Running list of all documents received, file
names, format (xls, doc, ppt, pdf), dates (if
they have them) and who provided them
Cost Model / Income
Statement
Build a cost model for Supply Chain using
either recent year end Income Statement or
recent quarter. Ask client for preference.
Products and Divisions
Compile a list of each division and respective
products (with brands and names) to fully
understand the scope of their operations.
Sites & Countries List of all countries and facilities for client.
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The output here is usually a list of recommendations by area along
with a list of other issues needing to be addressed to fix the process.
# Area Recommendation Rationale
11 Inventory
Implement and build out a new item
Sunset process.
This report has details of how to execute the front part of
the process, which is where you currently are stopping.
One method is to set a bar to ‘keep’ a SKU/item, and then
force any failures to be defended against deletion.
12 Inventory
Complete a further Deep Dive analysis
on FGI write-offs
A quick analysis was already performed, but a thorough
investigation with ‘how to avoid’ each type of occurrence
should be completed. Ask the each Country Manager
‘what happened’ and figure out how to avoid repeating.
13 Inventory
Add LIFO checking to Cycle Count
process each month
Objective is to ensure that FIFO is being used in the
Warehouse by the 3PLs and that the correct lots are
being pulled from so as to avoid pre-mature expiration.
51 Transportation
Inquire to 3PLs and Wholesalers on
In-Bound Transport visibility tools or
reports, particularly for Europe land.
Many 3PLs have online systems that provide client facing
transportation information. This could help with
understanding arrivals better given your broad reach
across the world and manufacturing complexities.
52 Warehouse ‘One Day Hold’ for flagged stock-outs
A concern is that stock-outs are not being properly
addressed given the new warehouse system and that
other warehouses are not fulfilling them when they could
be so as to improve order fulfillment to wholesalers.
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The example here is for a Supply
Chain Strategy, but for a Process
Assessment issues usually fall
under 4 different categories.
1) Management Direction
2) Process Flow
3) Organization & Teamwork
4) IT Systems & Tools

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Leading Practices can help highlight issues, but neglect organizational
and business idiosyncrasies and aren’t really problem solving.
ClientX Packaging 2 – Best Practice Comparison
Ideation
Phase 1
Definition
Phase 2
Develop
Phase 3
Launch
Phase 4
Post
Launch
Phase 5
Best/Leading Practices
Results
• Process variations (yours)
• Ideas to improve
• New process paths ideas
• Optimal metrics
• Metric targets
• Generic issue resolution
• Identify broken areas
• Highlights waste
• Shows IT/tooling gaps
vs
Potential Results
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ClientX
Logo

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A post-mortem requires a company to select a recent, representative
product initiative and then analyze how it ‘should’ have been launched.
3
Step Step Name Activities / Objectives Output
1
Project
Mapping
Identify process flow & activities
Identify process deliverables
Create a timeline for items above
Determine/estimate resources used
Obtain all related documentation
Gantt chart of selected project
Resource estimates (people’s
time and dollars spent)
2
Issue
Identification
Interview key stakeholders
Create a project map / review
Identify activities that had issues
Group lists of issues, usually
using four top-level categories:
Management, Process,
Organization, and Resources &
Tools/Systems
3
Improvements
& Project
Re-planning
Identify opportunities and
conditions for reducing lead times
Determine feasibility for re-planning
ideas and the constraints
Detailed issue analysis and ideas
to mitigate or resolve in future
Re-planned project / Gantt chart
New cost estimates for launch
4 Action Plan
Summarize work of three phases
Create an overall action plan
Demonstrate return-on-investment
Build final report
Final report with conclusions and
plan to implement
We usually use a proven four step process, and workshops either done by our team or internally by the client help a great deal.
ClientX Packaging 3 – Project Post-Mortem

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These projects allow you to see real dollars and time that could have
been saved by possible improvements to your existing process, while
also highlight ‘real problems’ encountered during recent execution.
41 Months
31 Months
17 Months
10 Months
14 Months
Original
Project
Excluding
Concept
Work
Replanned
Project
2006 2007 2008 2009
A
J S O N D A M J
J F M A
J S O N D A M J
J F M A
J S O N D A M J
J F M A
J S O N D
Generate Ideas
Agree of Concept
Complete PDP
Approve PDP
Concept Design
Detail Drawings
Rough Prototype
Industrial Design
Vendor Interaction
Prototype Weld Tools
A/R Construction
Fixture Acquisition
Design for Tooling
2nd Prototype
Requote
Problem Fixing
Procure Tooling
Develop Test Plan
Get Quotes
Advanced Release
A/R Approval
Tooling Release
Second Tool Release
Launch Package
Schedule Pilot
Set-up & Run Pilot
First Pieces & Debug
Assembly Drawings
Order Pilot Parts
Post Pilot Changes
Implement Changes
Production Ramp-up
1
2
3
4
6
26
5
8
7
9
10
15
12
13
17
14
21
16
27
11
29
18
23
20
19
22
24
30
25
14 months
Savings
• One additional year of savings
• $2 per valve
• 8,000 valves/day
• 22.5 days / month
• 14 months
• $5.04 million total savings
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ClientX Packaging 3 – Project Post-Mortem

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Ideation
Phase 1
Definition
Phase 2
Develop
Phase 3
Launch
Phase 4
Post
Launch
Phase 5
• Is there a market opportunity?
• Have ideas been researched
that warrant deeper
assessments?
• Does this fit with our
strategy/brand/portfolio?
New product
concept
approved for
definition
Concept
approved for
full
development
Product ready
for roll-out to the
Sales Force
Product
successfully
launched
Project due
diligence to
understand
what went
right/wrong
• Can we produce a
concept that matches
expectations?
• Is the CXO on-board?
• Does the product that is being
produced meet the same criteria as
those set during Definition?
• Does the product fit with the
business case?
• Was the forecast accurate?
• Are we able to meet demand?
Output
Gate
A proven Best Practice 5 Phase process template is used as the
outline for the future state Product Development Process Redesign.
ClientX Packaging 4 – Process Redesign
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Current and future flows are drawn out across the organization to
help understand who does or will do what (following page).

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Phase 1 - Ideation
1
Who 2 3 4 5 6 8 9 10 11 12 13 14 15
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Product Sub-Comm
Suppliers
Senior Executives
Other Functions
Marketing
CMO
Marketing Director
R&D
R&D SVP
R&D Director
Supply Chain
Supply Chain VP
Regulatory
International
Optional, possibly consultation if required 1st
1st 1st
2nd 3rd
Screen number
Sales Force
4

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Owner Marketing
Sales Force feedback is provided; needed changes in marketing materials identified
Inputs
• Sales collateral
• Training materials
• Customer tester lists
• Launch planning
Outputs
• Sales Collateral revised
• Training revised
• Launch planning revised
Activities (Level 3)
1. For each of the three groups, prepare a specific agenda and look
to get information on our assumptions of the production forecast
2. Information discussions with Product or Category Task Force
3. Create a deck about the Product and Launch Plans
4. For Product Sub-Committee, have regularly scheduled calls or
have an ad-hoc call or meeting to discuss
5. Obtain feedback on marketing materials, other communications,
6. Revisit assumptions around launch volumes and forecast
7. Check to understand impacts or risks related to contingencies
8. Provide feedback to Marketing staff needing to make changes
Metrics (Potential ones to track)
• Accuracy /need for changes to forecasts
• Time
• Cost of revisions / discarded materials
One last time before launch moves forward, discuss product, marketing
materials, training, recruiting and promotional plans with key Associates
and others to obtain feedback
The team would create Level 2 and Level 3 (below) Process Steps and
Details to define the new process and support its future implementation.
Ideas / Issues / Problems
• Not expecting to make changes, as much
as provide key people advance information
and assistances with the roll-out
Review Launch Plans
Gate
4.1
Note: For the Steps in the Claims Sub-Process, they did not warrant this level of detail.
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Ideation
Phase 1
Definition
Phase 2
Develop
Phase 3
Launch
Phase 4
Post
Launch
Phase 5
• Is there a market opportunity?
• Have ideas been researched
that warrant deeper
assessments?
• Does this fit with our
strategy/brand/portfolio?
New product
concept
approved for
definition
Concept
approved for
full
development
Product ready
for roll-out to the
Sales Force
Product
successfully
launched
Project due
diligence to
understand
what went
right/wrong
• Can we produce a
concept that matches
expectations?
• Is the CXO on-board?
• Does the product that is being
produced meet the same criteria as
those set during Definition?
• Does the product fit with the
business case?
• Was the forecast accurate?
• Are we able to meet demand?
Output
Gate
An option, though one for desperate organizations, is to just try to fit
a standard best practice process on top of the organization.
ClientX Packaging 5 – Implement Best Practice Process
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This is an option, but I cannot imagine it is one that would be justified
or desirable unless the existing process has no value at all.
This is the same process and
chart as #2, which we’d use as
a baseline there.

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Benchmarking can refer to comparing processes or to comparing
metrics, with ‘processes’ already covered earlier in Number 2.
ClientX Packaging 6 - Benchmarking
Process
Metrics
Qualifiers Implications
Revenue per
FTE
Lead-time for
New Packaging
Defect Rates
Average Cost of
Packaging for
COGS
Averages
Leaders
This can be very useful if you need to ‘sell’ your case for change or
investment to resolve, but rarely greatly helps solve process issues.
Big consulting firms love these projects.
Allows them to resell data gathered
without doing additional work. The real
issues are data availability, data
‘freshness’ and applicability. Your lines,
operations and structure precludes a
solid apples to apples comparison.
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ClientX
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Process Redesign or Improvement Approach Options

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