The attached is a file showing possible approaches to improving or redesigning a process. It is an overview and comparison of 6 different ways one could approach this or engage a consultant to do so.
1Grand Canyon UniversityInstructor Name MIS-652 BusinesEttaBenton28
1
Grand Canyon University
Instructor Name:
MIS-652 Business Process Analysis
December 1, 2021
Introduction
Cummins is a global engine manufacturer that also designs and manufactures turbochargers for engine applications. Cummins Turbocharger is the market leader in medium and heavy-duty car applications worldwide.
The Process and Relevant Data Comment by Seon A Levius: Since you are using “Cummins” in this section, you need to pinpoint some process problem with data issues for optimization. The optimization or improvement can be for both the process and technology.
Prototype - A Model of the Construction Process: The organization's prototyping process is ineffective and results in a lengthier lead time in comparison to client needs. According to data from the last six months, the average lead time for proto-sample building is approaching 12 days, rather than the five days requested by the customer.
Process Improvement Methods Comment by Seon A Levius: In this section you will basically explain how you will improve the process problem you identified above. This is basically the articulation of your solution (which must for this case include technology optimization). Also, how will you evaluate it.
You mentioned Six Sigma as the tool to enhance the process. But that is not what we want here. Six Sigma can be the tool you used to evaluate the proposed solution to the problem you identified.
So, in this sense, I didn’t see any articulation about how you will evaluate your improvements to ensure, they are efficient and effective.
For example, Six Sigma can be used as the process improvement method. The Define, Measure, Analyze, Improve, and Control (DMAIC) sub-methodology within Six Sigma can be helpful in defining the details of the future state process and Key Performance Indicators (KPIs) that the future state process should be able to meet.
Other methods in our reading this week that can be explored includes PDCA (Plan Do Check Act).
Six Sigma is a technique for process improvement. Six sigma methodology is being designed for process improvement and the implementation of six sigma tools in order to correctly assess the process and achieve improvement (Thomas, et al., 2017)
The following format explains the problem statement and execution of the process improvement method.
Problem Statement
Articulate your problem statement here
Problem Statement Worksheet
Original problem or focus question
The lead time for the proto sample process is longer than anticipated by the customer.
12 days rather than 5.
Stakeholders who are most affected by the problem
The Customer prototyping team and the Company program management team are the most impacted by this issue.
Type of Problem
Problems with resources and processes Comment by Seon A Levius: Technology has to be one of the problems
Suspected cause of the problem
Suspected reasons based on the cross functional team's root cause analysis are as follows.
1.Because the process is dependent ...
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
BUSN350Week 3 Business Problem and RequirementsBusiness.docxhumphrieskalyn
BUSN350
Week 3: Business Problem and Requirements
Business Analysis
The basic idea of business analysis is simple. It is the practice of identifying and clarifying a problem or issue within a company, then working with the various stakeholders to define and implement an acceptable solution. However, actually conducting a business analysis can be quite complex and time-consuming.
Starting Point
The first step in the process is to identify a problem, an issue, or some other business need. Let's say that you are the owner of a small motorcycle dealership. In addition to selling bikes, your store does repairs and maintenance, sells riding gear, and custom orders parts for your customers. You have received numerous complaints from the staff and customers about the accuracy of your inventory system. The problem is the inventory system often shows parts and merchandise as being in stock, when none are actually available. This often means that a repair job is not finished on schedule, which really irritates your customers.
Milestone 1 Assignment Requirements
In a 5-8 page paper using APA format, please describe the following:
1. Introduction– Briefly describe the organization and business process to provide contextfor your project.
2. Business problem– Identify and describe a business problem for your project.
a. Create a flowchart of the current business process using Visio.
b. If you do not have Visio installed on your computer, you can access this application via the iLab tab in the Course Home unit.
3. Identify stakeholders– Provide a stakeholder tracking matrix based on eachstakeholder’s position and responsibilities, the level of their involvement and their importance to the project.
Example of a stakeholder matrix:
Role
Responsibilities
Level of Involvement
Importance
Project Manager
(Business)
Project Manager
(Implementation partner)
Business Analyst
Page 1 of 4
BUSN350
Role
Responsibilities
Level of Involvement
Importance
Department Manager
Work Group Supervisor
External Business Partner
SME 1
SME 2
SME 3
Level of Involvement – What level of involvement and how much time will be expected of each stakeholder?
Importance – How important is the stakeholder in the requirements elicitation process? Are they required in order to document all of the critical project requirements, or are they optional in that they can add clarity to processes that may further refine requirements?
4. Conduct elicitationusing one of the methods listed and provide the documented resultsfrom your activity in the Appendix of your paper:
Surveys – develop a set of 5-8 multiple choice questions pertaining to the business problem that will enable you to document a list of requirements for your project, administer the survey to elicit responses from 10 participants
Interviews – develop a set of 5-8 open-ended questions pertaining to the ...
1Grand Canyon UniversityInstructor Name MIS-652 BusinesEttaBenton28
1
Grand Canyon University
Instructor Name:
MIS-652 Business Process Analysis
December 1, 2021
Introduction
Cummins is a global engine manufacturer that also designs and manufactures turbochargers for engine applications. Cummins Turbocharger is the market leader in medium and heavy-duty car applications worldwide.
The Process and Relevant Data Comment by Seon A Levius: Since you are using “Cummins” in this section, you need to pinpoint some process problem with data issues for optimization. The optimization or improvement can be for both the process and technology.
Prototype - A Model of the Construction Process: The organization's prototyping process is ineffective and results in a lengthier lead time in comparison to client needs. According to data from the last six months, the average lead time for proto-sample building is approaching 12 days, rather than the five days requested by the customer.
Process Improvement Methods Comment by Seon A Levius: In this section you will basically explain how you will improve the process problem you identified above. This is basically the articulation of your solution (which must for this case include technology optimization). Also, how will you evaluate it.
You mentioned Six Sigma as the tool to enhance the process. But that is not what we want here. Six Sigma can be the tool you used to evaluate the proposed solution to the problem you identified.
So, in this sense, I didn’t see any articulation about how you will evaluate your improvements to ensure, they are efficient and effective.
For example, Six Sigma can be used as the process improvement method. The Define, Measure, Analyze, Improve, and Control (DMAIC) sub-methodology within Six Sigma can be helpful in defining the details of the future state process and Key Performance Indicators (KPIs) that the future state process should be able to meet.
Other methods in our reading this week that can be explored includes PDCA (Plan Do Check Act).
Six Sigma is a technique for process improvement. Six sigma methodology is being designed for process improvement and the implementation of six sigma tools in order to correctly assess the process and achieve improvement (Thomas, et al., 2017)
The following format explains the problem statement and execution of the process improvement method.
Problem Statement
Articulate your problem statement here
Problem Statement Worksheet
Original problem or focus question
The lead time for the proto sample process is longer than anticipated by the customer.
12 days rather than 5.
Stakeholders who are most affected by the problem
The Customer prototyping team and the Company program management team are the most impacted by this issue.
Type of Problem
Problems with resources and processes Comment by Seon A Levius: Technology has to be one of the problems
Suspected cause of the problem
Suspected reasons based on the cross functional team's root cause analysis are as follows.
1.Because the process is dependent ...
Supply Chain Strategy with an Assessment done for a Consumer Products Company with a presence in Europe, North America and Asia. Listing this to show format details for Supply Chain Strategy, and will also put a shorter version on as a Case Study for CI in Supply Chain. We put this on in so much detail to provide people with a guide and base for others to do similar projects (and if they need help, we'd love to speak with them). Good luck and feel free to reach out to me if you have questions on some of the formats or how to do the analysis being suggested.
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
BUSN350Week 3 Business Problem and RequirementsBusiness.docxhumphrieskalyn
BUSN350
Week 3: Business Problem and Requirements
Business Analysis
The basic idea of business analysis is simple. It is the practice of identifying and clarifying a problem or issue within a company, then working with the various stakeholders to define and implement an acceptable solution. However, actually conducting a business analysis can be quite complex and time-consuming.
Starting Point
The first step in the process is to identify a problem, an issue, or some other business need. Let's say that you are the owner of a small motorcycle dealership. In addition to selling bikes, your store does repairs and maintenance, sells riding gear, and custom orders parts for your customers. You have received numerous complaints from the staff and customers about the accuracy of your inventory system. The problem is the inventory system often shows parts and merchandise as being in stock, when none are actually available. This often means that a repair job is not finished on schedule, which really irritates your customers.
Milestone 1 Assignment Requirements
In a 5-8 page paper using APA format, please describe the following:
1. Introduction– Briefly describe the organization and business process to provide contextfor your project.
2. Business problem– Identify and describe a business problem for your project.
a. Create a flowchart of the current business process using Visio.
b. If you do not have Visio installed on your computer, you can access this application via the iLab tab in the Course Home unit.
3. Identify stakeholders– Provide a stakeholder tracking matrix based on eachstakeholder’s position and responsibilities, the level of their involvement and their importance to the project.
Example of a stakeholder matrix:
Role
Responsibilities
Level of Involvement
Importance
Project Manager
(Business)
Project Manager
(Implementation partner)
Business Analyst
Page 1 of 4
BUSN350
Role
Responsibilities
Level of Involvement
Importance
Department Manager
Work Group Supervisor
External Business Partner
SME 1
SME 2
SME 3
Level of Involvement – What level of involvement and how much time will be expected of each stakeholder?
Importance – How important is the stakeholder in the requirements elicitation process? Are they required in order to document all of the critical project requirements, or are they optional in that they can add clarity to processes that may further refine requirements?
4. Conduct elicitationusing one of the methods listed and provide the documented resultsfrom your activity in the Appendix of your paper:
Surveys – develop a set of 5-8 multiple choice questions pertaining to the business problem that will enable you to document a list of requirements for your project, administer the survey to elicit responses from 10 participants
Interviews – develop a set of 5-8 open-ended questions pertaining to the ...
A pre study for selecting a supplier relationship management toolAlaa Karam
The architecture point of view is dominating in this pre-study. According to the Business Architect, the main tasks of a Business/IT architect is to provide a cost efficient and accurate solution that is according to the business requirements and aligned with the business and IT strategies and constraints.
Made this for a final interview to head the PMO for a big retail transformation across the United States. I didn't get it, think I was #2 or final 3, but thought others might get some value out of it. Left my PMO slides in at the front. Just laying out some of the decisions and options for fodder for others.
Presenting a mental framework for strategic analysis of project portfolios in an organization. The example used is IT-Business alignment, but many components of this framework may be used in other applications.
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Optimise-GB provides you with a presentation on business process improvement. This presentation focuses on customer’s needs, also known as Voice of the Customer (VoC). The presentation’s approach pulls on knowledge and methods from systems thinking (focusing on failure demand and doing the right things by the customer), lean (having an efficient process), six sigma (focusing on quality and reducing failure demand and defects) and Theory of constraints (ToC –reducing bottlenecks and constraints). It has been considered that business process improvement cannot be approached in the same way as manufacturing. This is true for many reasons. One, the complex tools and levels of perfection is simply not required or even feasible for the service sector, given that most service organisations have near 50-80% defect rates across the entire organisation, so why focus on the 1% accuracy? Pareto’s 80/20 approach will yield significant results. The presentation guides you through the formation of teams and people to be involved, identifying objectives, problems and needs. The presentation then takes you through the documentation of each business process through workshop events and how to use data and issues logs. Finally we will look at how solutions are identified and evaluated and then implemented using the top 3 ideas. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
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This is the short version of a Case Study showing the creation of a plan for a new operation for an eCommerce fulfillment business in healthcare in Canada. There is a longer version twice its length (the actual plan was more than 100 pages). It primarily shows the overall project, and then this piece's details of what was done, and what some of the output looked like.
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The architecture point of view is dominating in this pre-study. According to the Business Architect, the main tasks of a Business/IT architect is to provide a cost efficient and accurate solution that is according to the business requirements and aligned with the business and IT strategies and constraints.
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1. 1
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.
2. 2
Jay Martin May 2022 ClientX Process Options.ppt
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.
3. 3
Jay Martin May 2022 ClientX Process Options.ppt
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
1
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Jay Martin May 2022 ClientX Process Options.ppt
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.
ClientX Packaging 1 – Process Assessment
1
5. 5
Jay Martin May 2022 ClientX Process Options.ppt
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.
ClientX Packaging 1 – Process Assessment
1
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
6. 6
Jay Martin May 2022 ClientX Process Options.ppt
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
2
ClientX
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7. 7
Jay Martin May 2022 ClientX Process Options.ppt
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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Jay Martin May 2022 ClientX Process Options.ppt
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
3
ClientX Packaging 3 – Project Post-Mortem
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Jay Martin May 2022 ClientX Process Options.ppt
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
4
Current and future flows are drawn out across the organization to
help understand who does or will do what (following page).
10. 10
Jay Martin May 2022 ClientX Process Options.ppt
Phase 1 - Ideation
1
Who 2 3 4 5 6 8 9 10 11 12 13 14 15
7
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
ClientX Packaging 4 – Process Redesign
11. 11
Jay Martin May 2022 ClientX Process Options.ppt
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.
ClientX Packaging 4 – Process Redesign
4
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Jay Martin May 2022 ClientX Process Options.ppt
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
5
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.
13. 13
Jay Martin May 2022 ClientX Process Options.ppt
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.
6
ClientX
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