The document summarizes a Six Sigma project to redesign the order fulfillment process of a professional services company. The project aimed to increase revenue by meeting fill rate targets of 75-80% through improving the fulfillment process. Key findings were a lack of process standardization and visibility. Improvement highlights included separating order fulfillment into two processes, reducing steps, implementing a process dashboard for accountability, and standardizing processes with SOPs and artifacts. Results showed a fill rate increase from 58% to 66% and a 28% reduction in cycle time.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
Six Sigma is a quality management methodology that streamlines and transforms business processes to achieve more with less. Six Sigma Yellow Belt is part of the Six Sigma process improvement certification for quality management.
This TUV SUD's Lean Six Sigma Yellow Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Yellow Belt Certification training's worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
Six Sigma is a quality management methodology that streamlines and transforms business processes to achieve more with less. Six Sigma Yellow Belt is part of the Six Sigma process improvement certification for quality management.
This TUV SUD's Lean Six Sigma Yellow Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Yellow Belt Certification training's worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
Lean, Six Sigma, ToC using DMAIC project managementSimon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. There are five key stages of DMAIC. D = Design, where do you want to be? Create and communicate your vision, mission and objectives. M = Measure. What is to be measured and how? A = Analyse, what business process is to be analysed. Which process if changed would reap the biggest benefit? I = Improve, where are the improvements going to be made, what are the ideas and how will they be evaluated against your key objectives? C = Control, how are you going to control your process and people within it to ensure that they stick to the new way of doing things, what error proofing techniques can be built? What project management controls will you use? This presentation will guide you. Please contact me should you have any questions on simon@optimise-gb.com. Many thanks Simon Misiewicz
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
Did you know? Over the years, enterprises have achieved 65% of higher project savings by adhering to Six Sigma methodology.
Leadership is a critical element in the success of both implementing and using Six Sigma Techniques and Tool to support process change and delivering value in conducting Six Sigma Projects. Having the role of Leadership defined and the necessary knowledge of the methods that will set the expectation of change within processes can inspire teams to stay focused and deliver timely results.
Areas covered in the webinar
- The WHO in Leadership supporting Six Sigma
- The WHY as it relates to the Business Goals and Objectives
- The EXPECTATION or VISION for change to deliver value
- The INVOLVEMENT and participation of leadership
- The SUPPORT and resources needed
- The AUTHORITY to make change happen
- The RECOGNITION of all who contributed to delivering the value
- The MOMENTUM to build on success and continuous improvement
For more details click here - https://www.invensislearning.com/webinar/leading-the-way-in-six-sigma
#sixsigma #leansixsigma #sixsigmablackbelt #sixsigmayellowbelt #sixsigmagreenbelt #sixsigmamethodlogy #sixsigmaprocess #sixsigmacourse #sixsigmavideo #sixsigmamanagement #leansixsigmamethod #SixSigmaTraining
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Why Value Stream is key to Digital Product Delivery Mani Maun
Using Value Stream to visualize the end-to-end Flow of Digital Products and Services
Managing what flows through Value Stream can help bridge the gap Business and IT
Measurement of key metrics can enable data-driven decision making to improve value delivered to customers
The importance of applying Operational Excellence principles for your business. How to improve your Projects delivery process. Excellentia Project Management Consulting presentation.
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
Quality in the past was more related conforming to requirements, in lot of cases as it relates to engineering requirements and not necessarily enthusiastic customer experience. It was a very narrow definition of quality and focused more on Things Gone Wrong. Goal was to reach a level of customer accepted.
Quality definition today is much broader and winning in quality in this highly competitive environment requires deployment game changing quality strategies.
We will discuss how to infuse the voice of the customer into the way we design our products and services so that they exceed customer expectations. Organizations that engage all functions within enterprise and are customer centric will differentiate themselves from the rest of the competition. This presentation will provide an integrated roadmap on how to integrate proactive quality strategies such as Design for Six Sigma (DFSS), Advanced Product Quality Planning (APQP), Design Failure Modes and Effects Analysis (DFMEA), Process Failure Modes and Effects Analysis (PFMEA) along with reactive strategies such as Six Sigma and control plans to achieve organizational excellence.
Learn about how project management works in advertising.
An updated and narratated version of this presentation is now on SkillShare. Use this code http://skl.sh/2szHyFN to get access free for a month.
Many organizations struggle with implementing process improvement. A key enabler is the skill of the change agent. This presentation examines the core skills and concepts needed to be an effective change agent.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Company Valuation webinar series - Tuesday, 4 June 2024
Six Sigma Sample Project
1. Six Sigma Sample Project:
Redesigning the Fulfillment Process
of a professional services company
Executive Summary & Project Narrative
Andreas Freund, PhD, San Diego
2. Six Sigma Sample Project:
Executive Summary
Business Case
• Main Revenue driver – Oder Fulfillment process
– selected for project
• Company wide revenue gains of up to $7,8M p.a.
if fill rate targets of 75%-80% are met
• Scope focused on one business unit only –
migration of approach to other units will be
assessed
Findings Highlights
• One process tried to serve two products –
consulting & staff augmentation
• No process visibility & thus no accountability
• No standard operating procedures (SOP)
• No process artifacts
• No VOC aligned with process
Improvement Highlights
• One-to-Two – order fulfillment process now two
separate processes – by subject area. Project
focused on one of the two new processes
• Less process steps for new process
• Process Dashboard to improve accountability;
SOPs & Required Artifacts to standardize &
ensure repeatability
Results
• Control Period March/April 2010
• Key KPI improved from 58% (2009) to 66% -
within target range for one BU 65%-70%
• Cycle time of new process improved by 28%
• Standardization reduced variance by 67%
• Revenue increased in control period relative to a
lower KPI of 58% (2009) by over $350k
Project Results
3. Fulfillment Process generates 100% of
annual revenue - $37,3M FYTD
Request for Service
Network
Order Fulfillment
Process
Engagement
Across several
practice areas:
Business units 1 -4
Key process KPIis significantly varying between practice areas
(35%-70%) and below target rates for 3 out of 4 practice areas
4. FYTD 2009 [June-30] M2 LSG FS Tech SSG
Projects booked 225 62 96 8 59
Revenue 37,300,000$ 7,513,711$
Average per Project 165,778$ 121,189$
Current Fill rate 62% 58% 64% 35% 70%
Target Fill Rate Min. 70% 65% 70% 50% 80%
Target Fill Rate Max 75% 70% 75% 60% 85%
Revenue Potential Min. 4,567,178$ 914,976$
Revenue Potential Max. 7,766,689$ 1,563,337$
The business case for the project shows
anticipated revenue gains of up to $7.8M
Assumptions:
• Project limited to BU 1 as pilot practice area. Roll-out to other BUs will be assessed later
• Project cost will be covered by run-rate. IT spending, as likely the main cost driver of
solution, cannot currently be reliably estimated
• If IT solution is necessary, current legacy IT system(s) will be integrated into new solution
Risk & Scenario Analysis:
• Risk: Insufficient process adoption; IT cost overrun
• Mitigation: Dedicated change management team in place; Using open source
software in a hosted environment should reduce cost risks
Company BU 1 BU 2 BU 3 BU 4
5. The order fulfillment process can be
divided into 4 main process phases
Project
Launch
• Information
Gathering
• Engagement
Definition
Identification
& Evaluation
• Selection
• Identification
Present-to-
close
• Presentation &
Interview
• Booking &
Documentation
• Onboarding
Engagement
Management
• Management &
Execution
High-Level process characteristics:
Highly- manual, people centric and sequential sales process
Many external factors influence process outcome
Technology systems support process only at specific, limited points
Lack of process specific (voice-of-the-process) metrics – existing VOC data
not statistically relevant
Process execution & use of tools (incl. technology) differs between and
within practice areas – no standardization and no apparent process
ownership across the organization
6. The Define phase brought significant
insights into process issue root causes
Insufficient Fill-Rate
Environment
People
Machine
Material
Method
Measurement
Project is not well defined
Lack of features in Einstein
Lack of cooperation between people (x)
Insufficient level of training
Sales Skills
Client does not have enough time for consultative approach
Client does not perceive M2 as consulting firm
We are generalists in business development
We are generalists in consulting services
M2 has confused identity
Projects are both consultative
and staff augmentation
Misalignment of firm culture to the actual
services you are selling
Unclear strategic direction
from Senior Management (x)
Changing market landscape (n)
Business Model
Consultants are not
real stakeholders (n)
Business Model does
not make clear distinction (x) Current Market
Conditions (n)
Historical geographic
sales focus
Unclear recruitment
strategy
Very broad
product offering
Unclear strategic direction
from Senior Management (x)No
consistency in how
personal evaluation tool is used (x)
No global visibility in internal talent
leading to underutilization (x)
Recruiting is done
by business unit (x)
Moved forward with people
we had when changing business model
We do not say no to anything
Large Database of consultants (x)
Did not fit the people
to the model (x)
We are very opportunistic
We have large consultant database (x)
We are reactive not proactive
We don’t say no (legacy clients)
We have a large consultant data base (x)
Client does not perceive
value in consultative approach
It is perceived that it is expensive to train people
Lack of assessment
of training needs
Lack of consensus on strategic direction
There is no
vision of M2 strategy (x)
Lack of a method on how to achieve agreement on strategic vision (c) No internal champion for training (x)
No definition of what skill
sets are required to be successful by role
No gap analysis
of training needs
No training strategy (x)
Have insufficient subject area expertise
Because
we are generalists
(same root causes as below)
Consultant pool is unwieldy
Pool is too big
Pool is stale
There is no real barrier to entry
We cannot say no
Made decision that there is value
in network breadth (c)
It cannot harm us (c)
Insufficient
data management (x)
The size of the task
No internal ownership (x)
Home grown system
No unified policy of using EinsteinThree business units operating differently (x)
There is no understanding of
why business units operate differently
Business Units are growing on their own
Type of clients for each (n)
No ownership of which
processes should be unified (x)
No consensus on what Einstein should do
Level of customization of current newer system would be too high (n)
We are opportunistic (x)
Lack of skill sets
Lack of experience (n)
Lack of consultant availability (n)
Lack of Urgency (x)
Lack of attention to detail (x)
Lack of or Miscommunication between people
Lack of confidence
Lack of Trust
Lack of adoption of best-practices (x)
Client does not like being sold to (x)
Not a peer-to-peer
relationship with client (x)
Moving too fast in selling to client
Need to move fast
Not perceived as consulting company but
staffing company (see known root causes
under material)
Client does not feel heard
Consultants are not a fit
Mismatch between skill set,
expectations & budget
Demand on client side
for 100% match is higher (n)Expectations set
during sales call
Because this is our business model (x)
The speed of competition (n)
We do not hear the client
Lack of knowledge in methodology (x)
Try to sell better solution
that meets needs but client does not want
Look for capability
first and then budget (x)
We are generalists
(see root causes for this point
under materials)
Insufficient level of trust
between BDM and CSM Nature of BDM-CSM structure
Different customers
(client vs. consultant) (c)
Lack of understanding
of process timelines
Because processes
are different between BU’s (x)
Lack of visibility into process (x)
Client experience working with consultants (n)
Lack of specific subject matter knowledge (BDM) to understand business problem
Client skill set requirements is too unique
Lack of specific subject matter knowledge (CSM) to understand business problem and vet consultant
Insufficient tools to support specific enough search (x)
Lack of subject matter expertise (BDM/CSM) (x)
Qualification of client to buy a consultant (x)
Business Problem
was not properly understood
Language between client
and BDM does not align
Things are
taken for granted
Move too fast
to close project
(see root causes above
under “need to move fast”)
No consistent metrics (x)
Lack of accountablity
No consistent metrics to measure results (x)
Inconsistent execution of business processes between and within BUs (x)
Lack of subject matter expertise (x)
We are generalists
(see root causes under material)
Insufficient visibility into process (x)
Lack of adoption of best-practices (x)Input
* Project idea after client
approaches M2 with a problem
Quantification: # of project
ideation from client
* Project idea after M2 BDM
approaches client
Quantification: # of project
ideation from M2
* Consultants for project
Quantification: # of
consultants approached
Process
* Project Launch
* Consultant ID & Evaluation
* Present-to-Close
Output
* Booked Projects
Quantification: # of booked
project to total number of
launched project = Fill-rate
* Proper Consultant for Project
Quantification: CSI Score, EOE
score (to-be-defined); # of
extensions per selected
consultant; # of consultants
released from projects to
booked projects
* Revenue
Quantification: TCOR (total
cost of revenue)
Customer
Business Client
Customerrequirements with voice
- Do you really understand my business problem
- Timely delivery of consultant that fits within culture
- Proper definition of project deliverables
- Meeting budget needs
- "If it's going wrong, make it right"
Basic requirements withoutvoice
- Competitively priced
- Highest quality of talent
- High-touch service
Subconsciousexpectations
- On time and on budget
- Building internal project sponsor brand
- Consultant needs little or no internal support
VOC summary
Timely delivery of the right talent to solve the right problem
effectively, in time and on budget
Life Sciences& Growth
Business Unitof M2
commitment
[in plain language understandable
to the customer]
Help to properly frame business
problem, develop deliverable to
overcome the problem and
provision the right talent in a timely
manner to solve the problem with a
tangible ROI
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
0
10
20
30
40
50
60
70
80
90
#Observations
Group
Distribution for CT Matrix - Business Client
0
100
200
300
400
500
600
ImportanceScoreonVOC
Process Steps
Pareto Chart - Ranked CTsRelative Importance
to customer
8 10 6 8 8 8 8 6 9 9 8
Process Input
Do you
really
understand
my business
problem
Timely
delivery of
consultant
that fits
within
culture
Proper
definition of
project
deliverables
Meeting
budget
needs
"If it's going
wrong, make
it right"
Competitively
priced
Highest
quality of
talent
High-touch
service
On time and
on budget
Building
internal
project
sponsor
brand
Consultant
needs little
or no
support
Total Score
Define Project with client 9 5 9 6 2 4 7 7 6 7 7 543
Communication between
CSM & BDM - Launch
5 7 3 6 2 3 4 1 6 4 2 360
Interview Consultants 6 6 1 2 1 2 9 2 5 3 5 350
Conduct Consultant
Search
2 9 1 5 1 2 8 2 7 1 2 340
Select Consultants for
interviews
4 6 1 7 1 3 8 1 5 1 3 334
Create Client
Presentation
5 5 2 4 1 3 7 6 4 2 2 328
Communication between
CSM & BDM - Consultant
3 7 1 5 1 3 6 1 5 2 4 321
Consultant Interview
with Client
9 4 3 2 1 5 4 5 2 2 2 308
Onboard consultant to
project/client
2 3 3 1 3 1 1 4 1 6 4 231
Client approve of project
specs
7 1 4 3 1 2 1 1 2 1 2 195
Improvement measures to be implemented over the next 2 – 6 months
were initially developed for “Lack of adoption of best-practices”
7. Focusing on lower effort, high impact items
yielded 16 possible improvement measures
Further dedicated solution refinement & creation of implementation
roadmap to flesh out the suggested improvement measures is
currently underway
Most important measures identified & implemented during project
Differentiate
products
(staffing vs.
consulting)
engagement within
business process
Create Standard
Operating
Procedures &
Artifacts for each
process step (tools &
best-practice case
samples)
Process dashboard
to create process
visibility (across
multiple processes)
New Process Flow
with reduced number
of process steps to
reduce lead times
Process improvements after differentiation between products (consulting vs.
staff augmentation) will focus on “staff augmentation”
Standard Operating Procedures, Required Artifacts and the Process
Dashboard allow for process standardization & process monitoring
8. Improvement measures during first phase
yielded measurable improvements
Control Sample Analysis
Business Unit LSG
Date Range: 3/1/2010 - 4/30/2010
Total Sample Size 54
Total Pending Projects 16
Total Projects Lost 13
Total Projects Booked 25
Statistical Sample Error 14%
Fill Rate 2009 58%
Fill-Rate Sample 66% +/-
Absolute Improvement 8%
Relative Improvement 13%
Delta to Min. Target -1%
Fill-Rate LSG Target Min. 65%
Fill-Rate LSG Target Max. 70%
Fill Rate – 2009 vs. 2010 Sample
Process Lead times in days for booked
projects – 2009 vs. 2010 Sample
State of Project Measures
Total Lead
Time -
Booking
2009 Analysis
Absolute
Improvement
Relative
Improvement
Mean 10.1 14.0 -4.0 28%
Median 9.0 6.0 3.0 -50%
1-sigma 7.1 21.5 -14.4 67%
Booked
Average Revenue per project (2009 Value) 121,000$
Total Projects either booked or lost in Sample 38
Total Projects booked in Sample with 2009 Fill Rate 22
Total Projects booked in Sample 25
Net Project Gain 3
Net Revenue Gain in Sample compared to 2009 363,000$
Extrapolated Net Revenue Gain for 2010 2,178,000$
Extrapolated Net Revenue Gain for 2010 for 2009 project activity 1,007,528$
Expected Revenue gain before project - Minimal Target 915,000$
Normalized Net Revenue Effect
KPI improved to 66%, above lower bound of target range (65% - 70%)
Projected net revenue gain in 2010 based on sample is $1M within BU 1
Average process lead time/sigma interval reduced vs. 2009 by 28%/67%
1
BU 1
BU 1
9. The control plan is based on dashboards,
SOPs and questionnaires to verify VOC
• Standard Operating Procedures based on
process artifacts
• Provisioning of usable templates
Standardization
• Process Dashboard of cycle time for process
steps together with process owners to ensure
accountability
Process Visibility
• Cycle time capture in IT –Tool
• Project Initiation Artifact sheet
Required Process
Artifacts
• Internal & External Questionnaires to be used
at regular intervals to readjust process
Continuous
Verification of VOC
Nr. Answer
1 No
2 No
3 No
Type of
Project
Consulting
Project
Do the roles & responsibilities of the assistance you need correspond to a staff position that exists in
your organization?
Question
Do you need assistance in day-to-day or project activities in your devision/department/group?
Do you have a job description for the assistance you seek?
Questions to determine if project is talent-on-demand or consulting project
CSM Project_Name Company Project_Status Started Spec_Sent Spec_Signed Resumes_Sent Booked Completed Lost Lost_Detail Start_Date
John Doe
Business
Program
Manager
LPL Financial Active 1/27/2010 1/28/2010 1/29/2010 1/29/2010
Check list to provide to CSM
Nr. Answer
1
2
3
4
5
6
7
8
9
10
11
12
13 If known and available, list names of possible talent + contact data, if not in Einstein
How many talents have to be provided? Differentiate by job title
Timeline to provide talent (give drop-dead date)
Question
Does the hiring manager have a written job description? Yes, please, provide.
Does it need changes (additions/deletions/changes)?
Have these changes been provided? Please, provide discussed changes.
If not provided, will these changes be available within 48 hours?
If no job description is available, which job title does the position correpond to?
Do we know industry, function, functional and overall experience required and special
requirements (certifications, specific areas/systems/methodologies)? Yes, please, provide.
What is the available billing rate? Hourly, daily, weekly, flat
Is the billing rate comparable to recently placed talent in similar positions and background?
Expected duration of the placement?
Number of weekly/monthly hours?
M² Customer Questionnaires for the
Talent Order Fulfillment Process
The goal of the questionnaires is to understand the voice-of-the-customer with regard to two critical
process phases:
1. Working with the client to define the project
2. The presentation of the consultant to a client
Questionnaire 1: Determining performance of defining the project
The questionnaire is aimed to identify the client perception of how well M² defined the project along
several dimensions. The questionnaire is to be used after the delivery of the project spec either in person
or over the phone at the end of a meeting. The questionnaire should not take longer than 2 – 3 minutes
to complete.
The questionnaire should be completed for each project where a spec is presented.
On a scale from 1 to 5 with 1 strongly disagree to 5 strongly agree, how important (to the customer) are
the following statements regarding M2
’s documenting of customer requirements?
Nr. Statement Score
1
M² listened and fully understood the business problem I am trying to
solve
2
M²’s project specification document carefully defined the project scope
and the skills & experience required for the consultant selected to
complete this project.
3
M²'s project specification clearly defined the project deliverables and the
measures of project success.
Are there other factors that are important to you in terms of project definition,
consultant delivery and project execution
Questionnaire 2: Determining performance of delivering the right
consultant
The questionnaire is aimed to identify the client perception of how well M² did in delivering a consultant
to the customer along several dimensions. The questionnaire is to be used after the consultant interview
either in person or over the phone at the end of a meeting. The questionnaire should not take longer
than 1 – 2 minutes to complete.
Resume Of Jane Doe
What are you?
Mergers & Acquisitions, Corporate Strategy, and Financial Solutions Design Executive
Executive Summary
Summary: senior executive with over twenty years of experience in a full spectrum of
accounting and financial methods and disciplines at renowned companies such as Drexel
Burnham Lambert, Goldman Sacks and Citicorp
Industries: Successfully executed 10 M&A transactions with accumulated valuation of over
$4Bn within Financial Services and the Life Sciences sector
Range of Deliverables: Proven record of project and program management excellence
delivering improved or accelerated growth metrics; numerous commendations for creating and
implementing strategic initiatives, assessing and executing business opportunities in M&A and
restructuring contexts, and developing structured actionable programs
Technologies: Microsoft Office, Excel, Factset, SDC/Prism, DRI McGraw Hill, Geo Carson,
Bloomberg, Peoplesoft E1, SRC, Hyperion
Key Areas of Expertise (bullets only)
M&A
FP&A
Restructuring
SOX Compliance
Professional Experience
INDEPENDENT CONSULTANT, CA 2007 to Present
DIRECTV, Los Angeles, CA 2008 - 2009
World's largest satellite TV provider with more than $17B in annual US revenues.
Business Operations Improvement Strategist Leadership: Quantitative and
strategy analyses (IT systems and business processes). Created improved 10k and 10q SEC
reporting solution design and implementation plans using Lean Six Sigma methods and BPM
software (KNOA).
Summary of Results
Created Hyperion solution redesign and business process improvement plan for a network of
nearly 30 FP&A sites (1,400+ system users); plan detailed more than $4M in annual cost
savings on a projected investment of less than $2M.
LIFE TECHNOLOGIES, CARLSBAD, CA 2004 to 2007
Director of Finance
Global Operations/FP&A
Director of Corporate Compliance
GOLDMAN SACHS & CO. NY, NY 1997 to 2003
Investment Banking Analyst/Associate
CITICORP NY, NY
Accountant/Analyst 1991 to 1996