Questions 1. lzstablish a project Charter for Jeff based on the assignment given to him by Grace Monroe. 2. Brew a process map (swim lanes for each role) that describe the proposal creation process from the initial request sent in by the seller to a completed proposal handed back to the seller. This will enable Jeff to define the existing process and get a better sense of process hand-offs. Be detailed in your process map. Assume that the process is consistent across geographies. 3. Superimpose the average time it takes for each step in the proceSS along with the end to end cycle time. As you create this "baseline" metric, are-there any considerations that you should make to account for geography and brand? 5 4. Gentech has an internal service level agreem-ent (SLIA). Any transaction that takes longer than 55 days is considered a "defect\". Based on this information what is the current dpmo and sigma level that Gentech is functioning at? 5. Do all Brands and geographies perform the same'o-ir'are their certain brands and geographies I that outperform their counterparts? You must ' esent your arguments with supporting visualization. Jeff is interested in this data sotha; uldsha're best practices and benchmark internally. You can utilize Tableau (or any other-v a enter)\" to present your findings. 6. Analyze the timestamp data, what are theme ' usesvfor long cycle time? 7. Are there any particular sellers and Bid, 5 pp I counterparts? Are there some that perhaps perllio i rliii't'dmment on this relationship. . lME-A'. ' 2-focus on the most. You can 9. Utilizing LSS tools e.g. Pareto Charts, Fishbon the process and narrow in on ones that you also utilize the text data provided to uncover'a ' 'l . . _ rt . _ sto cycle time. 10. Make recommendations on how you might i'rri\" . I seas? Please be detailed while answering this question. While you generata' ' ' think out of the box. your control plan? l '3 Titan) . 'age 1 of 5 2501 words Eli BO'F Sunny Lean Six Sigma Case Study _ Gentech introduction Gentech is a large multinational company with an annual revenue of $60 Billion. The company has a presence in a hundred countries across the globe and employs over 150 thousand employees and contractors. Gentech sells software, hardware and integrated business solutions. The company has been a market leader for several years, but growing competition over\" the last couple of years has put a strain on the company's revenue. In the last two years Gentech has seen an 18% reduction rn rts revenue. The CEO of the company, Elliot Smith, is determined to turn the ship around and has pulled together a task force to investigate the problem. Elliot has long believed that the company's strategy and product offerings are best in class, however, he is convinced that in order for the company to increase its market share and profitability, its supply chain needs to be more cost effective and agile to changing customer needs. To that end he is looking to his task force to drive efficiencies in operations worldwide and has challenged them to reduce cycle time of operations by 15%. l The Task at Hand Grace Monroe, VP of supply chain operations, comes out of the board meeting with a worried look on her face. As the head of the task force team, she has been handed a tough challenge. she has been asked to lead a global effort, but the magnitude of quickly pulls her team together and begins to roll out a plan to meet to her upstream supply chain processes. While "ff? could streamline Gentech has been a market leader in the space, the .' ' _ . . _ me Dropomr'creatron company has struggled to keep up With competition pi'C'rEIEES, lceufd not and has recently lost several bids to competitors due My}, geoero'te to long CVCIE times. additional revenue, but I gourd get a signicant ms: reduction\" This isn't the first time the initiative has her concerned. She the Challenge. lnstinctively, she turns Gentech's sales force has been instrumental in generating leads and seeing them through to contracts. This Proposal creation process requires sellers to reach out to customers, understand their Its global reach, the sellers proposals as opposed to generating r'ship team made found themselves spending an inordinate amount of time creatrng the opportunities for the business. In 2015, the executive Ieade support team that would serve as a shared semce and supp seemed a good one. Sellers could spend more of their tr developing relationships, while the administrative back on effective manner by oshorrng it to a lower cost jurisdiction the company quickly realized that the addrtronal Irarrd nits cycle time to create a proposal. Grace is izorwrrrietl that Sir reap rewards and help Gentech regain Ils positron Ill the English [united States) a tie-cisron to create a sales ort the sellers in creating proposals. The idea mg wrth customers and focus on cl work could be named While the slinte lllt.' engag out in a more cost gr, seemed to be a good one, torirplriared iiie process and prolonged the pus.\" t matron process wrll iri.1cki-l.ll'~llrtri--lL-gi'ttlli'lr earrillrrmg ilrt' l'ru till rolling! ('5' Arrrrs'srlrrlrn. |ir\\'i'-.lli|rltl II_.QI.D_(.|OI 9 Tell me what you want to do As Jeff begins to walk the process he speaks with 855 from each squad. He spends several days following each transaction through to completion. He is pleased to learn, much to his surprise, that the process described to him matches what is being executed on the floor. Jeff interviews several managers and Bid support staff to understand some of the underlying issues with process lll'ilii'ittlllll. execution. In general, he finds that the process is strewn with non- llli'ii'i'llllllllllll' hill standard practices, unnecessary approvals, and inefficiencies and ' pi" redundant task. The biggest complaint from the Bid Support Specialist is that Brand approvals and product pricing take too long which results in long cycle times for proposal creation. Some bid specialist also mention that sellers don't always provide the required information to generate the proposal. Jeff also learns that regardless of the magnitude of the proposal [complexity and S value], the Bid Support Staff follow the same process. Following the information trail, Jeff decides to also interview the sellers, after all they are also a customer i The seller sentiment was consistent across the board. Whi n the process\" le offshoring the back end work helped the they felt that quite a bit of time was spent handholding e quickly. The sellers attributed this to inexperience on sellers focus their time on generating more leads, I_ the bid support specialist to get the proposal don ' the part of the bid support specialist. and transformation, Jeff is aware that opinions and however, he is keen to validate this ech's ERP system was based on an SAP implementation. The experts is invaluable