A LEAN Six Sixgma Implementation plan
- 1. Let’s work to be the best- in class Mehdi Bouazza 128-11-2016Mehdi Bouazza
- 2. The Six Sigma Methodology Define Measure Analyze Improve Control 228-11-2016Mehdi Bouazza
- 3. Project Problem and Goal Statement Problem Statement: Poorly coordinated music releases and slow improvement cycles. There’s also an engagement rate of 40% which is very low measured compared to the average in our industry. We are also having a bad heritage of the previous executive and processes are poorly adapted to one another. Slow recruitment process. Goal Statement: Implement music 2.0 company wide, releasing better music in a simple less time- consuming way. Reducing improvement cycles by stopping costly overhead and stop time- consuming and useless meetings. From 40 meetings in a month, to 1 useful meeting in a quarter (Quarterly meeting) and use a skype meeting 1 time a week. Hiring new employees to fill the gap: Visual Designer and a Developer. Finally connect processes by the extent of the other process. This will lead in a simple, dynamic and LEAN work environment. Provide good content and make SOCIAL IMPACT on our fan base this will increase the engagement rate to 90%. Invest more in attracting and retaining top talents, by optimizing our HCM and focusing on Human Resource Development (HRD) 28-11-2016 3Mehdi Bouazza
- 4. Expected Results – Business Case 28-11-2016Mehdi Bouazza 4 Relevant Metrics: Response Time (minutes, hours, days …) Cycle Time (minutes, hours, days …) Downtime (minutes, hours, days …) Correctness (of information or data) or Error Rate (%) Efficiency (%) Document Error Rate (%) Availability (of systems) (%, Mean Time Between Failure, Mean Time to Repair) Cost of Poor Quality ($) Rework ($) Improvement Targets: 100% reduction in cycle time Increase System Availability from 95% to 100% 100% reduction on the improvement cycle Increase engagement in the workforce from 90% to 100% Operational/Strategic Impact: Good music released faster, which means more releases in a quarter An engaged, capable and effective workforce
- 5. Expected Results – Business Case 28-11-2016Mehdi Bouazza 5 Operational and Strategic Impact: Hard Benefits: 1.82 FTE can be delivered. Wasted labor time spent on useless tasks can be reduced by 100%. Soft Benefits: Improve customer satisfaction. Improved service performance through less time loss in tickets including wait time.
- 6. Project Plan 28-11-2016Mehdi Bouazza 6 27-nov 28-nov 29-nov 30-nov 1-dec 2-dec 3-dec 7-dec 8-dec 9-dec 10-dec 11-dec Define 27-nov Measure 27-nov Analyze 28-nov Improve 29-nov Control 11-dec
- 8. Measure Baseline Performance CURRENT CIET or TICET: 200 Sigma Level: 3,5 GOAL CIET or TICET : 5 Sigma Level: 6,0
- 12. Evaluation using Pugh Concept Matrix 28-11-2016Mehdi Bouazza 12 Pugh Concept Selection Matix Alternative Concepts Criteria Rating (1-10) Extended Contracts PI Support Material Optimize Process On Salesman MBP Link Excel Forms Training Timely Price Increase (CTQ) 10 + + + + + S Contract Adherence (CTQ) 10 S + + + S + Cost of Price Increase (Admin) 7 + - + S S - Resources Required 4 + - S S S - Rework Reduction 7 + S + S + + Standardization/Automation of Process 7 S + + + + + Customer Satisfaction 10 + + + S S + Profitability 10 - + + + + + Sum of Positives 5 5 7 4 4 5 Sum of Negatives 1 2 0 0 0 2 Sum of Sames 2 1 1 4 4 1 Weighted Sum of Positives 38 47 61 37 34 44 Weighted Sum of Negatives 10 11 0 0 0 11 Weighted Score 28 36 61 37 34 33
- 15. Control Plan 28-11-2016Mehdi Bouazza 15 Process Name: Processing of fast and good music Date: 28-11-16 Control Subject Subject Goals Unit of Meas. Sensor Frequency of Measurement Recording of Measurement/ Tool Used Measured by Whom Less Meetings 1 meeting in 4 months Elapsed Time - Calculate weekly P-Chart Sorter/ Supervisor Fast In time delivery No late deliveries N/A Sorter 1 time a week N/A Superv isor Adequate Fax Machine Toner level to print faxes No late orders due to fax machine out of toner. N/A Sorter 4 Times per day N/A Sorter Distribution of faxed expedite orders to XCC's Sort and distribute all submitted Expedites every 30 min before 10:30AM. Every 15 min. 10:30 to 12:00 Elapsed Time Clock/Watch 1 Delivery per 30 min, 1 Delivery per 15 min. Sorter stamps date/time of distribution on orders XCC's Usage of Message Board when XCC is not available Return time of XCC indicated on message board for every absence >15 min. Message board used per absence Sorter Check every fax distribution cycle N/A Sorter Elapsed Time to Enter Order XCC/Keyer enters with-in 30 minutes of receipt (delivery by Sorter) Elapsed Time Stamped time and Computer Entry Time Whenever performance level drops below 90% on a given day Data Collection Form Supervisor
- 16. Results Tracking Performance 0 200 400 600 800 1000 1200 1400 1600 AUG-16 SEP-16 OCT-16 NOV-16 DEC-16 JAN-17 PERFORMANCE Errors Improvement DSO 28-11-2016 Mehdi Bouazza 16
- 17. RECAP 1 big meeting at the end of the quarter 1 meeting a month Teambuilding regularly a month 28-11-2016Mehdi Bouazza 17