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1、Elko-Project-Order-Elko-Project-Order-ProcessProcessSchneider Electric2- SNB- Elko Brekke/Engel Moller 22 May 2008 ParticipantsOrder department in Norway, Sweden and Finland;Marianne Kraknes, NorwayElisabeth Torvbraten, NorwayCarina Kamb, SwedenNiklas Karlsson, FinlandMarketing departmentJan-Olav Wa
2、mmer, Key account responsible.Production: Stein-Olav Kirkeby, Plant Manager Kristian Hovde, Production ManagerTor-Ivar Strm; Production ControllerFinanceTorbjrn Erlandsson, Elko SwedenGuestsMari Nilsen, SE NorwayJohan Olsson, SE SwedenCoachesPer Engel Mller, SNBEd Brekke, SPS Johan Olsson, Per Engel
3、 Mller, Stein Olav Kirkeby, Marianne KraknesEd Brekke, Torbjrn Erlandsson, Niklas Karlsson, Carina Kamb, Elisabeth Torvbraten, Kristian HovdeMissing from the picture: Mari Nilsen, Jan-Olav Wammer and Tor-Ivar StrmSchneider Electric3- SNB- Elko Brekke/Engel Moller 22 May 2008 Leader: Per Engel Mller
4、Project Name: SNB Customer Call CenterGateTargetActualD05/1205/12M05/2105/21A05/2205/22I05/2305/23C06/23Team members Functional area% DedicatedFacilitator: Per Engel MllerProject Leader: Marianne & CarinaSponsor : Stein-Olav Kirkeby, Plant ManagerProblem statement:We have a contractual agreement wit
5、h large distributors to give them a response to delivery issues by 12 Noon the day following the requestWe often cannot meet this obligation because it can take us from 1 hour to 3 days to get an answer internallyBusiness Impact:KPILTThru put% time spent tracking ordersBaseline63 min.50% = 4 hrs/day
6、Target30 min.30 minutes per orderActual 3 min.TBDGoal statement: Answer all customer requests for delivery related information with-in 24 hours or by 12:00 Noon the following day.Scope:Start: External enquiry, phone call from customer.End: Answer delivered to customerRisk assessment: None or very lo
7、w.Potential cost savings within the CCC up to 95KPositive impact on customer satisfaction.Schneider Electric4- SNB- Elko Brekke/Engel Moller 22 May 2008 DMAIC approachDefine: Prepare the projectCharterbrainstormingMeasure:Understand what is going onCurrent statevalue stream map current statespaghett
8、i diagram, swim laneAnalyze:Identify opportunities to improveEliminate wastebrainstorm, waste huntImprove:Define and implement solutionsFuture statevalue stream map future stateSponsor buy-in, acceptanceControl:Check that the results are as plannedSustain30 day action planSchneider Electric5- SNB- E
9、lko Brekke/Engel Moller 22 May 2008 DefineProblem Statement Brainstorm Activity: Are small orders a problem?Have to break up standard packaging from 5 packs / 50 or 100 pc over packs to less 5Rework and space at the distribution centerStocked or not at distribution centerSmall order value: many invo
10、ices, many actions, less cost effective?Customer complaints about too many invoices and order confirmationsThe price for an order of one is equal to the price for 50System cannot differentiate between customer agreementsDistributor only receives confirmations for lead times 3 daysDifferent processes
11、 for different customersDifferent terms and conditions for different customersOrders have to be copied to different languages1 order in local language to NorwegianCustomers push costs to ElkoHandwritten ordersQuality issues: wrong prices, missing dataSchneider Electric6- SNB- Elko Brekke/Engel Molle
12、r 22 May 2008 DefineProblem Statement Brainstorm Activity: What % of our time is spent on taking orders?Only about 25-30%The majority of our time is spent on delivery issuesWe have a contractual agreement with large distributors to give them a response to delivery issues by 12 Noon the day following
13、 the requestWe often cannot meet this obligation because it can take us from 1 hour to 3 days to get an answer internallyOrders have an average of 10 linesSmall orders normally have 1 2 linesSchneider Electric7- SNB- Elko Brekke/Engel Moller 22 May 2008 Define: Problem Statement1.Answer all customer
14、 requests for delivery related information with-in 24 hours or by 12:00 Noon the following day.2.Reduce waste in the Order department.Schneider Electric8- SNB- Elko Brekke/Engel Moller 22 May 2008 Measure: How Orders are Placed by CustomersOne order process for all ordersOrder process begins with th
15、e customer who places an order byE-mailFaxPhoneEDIThe order process ends when an invoice is printed and sent (automatic)How are orders receivedFinlandSwedenNorwayFax20%35%80%Telephone14%15%E Mail.5%1%Electronic EDI80%50%3%Post (letter).5%1%Schneider Electric9- SNB- Elko Brekke/Engel Moller 22 May 20
16、08 Measure: All Calls to the Call Center, ReasonMost common reasons for callsOrder Status and Delivery timesinformation related to when an item will be delivered = 50%Place an orderAvailabilityPricingTechnical questionsTechnical documentationGeneral informationComplaintsWrong deliveriesProduct defec
17、tReturn requestsHow do we spend our dayFISENOTaking/Placing orders25%25%30%Technical Questions20%Pricing1 %Order/Delivery status50%40%50%Making invoicesCustoms handlingCredits/Returns/Billings25%14%20%Schneider Electric10- SNB- Elko Brekke/Engel Moller 22 May 2008 Measure: Current State Order Status
18、 CallsCall CenterElko ERPTransportERPTransportCall CenterElkoDistributionCenterElkoPurchasingManufacturingSupplierReceive Callto ck orderStatus. 2 min6 X 10dIn stock, notdelivered, callDCNot in ERP,Call or EMto purch3 minDisconnect with customerto call backLater. 1 minWritenote to callback supplier1
19、 minPurch. Callsor e-mailto supplier3 minGiveResponse toCustomer3 minSupplierCalls Purch5 min.Ck if sys. saysorder shippedtrack order1 min Ck systemfor trackingNumber2 minCk transsystem webTracker2 minLog in to“poster” totrack4 minNo trackingnumber, callor EM2 minSearch fortrackingnumber2 minCk tran
20、ssystem webTracker2 minFeedbackFrom Purch.3 min# not in website systemCall TransCCC 3 minVANVAGreen Path: 2+1+3 = 6 min6mRed Path: 2+1+1+1+3+3 +5+3+3 m6m 15m + 1h to 3dBlack Path: 2+1+2+1+1+2+2+2+36m 10mBlack Dash Path:2+1+2+1+1+2+2+2+3+3 6m 13mBlue Path2+1+2+2+4+36m 8mBlue Dash Path: 2+1+2+2+1+1+3+
21、36m 9m1 hour 3 daysCk delivery date in sys.1 minDisconnect with customerto call backLater. 1 minWritenote to callback supplier1 minNo tracking #WASTESchneider Electric11- SNB- Elko Brekke/Engel Moller 22 May 2008 Measure: Current State: Order Process, NorwayCustomerSandvika FaxOrder Entry10 OrdersSh
22、ippingCustomers2.55 min1.5PT = 3mnUT = 96%10 Orders70 Orders per dayAverage 10 lines per orderLarge orders have more lines80% received by fax 56 orders per day by fax15% received by telephone 10 orders per day by Phone7.5 Hour Day (50% for Orders) 3.75 hour dayPacking8PT = 15mnUT = Picking8PT = 15mn
23、UT = 99%Filing1PT = 3 minCustomer CallCenterAMOT FaxMay sit for 1To 3 days30 min30 min3 min15 min15 minPLT = 93 minCT = 3.3 minFax = 80%Phone = 15%Take Call HandwriteOrder1.5.75 min?PT = 5mnOrders are collected hourly, average order waits 30 mn.Take call and manually write order takes 5 min X 15% of
24、 66 orders = .75minTake call and simultaneously write order takes 3 min X 85% of 66 orders = 2.55minTakt3.75 hrs / 70 = 1 per 3.2111.25 hrs / 70 = 1 per 9.64 mSchneider Electric12- SNB- Elko Brekke/Engel Moller 22 May 2008 Measure: Current State: Order Process, NorwayCustomerSandvika FaxOrder Entry1
25、0 OrdersShippingCustomers2.55 min1.5PT = 3mnUT = 96%10 Orders70 Orders per dayAverage 10 lines per orderLarge orders have more lines80% received by fax 56 orders per day by fax15% received by phone 10 orders per day by Phone7.5 Hour Day (50% for Orders) 3.75 hour dayPacking8PT = 15mnUT = Picking8PT
26、= 15mnUT = 99%Filing1PT = 3 minCustomer CallCenterAMOT FaxMay sit for 1To 3 days30 min30 min3 min15 min15 minPLT = 93 minCT = 3.3 minFax = 80%Phone = 15%Take Call HandwriteOrder1.5.75 min?PT = 5mnOrders are collected hourly, average order waits 30 mn.Take call and manually write order takes 5 min X
27、15% of 66 orders = .75minTake call and simultaneously write order takes 3 min X 85% of 66 orders = 2.55minSchneider Electric13- SNB- Elko Brekke/Engel Moller 22 May 2008 PLT ?Processing Time / Process Lead Time: PLTProcessing Time: The time a product or actually is being worked on in production or i
28、n the office, either manually or by machine.Production Lead Time: The time it takes a product to move all the way through a process or through a value stream, from start to finish.Sometimes called “door-to-door” time inside a plant.Other common terms are: Total Product Lead Time, Throughput TimeSchn
29、eider Electric14- SNB- Elko Brekke/Engel Moller 22 May 2008 Brainstorm1.Shipping tracking # is missing in ERP1.Why? Issue in shipping department?2.It is extra work to follow up and not able to give customer a timely response.2.Due dates in system for purchased F/G are missing: can we get purchasing
30、to update them?1.No, it is not possible purchasing has no way to know what parts are late system issue. Is this true? No not true, there is a report, they are just not following up!3.Fax orders: (Norway) Some fax orders are sent to the factory and not to the front office. It can take them several da
31、ys to find their way to the order department. Some get lost completely.1.Can we move factory fax to a place where it is checked more often?2.Can we send out a notification to customers on correct fax number?3.Why do they send orders to this fax? Because they find it on the bottom of the letterhead.4
32、.Fax machine is located in reception not located in order area (no dedicated number) so why not get a number and move it?5.We file and retain FAX orders and handwritten receipts of telephone orders. 1.Norway saves for 5+ years. 2.“Need” information from fax in case customer calls back and questions
33、shipment. For how long do we really need?3.Retain fax as record for what Elko person takes order. Cant we put this in the system automatically?4.When we get a telephone order why dont we enter the information directly into the order system rather than write?Schneider Electric15- SNB- Elko Brekke/Eng
34、el Moller 22 May 2008 Action ListIssueActionRespWhoWhenShipping tracking # is missing in ERP results in x-tra work to follow up and not able to give customer a timely response.Poka yoke in system to prevent closure without the tracking # field completed CarinaInge, IT Dept.06 / 06Due dates in system
35、 for purchased F/G are missing - results in x-tra work to follow up and not able to give customer a timely response.Purchasing to utilize “past due report” to keep ERP updatedMarianneGro,Kristian06 / 20Fax orders: (Norway) Some fax orders are sent to the factory and not to the front office. Fax mach
36、ine is not located in order area (no dedicated number).1.Special fax # for ordering.2.New fax machine in order3.Communicate new #MarianneMarianneCapgem.GroIT, Sales05 / 3005 / 2006 / 20Filing and retention of FAX orders and handwritten receipts of telephone orders. Norway saves for 5+ years. “Need”
37、information from fax in case customer calls back and questions shipment. Also retain fax as record for what Elko person takes order.1.Do not file Fax, hold 5 days, discard. 2.No more handwritten forms for telephone orders, enter direct into system.3.Add coding of order “taker” to systemElisabethCari
38、naInge05 / 3005 / 3006 / 061.Investigate further improvements.2.Take more calls and reduce lost call rate.3.Make pro-active contact with customers; strengthen partnership & increase relationships with customers4.Share & help facilitate future events in other areas or functionsHow do utilize the time
39、 saved?Schneider Electric16- SNB- Elko Brekke/Engel Moller 22 May 2008 Improve: Future State Order Status CallsCall CenterElko ERPTransportERPTransportCall CenterElkoDistributionCenterElkoPurchasingManufacturingSupplierReceive Callto ck orderStatus. 2 min6 X 10dGiveResponse toCustomer 3 minCk delive
40、ry date in sys.1 minWASTESchneider Electric17- SNB- Elko Brekke/Engel Moller 22 May 2008 Improve: Future State: Order Process, NorwayCustomerSandvika FaxOrder EntryShippingCustomers3 min1.5PT = 3mnUT = 96%70 Orders per dayAverage 10 lines per orderLarge orders have more lines80% received by fax 56 o
41、rders per day by fax15% received by fax 10 orders per day by PhonePacking8PT = 15mnUT = Picking8PT = 15mnUT = 99%Customer CallCenter15 min15 minPLT = 30 minCT = 3 minFax = 80%Phone = 15%?Take call or receive Fax and simultaneously write order: 3 minTelephoneFaxSchneider Electric18- SNB- Elko Brekke/
42、Engel Moller 22 May 2008 Actions Out of ScopeIssueActionRespWhoWhenTimely receipt of “hot” items in reception department, reliable dates from suppliers.Table for receiving eventFlow of orders through picking / packing / shipping is batched.Table for receiving eventSmall quantity orders ( Std Pkg Siz
43、e) are an issue for the distribution center.Separate eventHow do we spread the news?If Elko wants to motivate employees for future events what can they doKaizen event board with information and photosUse G&I newsletterSchneider Electric19- SNB- Elko Brekke/Engel Moller 22 May 2008 Results1.Answer al
44、l customer requests for delivery related information with-in 24 hours or by 12:00 Noon the following day.Customer will get an answer right away when they callFinancial saving of app. 95.000 a year corresponding to the time spend less on inquiries2.Reduce waste in the Order department.Reduced waiting
45、 Moved fax to order dept., Procedure established at mot faxReduced motionMoved fax to order dept.,Eliminated over-processingNo handwritten orders, No filingReduced defectsNo handwritten ordersOrder process lead time has been reduced from 63,3 min to 3 min(process until picking and packing)Schneider
46、Electric20- SNB- Elko Brekke/Engel Moller 22 May 2008 FeedbackThe mapping makes you very self-conscious of time spentAlways useful meeting people from other departments and learn an area I believed I knewVery interesting to learn about VSMSome more reflection and summary at end of the session on las
47、t day to get an overviewGood to find things we dont have to doThe real problem was not the one we thought it to beThe exercise should have invited other departmentsAgenda with main structure and contents could have been better described before the sessionHave new eyes on what I really do at workLack
48、 of manuals?Mission purchasing department in this groupInteresting tool to learn am going to use VSM in productionThere are a number of things to do to save time during my work day to do more for my customer.See immediate results, quick, 2-3 daysMotivated to use it on other projectsFollow-up, what assistance can we get in the future?It was a fine way to open our eyes to solve daily problemsGave me more than I expectedGood way of teaching: asking “why?”Direct involvement of the people actually working in the processSystematic approach to a process flowGood food!
