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Oracle Re – Group Kaizen August 4 th - 6 th , 2009

Oracle Re – Group Kaizen August 4 th - 6 th , 2009. Outline of Document. Participants Lessons Learned Oracle Process Flow Orlando Albuquerque Daily Dozen SOP Status Training Roll Out / Measurement Control Center Kaizen Implementation Kaizen Gains Follow Up List Future Kaizens.

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Oracle Re – Group Kaizen August 4 th - 6 th , 2009

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  1. Oracle Re – Group Kaizen August 4th- 6th, 2009

  2. Outline of Document • Participants • Lessons Learned • Oracle Process Flow • Orlando • Albuquerque • Daily Dozen • SOP Status • Training Roll Out / Measurement • Control Center • Kaizen Implementation • Kaizen Gains • Follow Up List • Future Kaizens

  3. Kaizen Participants Facilitators Roger Tsai / Doug Bennett / Grant Lauterbach bt2 Dawn Hamer, Brad Anderson, Brian Fischer, Doug Bennett, Dwayne Lusk, Matt Angle Contact Center Doug Gorsuch, Sheryl Walker PIT Rick Wohlgamuth, Danny York, Allen Oberlander, Ramon Searle, Megan Costa, Tammy Self, Bob McLendon, Jim Zeh Support Leaders Ken Knoke, Dennis Hamilton, Tom Craig, Gary Bangert

  4. Lessons Learned • Team Listed Lessons Learned from Orlando Implementation. • Total initial List #104 • Top 12 Issues “Dirty Dozen” (See next slide) • 22 Items highlighted in yellow are still outstanding issues

  5. Lessons Learned “Dirty Dozen” People were set as GREEN in the training at go-live and may have not been. Completed Need expanded ‘Day in Life’ testing. Completed Users need to know their daily functions. Expanded “Daily Dozen” Should PIT and CCC trainers be on same team? Need to be coordinated more fully. Currently in review. Raising flag for help when needed in Orlando, but no help was given. Escalation plan using BOAT. Auto alignment between JSDD and Tasks needed. In process PIT and other resources had to switch into ‘Survival Mode’ and could not continue training, CIA activities. BOAT Vendors not set up properly. Completed Leadership void. PIT will lead deployments Truckload consolidation not effective. In process Tools not provided to catch errors. Daily Dozen JSDD maintenance not in branch control. Completed

  6. Orlando Oracle Process flow

  7. Process flow Albuquerque Oracle

  8. Daily Dozen Purpose of ‘Daily Dozen’ is for each worker to have a check list of the work which must be done each day to ensure the flow of the order is not interrupted. 12 positions identified (Orlando Model) #156 tasks in total Each task must be done each day by all branches at implementation. Who does the specific tasks will be decided by each branch and trained to in the pre-go-live process.

  9. Oracle Daily Tasks Customer Care Buyer: Roberta King (407 857 4444 Ext 1075) Delivery Scheduler: Mario Correa (407 857 4444 Ext 812) / Johnny Delgado (407 857 4444 Ext 1074) Receiving Lead: Juan Gonzalez (407 702 8086) / Wanick Gilius (407 832 1322) Shipping Lead: Dexter Merriweather (321 388 3701) Inventory Planner: Rich Gorniak (407 857 4444 Ext 845) / Wanick Gilius (407 832 1322) Top Shop Lead Ricardo Lorenzo (Laminate) (407 857 4444 Ext 841) Matthew Ahamdy (Solid Surface) (407 857 4444 Ext 1090) FSR FSC: Wendy Evans (407 857 4444 Ext 825) FSS: Mike Morales (407 857 4444 Ext 1072) Operations Manager: Albert Robinson (407 857 4444 Ext 803) Branch Manager

  10. Proficiency Assessment

  11. SOP Process 156 SOP’s/WI’s Example of SOP Handling Standard Operating Procedures and Work Processes All documents created for use in the CCC will be shared with the Branches The PIT Team will be included in the review and approval process Training documentation will be shared with the PIT team and those processes that effect the branch will be trained and reviewed with the branch. PIT Processing All documents created for use in the branches will be shared with the CCC The CCC will be included in the review and approval process Training documentation will be shared with the CCC All training material will be coordinated so there is NO overlap between the CCC and the branches – The PIT team will coordinate this process

  12. SOP Process SOP and Work Process Documentation All documentation will be stored on the corporate shared drive and where applicable on the BDT workspace for training The approval of all documents will be shared between the CCC and the PIT team

  13. Current State Information Flow

  14. Proposed Future State Control Center bt2 + PIT Process Solution PIT bt2 Branch CCC

  15. Roles and Responsibilities bt2 Branch (Dawn) Develop the core solution – process flow and Oracle activities Perform initial testing Lead integrated test cycles Load data into Oracle Configure Oracle Provide troubleshooting guides Work with PIT and branch to identify failure modes and monitoring processes Provide training to PIT Support stabilization Contact Center (Matt) Work with CCC on training activities Configure Oracle Provide troubleshooting guides Work with business to put in place performance measures for MBP’s Work with Branch, PIT, and CCC to integrate activities Work with PIT and branch to identify failure modes and monitoring processes

  16. Roles and Responsibilities PIT Lead the deployments with support from PMO Work with bt2 on solutions, troubleshooting and enhancements Develop SOP – integrate business process Train the trainers and/or users Support UAT (Day in the Life) activities Work with PIT and branch to identify failure modes and monitoring processes Process Adherence (audits) Long term: Identify process improvements and organize CIA (Continuous Improvement Activity)

  17. Branch Oracle Action Team Triage incoming issues-troubleshooting · Escalation of issues · Communication of Global Issues · Issue Management and resolution ○ SOP Change Management? · Coordination of Solutions · Scan Service Manager issues · Client base is PIT/BT2, not Oracle users. · Monitor reports to monitor health of Branch/CCC ○ Past due report ○ Shipped not invoiced ○ Dashboard reports ○ Does not remove Branch responsibility · Manage Cutover plans- PMO function · Staffing ○ 1 BT2 position ○ 1 PIT person ○ 1 PMO person

  18. Kaizen Implementation Plan PIT & bt2 teams to take Kaizen Report Out changes to each branch to train and implement process changes. Tammy - Orlando / Dallas Megan, Brad and Ramon – Phoenix Allen & Rick, Dawn – Albuquerque / Denver Danny, Bob and Brian – Vegas / Houston Sheryl and Matt to take Kaizen Report Out changes to CCC.

  19. Kaizen Gain$ Defect Reduction Complexity Reduction Decreased Travel Productivity Gains Increased Customer Satisfaction Improved Morale SOX Compliance

  20. Kaizen Follow Up List Issue Who Completion Date Month End Closing Process Tammy / Ken 8-24 BOAT Implementation Roger 8-14 Training Proficiency Dashboard Brad / Matt 8-7 Daily Task SOP Completions Ramon 8-14 Train the Trainer PIT 8-14 Lessons Learned (22) See attached

  21. Future Kaizens Countertop Order Management Reports Kaizen

  22. Presentation End

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