1 / 32

Time is Money Project - Web Site Improvement -

Time is Money Project - Web Site Improvement -. 10.18. 2002 S. Murata. FY02 Customer Diagram of Intra Direct Project. Reduce man-hours through Web-based Sony product purchase method Plan business models that reflect internal users' needs. Company/Plant. Internal users. Mobile Network

kaleighj
Télécharger la présentation

Time is Money Project - Web Site Improvement -

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Time is Money Project- Web Site Improvement - 10.18. 2002 S. Murata

  2. FY02 Customer Diagram of Intra Direct Project Reduce man-hours through Web-based Sony product purchase method Plan business models that reflect internal users' needs Company/Plant Internal users Mobile Network Company Reform the supply & demand chain system with the focus on the promotion of the e work style within the Sony bloc, promote the proposed e office initiatives, and attain the sales targets MNC経営企画部門　三好部門長 MNCEMK&S部門　鈴木部門長 Achieve sales & profit increases in the in-house Web business and inventory control by attaining the intra direct sales target, and plan business models by promoting PC standardization in the Sony bloc Department/Title MNC経営企画部門 イントラダイレクト 事業室　　　室長 President of each NC President of each company Improve work efficiency through PC standardization and reduce the D cost by establishing a standardized purchasing method through the use of the intra direct platform Affiliated companies (EMCS, Semiconductor Kyushu, etc.) Name Promote the centralization of business functions and operation standardization by transferring the intra direct platform to other categories of work 安部　秀 Business planning divisions, IS divisions (NACS), etc. <1> Recipients of your outputs (end users, suppliers, superiors, subsequent processes, etc.) <2> Items you provide to <1> as outputs

  3. FY02 Define Diagram of Intra Direct Project 2. Commitment to Your Process 1. Customer and VOC Customer Position: Name: 社内ユーザー 、三好部門長、鈴木部門長、各ﾌﾟﾚｼﾞﾃﾞﾝﾄ,ソニー関連会社 （ＥＭＣＳ、セミコン九州ほか）、各経営企画部門、ＩＳ部門ほか イントラダイレクト事業室 安部　秀 - Customer's Voice (Expressed Routinely) - Promote the work style within the Sony bloc and enlighten employees by presenting e office proposals. - Collaborate with EMCS to transfer the ship-slip-less system to other categories and reduce the D cost. - Promote and implement PC standardization in the Sony bloc by working with NACS. - Offer e business courses for human resource development and training. Commitment(in plain language understandable to the customer) Boost collaboration with other departments and promote projects with the focus on meeting the sales target so as to achieve operation reform and e work style promotion and implement the goals. Sales target (FY02) 3.6 billion yen Inventory target 60 million yen (3 days) - Basic Requirements (As Reasonable Demands…) - Serve as a guinea pig for the new marketing methodology through Web-based intra-company direct sale. - Be responsible for the sales target and promote the elimination of conventional inventory. - Attractive Requirements (May Actually Translate Into…) - Intra direct deployment from a global perspective (US, Europe, general regions) - Platform - e office proposals - Marketing function trial at EMCS VOC Address new challenges with the focus on the promotion of the e work style through intra net sale, promote the S&DCM reform in the Sony bloc, and boost profitability on a company-wide basis by adopting an internal-only model implemented through PC standardization.

  4. CTQ List Dept: Name: イントラダイレクト事業室 安部　秀 CTQ <What/When/To What Extent> CTQ (Primary) CTQ (Secondary) <1> Sales target FY02 Intra Direct Project Budget 3.6 billion yen (1) VAIO notebook PC Budget 1.9 billion yen (2) VAIO desktop PC Budget 1.4 billion yen (3) Other category Budget 300 million yen Promote business function centralization - Promote the transfer of the intra direct platform to other categories (1H) - CLIE (May) - Display (August) and others * See the roadmap on an attached sheet. Promote e office proposals (1H) UVW caravan (May) * See the roadmap on an attached sheet. Replace PCs in the Sony bloc <1> Deploy PCs standardized for internal use and establish a customized service system (1H) - SNC (May and after) - Sony Semiconductor Kyushu (June and after) - Sony EMCS (July and after) <2> Business model (S model) (1H) - Desktop (Phase 3: May and after) - Notebook PC (Phase 1: Start planning) * See the roadmap on an attached sheet. <2> Establish a collaboration system for project promotion - Business function centralization project - Collaboration with EMCS Establishment of a platform by the end of FY02 - PC replacement project - Collaboration with NACS, SCK, and EMCS VAIO market share at the end of FY02: XX% Expand intra-company direct business and net business Web site improvement (content improvement, etc.) 1st half Reduction in man-hours

  5. Commitment FY02 Business CE Diagram of Intra Direct Project Dept: Name: イントラダイレクト事業室 安部　秀 Customer Expand intra-company direct business and net business Promote the use of internal-only VAIO models (notebook/desktop) Promote e office proposals 三好BM、鈴木部門長 Each president V O C Promote the UVW caravan Reenergize intra direct core business Promote the Sony bloc PC standardization project (* Promote collaboration with NACS) Promote employee enlightenment Address new challenges with the focus on the promotion of the e work style through intra net sale, promote the S&DCM reform in the Sony bloc, and boost profitability on a company-wide basis by adopting an internal-only model implemented through PC standardization. Bolster promotion Promote collaboration with SCK & EMCS Boost demo & workshop activities Intra PL management Strengthen intra-company B2B service support Strengthen collaboration with related departments Reorganize operations (LT: 48 H) Enhance the internal call center Strengthen collaboration with IS Establish a kitting service Web improvement (content improvement, etc.) Strengthen collaboration with the general affairs dept. Promote the scrapping system Boost real & cyber promotion activities Promote collaboration with affiliated companies Boost lease/rental services (collaborate with SFI) Collaboration with SCK Present Strengthen intra-company B2B service support Promote the next-generation S model plan Strengthen the customer interface front Expand Sony bloc retention business Collaboration with EMCS (notebook/desktop) Boost collaboration with other departments and promote projects with the focus on meeting the sales target so as to achieve operation reform and e work style promotion and implement the goals. Sales target (FY02) 3.6 billion yen Inventory target 60 million yen (3 days) Sales (FY01) 3.05 billion yen Inventory 56 million yen (3.5 days) Boost lease/rental services (collaborate with SFI) Link with Daily Closing Hold workshops attended by experts Promote the joint project with the MNC personnel dept. Promote concurrent information sharing Promote collaboration with EMCS Collaborate with EMCS Nagoya office Promote digitization of bills Improve operations and infrastructure Promote the e career plan Improve the platform Standardize and document operations Support EMCS in utilizing human resources Promote standardization of operation processes Promote the manufacturing/sales-less system Promote transfer to other categories Support interEMCS Promote operation reform by having all employees participate in Six Sigma Strengthen collaboration with accounting and corporate planning depts. Promote joint projects Promote D cost reduction through the ship-slip-less system Develop next-generation leaders Promote business function centralization Offer e business courses Reform the internal organization for intra direct activity

  6. D-Phase [Clarify items to improve and define CTQ] Break Down CTQ Hold brainstorming to grasp the current problems in improving the Web site (reducing man-hours) Focus on models you want to sell Review the FAQ section to reduce inquiries Offer different top pages for Sony and affiliated companies Arrange so that price information is two clicks away from the top page Make the shipment due date stand out Make 200,000-yen-or-less models stand out Make the order status stand out Reduce the number of pages in the hierarchy Man-hours needed for inquiries Difficult to find the desired information Correlation Users want to select a model that matches their needs Users want to select a model based on the price range Cause Cause Provide clear user classifications on the top page Change links so that users will not be perplexed Create a Web page from the user's point of view that allows the users to quickly reach the information they want. The page is not easy for users to use. CTQ: Improve ease of use

  7. Project Purchase Order Sheet (PPO) Dept: CH Name: BB Name: Date: July, 2002 MNC経営企画部門　イントラダイレクト事業室 三好　林太郎 安部　秀 STEP-2/14 STEP-2/14 STEP-3/14 Improvement Metrics CTQ Project Name Time required for purchasing Improve the intra homepage What to achieve: Time is Money STEP-5/14 20 minutes on average To what extent: Current Values Improvement in ease of use (improving customer satisfaction by 20%) By October 2002 When to achieve: STEP-5/14 CH Approval Date: Oct. 18, 2002 (completion date) Target Values Reduce the time by 10 minutes. * Time spent on viewing the Web page: Average of 7000 views per month x 10 minutes = Reduction of 1,166 hours of loss (man-hours = 70 million per year) CH Signature 三好　安部 STEP-5/14 STEP-5/14 STEP-5/14 PGS Schedule Project Members 安部　秀 坪井　隆展 園田　理江 関根　満知子 花坂　由紀子 原　美智子 高山　直美　　 GB：PL 村田　里未 Gains+Savings: Until June 30, 2002 Define * Time spent on viewing the Web page: Average of 7500 views per month x 25 minutes = Reduction of 3,125 hours of loss (man-hours = 18 million per year) * Improvement in VAIO page hierarchy: Eliminate 4 pages = Reduction of 120 pages (man-hours = 20 million per year) TTL 200 million yen 阿部　優美子 坂田　淳 日下部　智恵子 兜森　真樹 大野　ゆかり 山口　由果 斎藤　祐子 Measure UntilJune 30, 2002 Until July 31, 2002 Analyze Improve Until September 30, 2002 -) Investment PGS Until September 30, 2002 Control

  8. D-Phase Intra users Grasp the Target VOC's Actual Condition Intra Users' Actual Condition Number of visitors Number of orders received July 2002 Number of orders received increased 2.3 times to 6,699. Number of visitors increased 1.5 times to 15,971. (as compared to previous year)

  9. D-Phase Create a QFD Chart for the Intra Web Site Select key items to meet the user needs <Key items for the intra Web site>

  10. M-Phase Reconfirm the VOC for the Selected Key Items Conduct a survey on the key items Method: Prepare two types of questionnaire. Purpose: Grasp the current values and identify the points to improve. CTQ: Improve ease of use Customer satisfaction survey [Questionnaire] Ask users to grade their satisfaction in terms of the key items on a 5-point scale. Prepare a comment column for user feedback. Period: August 7 to 23 Number of users who accessed: 236 Identification of the points to improve <1> Check on the ease of finding desired information [Questionnaire] Select 20 users and measure the time it takes for each user to complete the purchase. Identification of the points to improve <2>

  11. M-Phase Prioritizing Improvement Points Based on the VOC Grasp the VOC through user questionnaires Conducted in July 2002 Easy to understand Difficult to understand Comments calling for improvement Top page configuration - The top page is promiscuously designed. - Information on the S model is difficult to understand. - Too many pages before we get to the price information. - It takes time to find the information we want to know. - Finished products should be excluded. - Want to see a product description and its price and due date on the same one screen. Due date page configuration Target Order Desired product's price Shipping window 200,000-yen-or-less models Ease of search from top page S model information Contents Entire homepage 0 1 2 3 4 5 Point Increase of 20% Top Due date S model Price Others Prioritize pages to be improved

  12. Voices of Customers - The site would serve us better if it is easier to get to the essential information. - I have found the site easy to use as a whole but had a little trouble finding out about the S model. I would appreciate it if you improve this aspect of the site. - I would like to see the site offering more detailed information on specs. - I hate to do nitpicking, but the buttons on the black background on top of the page are hard to see. - Why don't you change the layout of the HP to make it a little easier to view? It's promiscuous and heavy to download. - It seems that there are too many pages to go through to get to the information we want to know. The top page is poorly laid out and should be redesigned to make it look neater. - Somehow, I find the HP not easy to use. The site would be more useful if the page presenting products also contains their prices. I suggest that users be classified into Sony employees and affiliate company workers before they enter the top page. - It would be more convenient if there were original or customized products like SonyStyle. Dealing with other companies' products as well might make the HP more useful. - Most of the PCs used in the company, especially desktops, are from other manufacturers. I want to see a lineup featuring new models that are suited to our business needs. - I would like to see the HP deal with new products in the same way that they are sold on the market. It would be great if it is possible to ship not only VAIO computers but also other Sony products through the intra direct system.

  13. M-Phase Identify Target Processes Using the PF Diagram Measure the processes done prior to purchase (VAIO) VAIO desktop purchase (time: 20 min) VAIO notebook purchase (time: 25 min) VAIO notebook purchase (time: 23 min) START START START Lineup in Left Section Products in Top Section Order Check Immediate Delivery NOTE Order States Not sure Not sure Return Return XP Home Notice C1 Page Order by Individual User Not sure DESK TOP About Order Placement Simple VAIO Return Not sure LX32K Product Information Order Return Products in Top Section Select Series NOTE Not sure JX10K PAW C1 Page Order Order screen Orderscreen Estimate Orderscreen

  14. Identify Target Processes Using the PF Diagram M-Phase Measure the processes done prior to purchase (other than VAIO) DSC purchase (time: 10 min) DSC purchase (time: 13 min) START START Top Image Products in Top Section Select from Lineup DSC Return Specs Immediately Delivered Model To Top in Bottom Section P5 Order Placement Order Estimate Products in Top Section DSC Not Sure Which Series to Select Order Order screen Orderscreen

  15. M-Phase (Number of users) (minutes) Set Metrics and Targets Summarize information on the time currently required for purchasing <For 20 selected sample users> * The purchase time varies, with the longest time being 50 minutes. Other than VAIO VAIO * Variance of up to 13 minutes (Number of users) (minutes) Target Eliminate variance in the purchase time and reduce the average time by 10 minutes By reducing the average time by 10 minutes: * Time spent on viewing the Web page: Average of 7000 views per month x 10 minutes = Reduction of 1,166 hours of loss (1166 hours x 5000 yen x 12 months = 70 million yen)

  16. M-Phase Grasp the Cause of Variance Difference between VAIO and products other than VAIO <Page hierarchy from the top page to specs page> VAIO Other categories 7 pages 3 pages The number of pages for products other than VAIO should be made the standard. Reduce not only the purchasing time but also the man-hours for page creation. Reduction of 4 pages x 3 man-days x 120 models per year (30 models per quarter) +  = About 20 million yen

  17. M-Phase Establish a Project at the Process Level Define metrics based on results of user questionnaires CTQ Metrics Create Web pages from the user's point of view. Improve ease of use Purchase time (H) [Current Value] Variance of up to 30 minutes (Improve customer satisfaction by 20%) [Target Value] Variance of up to 20 minutes Man-hours resulting from ordering mistakes (H) [Current Value] 6 mistakes during 2 months for the S model (40 H) [Target Value] 0 mistakes for the S model (0 H) Phase 2: Boost sales Man-hours involved in inquiries (H) [Current Value] Ave. 20 inquiries/month (20 H) [Target Value] Ave. 10 inquiries/month (10 H) Man-hours required for creating Web pages (H) [Current Value] 10 pages (20 H) [Target Value] 6 pages (12 H)

  18. A-Phase List Causes (Trivial Many) of Variance of the Metric (Y) for Analysis Causes of long purchase time Top page configuration Due date page configuration Display of finished models Not sure Not sure Number of vertical and horizontal pixels Presentation Top Due date S model Price Others improve- improve- ment ment Level of understanding Return Series name Search function Cannot find necessary information Category name Variance in purchase time Not sure Not sure Return Return Series name Sony Corp. /affiliate companies Mistake the S model for the PAW terminal or vice versa Problem with the system Deep hierarchy Navigation to price information S model page configuration

  19. C N A-Phase Identify the Vital Few (X) Factors That Have Critical Impact on the Metric (Y) Causes of long purchase time Top page configuration Due date page configuration Identify Vital Few Factors That Change the Metric Significantly C X C C X Display of finished models Not sure Not sure C Number of vertical and horizontal pixels N Presentation N Level of understanding C X Return N Series name N Search function C X N Cannot find necessary information Category name Variance in purchase time C X C X C X Not sure Not sure C X Return Return N Sony Corp./affiliate companies C Series name Mistake the S model for the PAW terminal or vice versa C X C Deep order step hierarchy Problem with the system N :Controllable Navigation to price information S model page configuration :Not Controllable

  20. A-Phase Sort Out the Relationship between Vital Few (X) Factors and Metrics (Y) Using the IPO Diagram IPO Diagram X Order steps Time spent on purchasing (H) Target: Reduce by 10 minutes on average Homepage Creation Process X Not sure/return Man-hours resulting from order mistakes Target: 0 hours X Deep hierarchy Man-hours involved in handling inquiries Cannot find necessary information Target: Reduce by half to 10 hours X Man-hours for Web page creation Target: Reduce by 4 pages to 12 hours

  21. Phase 2 System improvement A-Phase Prioritize Improvement Themes Through FMEA Phase 1 Web site improvement

  22. I-Phase Summary of Improvements 7/10 UP UP! 7/10 UP UP! 7/10 UP UP! Activity Schedule July 02 Aug. Sept. Oct. Action Planning/design Site map/operation rules Creation/refinement Page release Verify the proposed solution Request SISS to make an estimate Order step improvement Implement proposed solution on the Web Estimate: SISS Key issue: Ensure users can access order and price pages in the shortest steps Top page configuration Design and refine on the configuration Sort out necessary items Configuration plan: 村田、日下部、花坂 Design: 花坂 Key issue: User classification (purchase or product information/Sony Corp. or affiliated company) S model/PAW terminal page configuration Consult with SISS to check and refine on content Spec improvement UP! 30/7 UP Support improvement Configuration plan: 村田、日下部、花坂 Spec: 日下部　 Support: 花坂 Key issue: Clarification of differences between S model and PAW terminal/user classification (S model or PAW terminal) Hierarchy improvement plan Design and refine on the configuration Due date/product page configuration Creation Configuration plan: 村田、日下部、花坂 Design: 日下部 Key issue: Provide the same hierarchy for VAIO and other than VAIO to reduce the need for users to scroll

  23. Top Page I-Phase New Top Page Easy to choose Easy to use Easy to understand Renewal Top page The renewed design improves usability.

  24. Due Date & Products Page I-Phase New Products Page - Easy navigation - Navigated from the top page. - Displays images by category. - Easily navigates users to the order screen. - Easy search - Immediately delivered models - 200,000-yen-or-less models - XP Pro models - Previous models

  25. Improve Order Steps I-Phase Old Process Improved Process Product Details Due Date Top Page Product Info Top Page for Ordering Sony Corp. Affiliated Company Abolish these steps Logon by Sony Corp. Logon by Affiliated Company Series Selection Series Selection Price Price Price Info for Affiliated Company Order by Affiliated Company Price Info for Sony Corp. Estimate for Sony Corp. Estimate for Affiliated Company Order by Sony Corp. Order Order Logon Logon Logon Logon Logon Logon One consistent procedure embraces all steps from Logon by Sony Corp. to Order One consistent procedure embraces all steps from Logon by Affiliated Company to Order. Series Selection Series Selection Series Selection Series Selection Series Selection Series Selection Change the navigation process so that users can view pages for all steps, from logon to order, through one consistent procedure. The old process requires users to repeat the logon and series selection steps every time they access the order, price info, or estimate page, resulting in superfluous man-hours being involved. The improved process offers separate entries for Sony Corp. employees and affiliated company workers; the user needs to go through the logon and series selection steps only once. The new approach is certain to improve the user navigation process.

  26. S Model/PAW Terminal Page Configuration I-Phase [Improved Process (Image)] Intra Top PAW Model S Model Let users choose the model on the top page Hardware Spec Software Purchase/estimate Support Hardware Spec Software Purchase/estimate Support Sモデル⇔PAWモデルはここからとべるようリンク - Users get confused because information on the S model and PAW terminal is presented on the same pages. [Old Process] S Model Top Page S Model/PAW Terminal Lineup Page S Model/PAW Terminal Support Page S Model/PAW Terminal Purchase Page • Information on the S model and PAW terminal is presented onseparate pages ensuring that users access the right information. A link is provided here that lets users to jump from the S model page to the PAW model page and vice versa. The number of wrong purchases has decreased from 6 to 0.

  27. I-Phase 11 inquiries as of July 2002 Number of Inquiries Related to "the Vaio-d" Web Site In November, the number of inquiries decreased to 1.

  28. I-Phase Renewed Web Site - Effects of Web Site Improvement -

  29. C-Phase New Intra Web Site Vital Few - User classification - Improved navigation - Fewer pages - Well organized items Standardize each page Measure the time it takes for users to complete a purchase with the renewed Web page!! (Number of users) Reduction of 25 minutes!! (No variation) 5 to 30 minutes (Minutes) (Number of users) 1 to 4 minutes (Minutes)

  30. C-Phase PGS Calculation Reduction in the purchase time (effect for all Sony employees)  Reduction of 25 minutes * Time spent on viewing the Web page: Average of 7500 views per month x 25 minutes = Reduction of 3,125 hours of loss (3,125 hours x 5000 yen x 12 months = 187.5 million yen) Reduction in man-hours required for creating intra Web pages  Reduction of 4 pages * Creation time: Reduction of 4 pages x 3 man-days [120 models per year (30 models per quarter) = 20 million yen] Project cost  SISS man-hours: Black belt deletion = 290,000 yen PGS: 187.5 million yen + 20 million yen – 290,000 yen = 200 million yen

  31. Improve ease of use and boost sales Create a "value-added" Web site that ensures "stable access" Future Web Site • Usage guide  Review the contents. • Introduction of a search function • Web site strategies (suggestions about usage) based on sale strategies • Enhancement in other categories • Link with other services (such as ImageStation)

  32. Take advantage of Six Sigma methodology. CTQ 1 "Improve the Web site" for boosting internal direct business/net business. DefineBreak downCTQ. "CTQ: Pursue ease of use." MeasureNarrow down improvement items from the user's point of view, and form hypotheses based on VOC requirements and set targets based on actual measurements. Analyze (Vital Few)Identify factors causing variance and solve the root cause. ImproveReduce the purchase time by 25 minutes, as well as man-hours required for Web page creation. Control Standardize the Web site work flow. - Creating a Web Site for Achieving Targets: Summary - Address the problems the current system faces, and recognize the purpose of doing so. What do users expect from the Web site? The Six Sigma tools enable you to narrow down what you need to improve and to find out what you have to do to make necessary improvements. What has been changed by improvements? [User side] The site is simpler and requires fewer clicks. Freed from the stress of viewing many windows. 200,000-yen-or-less models are easier to find. The support page is more user-friendly, etc. [Creator side] By reviewing the menus and sorting out the pages, we can do the maintenance of the site more efficiently. The man-hours for page creation has been reduced. Fewer points need to be checked, resulting in fewer mistakes, etc. Outputs - Easy-to-use Web site - Collection of VOC - Hints for future "Web site improvement"

More Related