Synergy

1. Synergy Group Members: Carol Cheng Carol Yiu Gary Ho Bryant Young

2. Agenda Define Measure Analysis Improve Control

3. SIPOC Overview of process

4. Define • Determine the project’s purpose and scope. • Obtain a good understanding of the current process and the customer’s needs. • Recruit team members.

5. Company Charter Purpose • The cross communication between marketing and manufacturing can lead to product delays and excessive financial losses. Our purpose is to reduce the review time of the documents and improve the accuracy of computer configurations. Importance • Avoid customer dissatisfaction which can lead to long-term loss of business. Too many recalls of Synergy computers due to defective or unreliable setup configurations will damage the company’s reputation and potential loss of vendor partnerships. • Reduce financial losses and schedule delays attributed to configuration failures by doing extensive component and system checking.

6. Company Charter Scope • Determine a solution to improve accuracy of the documents among R&D, marketing and manufacturing departments. • System Management Department has final veto power for system configuration. By giving authority to SMD, disputes between marketing and manufacturing will be reduced and there will be fewer schedule slips from changing configurations back and forth. • Find a solution with existing resources. No additional employees or budget increases are allowed due to overhead constraints. Measures • Record configuration review time by SMD, number of exchanges among different departments, number of changes proposed versus implemented, monetary losses from configuration errors and use statistical methods to compare weekly data and compare to past data.

7. Company Charter Deliverables • Come up with a solution for improving the accuracy of configuration document reviews. This solution may include a process change and/or software tools to automate process. • A final presentation and report to upper management detailing the results of the solution by using supporting statistical data and random surveys from the departments involved. Resources • Team leader: Gary Ho • Team members: Carol Cheng, Carol Yiu and Bryant Young • Team sponsor: Synergy • Coach: Professor Saeed • Full access to financial, consumer and inventory database to assist in the development of a better solution. • All employees within the departments involved.

8. Gantt Chart

9. CTQ Tree

10. Flow Chart

11. Process Flow Diagram

12. Measure • Collection of data • Highlight contributing factors to problem

13. Balanced Scorecard

14. Balanced Scorecard

15. Pareto Chart - Types of Errors

16. Pareto Chart – Compatibility Issues

17. Internal Benchmarking: Region Comparison SM is currently responsible for the region of Europe. Below is a regional comparison by types of errors by SKU.

18. Internal Benchmarking: Region Comparison

19. Internal Benchmarking: Comparing with Perfection * For more internal benchmarking, please refer to Appendix.

20. Internal Benchmarking: Comparing with Perfection

21. Analysis • Find root cause of problems

22. Cause & Effect Diagram * For affinity diagram of root causes, please refer to Appendix.

23. Improve • Generate solutions to address root causes • Implement recommended solutions

24. Affinity Diagram

25. Project Recommendations • Project 1: SW Automation • Verification software for marketing • Verification software for SM • Project 2: Procedure • Increase frequency of marketing updates: bi-weekly • IT to provide updates regularly • IT to provide notification when component name changes • Project 3: Training for marketing staff

26. Prioritization Matrices Options vs. All Criteria * For details, please refer to Appendix.

27. Improved Flow Chart

28. Failure Mode and Effects Analysis (FMEA) • To anticipate potential failures of the new process flow * For details, please refer to Appendix.

29. Improvement Plan: Gantt chart

30. * For details, please refer to Appendix.

31. PDCA • Automated software • Biweekly update • Marketing Training Plan • If actual = expected • Else Act Do • Do pilot for automated tool • Try out biweekly update • Train marketing Check • Check Tools • Compare % of human errors • Compare % of compatibility errors * For details, please refer to Appendix.

32. Control • Establish tools to monitor and ensure new process is being followed.

33. Types of Control • Performance Monitoring • Training (Monthly) • Performance Review • Management • SOP (Standard Operating Procedures)

34. SOP • Marketing training • IT updates • Use of verification software by marketing • Use of verification software by SM

35. Questions ???

36. Appendix • Internal Benchmarking • Affinity Diagram of Root Causes • Commitment Scale • Communication Plan • FMEA Details • Prioritization Details • PDCA Details • House of Quality

37. Internal Benchmarking: Comparing with Perfection

38. Internal Benchmarking: 2004 versus 2005

39. Internal Benchmarking: 2004 versus 2005

40. Internal Benchmarking: 2004 versus 2005

41. Affinity Diagram

42. Commitment Scale

43. Communication Plan

44. FMEA - Severity Scale * Note: lower numbers are better.

45. FMEA - Occurrence Scale * Note: lower numbers are better.

46. FMEA - Detection Scale * Note: lower numbers are better.

47. Prioritization Matrices

48. Prioritization Matrices NPV

49. Prioritization Matrices Duration

50. Prioritization Matrices Change Required