Define

Explain why & how that your team selection this project?

2.VOC to CTQ

Freight Rates

Routing

Usage

Logistics Costs @ 2% of Sales

Duty Costs

TransportationCosts

15%

65%

5.Process Map

Gather/Transfer data and verify customer needs.

1.ID Opportunity

As-Is

Should-Be (in Improve phase)

VA/NVAGap/IssuesCDAMMulti-voting

Quick Win

3.Team Charter

4.Effective Team

Measure

7.Measure Plan

8.MSA

Determine Operation Definition, Data Collection Plan

9.Process Performance

6.ID Key Indicators

Scatter

Run

Pareto

C/N/X

%R&R%P/T

Kappa

Calibration

Cp, Cpk -> Z valueDPMO -> Z value

x1

x2

x3

x3

x4

x1

x2

x3

x4

Y

Performance MeasureOperational DefinitionData Source and LocationSample SizeWho Will Collect the DataWhen Will the Data Be CollectedHow Will the Data Be CollectedOther Data that Should Be Collected at the Same Time

Sheet3

12345

PCB

67958

10500035035000

20800056056000

300000

4PCB0700049049000

50800056056000

600000

75003710130001556

820002281200016

920002281200016

1040006722400048

11300246018001032

120600042042000

13PCB 0700049049000

1400000

15Strip and Clean PCBSolvent type00000000000

16Solvent Contam. Conc.00000000000

17Soak Time000000

18Bath Temp.000000

19Scrub Brush Type000000

20Scrub Brush Age000000

21Soak Time000000

22Bath Temp.000000

23Scrub Brush Type000000

24Scrub Brush Age000000

2500000

2600000

2700000

2800000

2900000

3000000

00000

00000

Total96287025168

LSL

TGT

USL

Cause and Effect Matrix

1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.

Master

123456789101112131415

OutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutput

Customer Priority

Process StepProcess InputTotal

10000000000000000

20000000000000000

30000000000000000

40000000000000000

50000000000000000

60000000000000000

70000000000000000

80000000000000000

90000000000000000

100000000000000000

110000000000000000

120000000000000000

130000000000000000

140000000000000000

150000000000000000

160000000000000000

170000000000000000

180000000000000000

190000000000000000

200000000000000000

210000000000000000

220000000000000000

230000000000000000

240000000000000000

250000000000000000

260000000000000000

270000000000000000

280000000000000000

290000000000000000

300000000000000000

000000000000000

000000000000000

Total000000000000000

LSL

TGT

USL

&RBreakthrough Management Group

Page &P

Cause and Effect Matrix

1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.

Analyze

10.ID Potential Problems

11.Analyze Potential Root Causes

12.Update Data Collection Plan

14.Comparative Methods

13.Regression Analysis

Y = 0 + 1X1+ 2x2 + 3x3 + Error

one X or Discrete X

Multiple Xs

Mean

Variance

Proportion

1 Samplet-test

Confidence Interval

1 Prop

2 Prop

2 Samplet-test

F Test

X2

GraphicalANOVA

Bartlettor Levene

Performance MeasureOperational DefinitionData Source and LocationSample SizeWho Will Collect the DataWhen Will the Data Be CollectedHow Will the Data Be CollectedOther Data that Should Be Collected at the Same Time

Sheet3

12345

PCB

67958

10500035035000

20800056056000

300000

4PCB0700049049000

50800056056000

600000

75003710130001556

820002281200016

920002281200016

1040006722400048

11300246018001032

120600042042000

13PCB 0700049049000

1400000

15Strip and Clean PCBSolvent type00000000000

16Solvent Contam. Conc.00000000000

17Soak Time000000

18Bath Temp.000000

19Scrub Brush Type000000

20Scrub Brush Age000000

21Soak Time000000

22Bath Temp.000000

23Scrub Brush Type000000

24Scrub Brush Age000000

2500000

2600000

2700000

2800000

2900000

3000000

00000

00000

Total96287025168

LSL

TGT

USL

Cause and Effect Matrix

1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.

Master

123456789101112131415

OutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutputOutput

Customer Priority

Process StepProcess InputTotal

10000000000000000

20000000000000000

30000000000000000

40000000000000000

50000000000000000

60000000000000000

70000000000000000

80000000000000000

90000000000000000

100000000000000000

110000000000000000

120000000000000000

130000000000000000

140000000000000000

150000000000000000

160000000000000000

170000000000000000

180000000000000000

190000000000000000

200000000000000000

210000000000000000

220000000000000000

230000000000000000

240000000000000000

250000000000000000

260000000000000000

270000000000000000

280000000000000000

290000000000000000

300000000000000000

000000000000000

000000000000000

Total000000000000000

LSL

TGT

USL

&RBreakthrough Management Group

Page &P

Cause and Effect Matrix

1. List the key outputs to the process.2. Rate each output on a 1-10 scale. 3. List the inputs and process steps. Use the process map and fishbone for inputs.4. Rank each input as to how it affects each output on a 1-10 scale.5. Sort the rows based on the Total column. The inputs are now ordered by customer's priorities.

Improve

18.Piloting

17.Rank and Select Solutions

16.Generate Solutions

15.Conduct Screen DOE

19.Process Change Management

Affinity

BrainStorming

Six Thinking Hats

*Leadership, Learning & Performance

Project TranslationWithin SupplierImplement same project in different department/productProject closure review / celebration with senior management

Among SuppliersTransfer experience/expertiseCustomer quote / supplier referenceCommunication of supplier projects / wins via various mediaDell SCP newsletter / SCP websiteSCP ProjectsTeam Up with Supplier

*Leadership, Learning & Performance

Benefit TrackingSupplier/Dells benefit calculation required in every project closureSupplier benefit tracked through new xxx featureMonthly progress report versus planDell benefit tracked byBPI Metrics Improvement SCP Solution revenueSCP BenefitsBenefit Tracking Mandatory for Every Project

*Leadership, Learning & Performance

Go to Market Strategy - SCPPM/CISP introduce 6 sigmato customerOverviewpresentation to supplier managementIdentify Supplier CTQ Project scopingIssue BusinessSolution ContractLetterYesYesNoNoIdentify supplierresources Identify Internal resources Work on BPI focusprojectWork withsupplier on contract detail Collect supplier needs/CTQ Initiate suppliertraining Customerpresentation &feedback collectionSCPregistration Start withsmall & easyproject Projectcomplete SCP ProcessSupplier interested?Supply Chainsolution orsales/servicecontractrelated? Proceed to next projectCollect customer feedback

*Leadership, Learning & Performance

SCP in 2009Experts do SCPProject countMeasurements drive Dell execution Black Belts execute projectsMBB keeps engagementTaste projectsLeaders drive SCPMaking Supplier competitive! Keeping Dell Competitive!

*Leadership, Learning & Performance

Supplier BenefitsSales GrowthDell ImpactSupply Satisfaction Differentiating Both Supplier and Dell ValueProductivityWorkflow DesignReturn on AssetsCompetitivenessCost EffectivenessSupply Chain Efficiencies Supplier PartnershipSCP BenefitsQuality and Reliability Improvement

*Leadership, Learning & Performance

Thanks for Your Time!Q & A

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