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Steve Wegleitner
Director, Vendor Operations – Target Corporation
Ian Ricketts
Director, Operational Excellence – Unilever US
“Let’s work the problem people.
Let’s not make things worse by guessing.”
Gene Kranz
Apollo 13 Flight Director
Agenda
• DMAI2C Approach
• CAPDo Approach
• Key Phases
— Objectives
— Methodology/Tools/Concepts
• ASN Match Improvement Project
• Results
• Key Messages
Target – 6SIGMA Approach
IMPROVE /
DEFINE MEASURE ANALYZE CONTROL
INNOVATE
¤ What is the ¤ How big is the ¤ What are the ¤ What ¤ What is the
scope of opportuni ty? root causes changes will plan to
the problem? of the eliminate the ensure the
problem? sources of problem does
the problem? not return?
Unilever – CAPDo Approach
Document
Benefits
Kaizen Charter
12. Define Future Plans
Begin a
11. Standardize the New Cycle
Improvement
Were
No C
Objectives 1. Identify the
Yes Losses CHECK
Obtained? 2. Select and
Justify the
Subject
10. Verify the 3. Understand
Results
Do 12 Step
the Process &
Equipment
9. Carry Out
IMPLEMENT
Counter- Kaizen 4. Grasp the
actual situation
measures
Method (Phenomenon)
8. Propose
Counter 5. Establish the
P Measures objectives
7. Perform Root
PLAN 6. Make a Work
Cause Analysis
A Plan
ANALYZE
Key Phases
C Data Collection M
Do Drive Sustainability C
ASN Match Improvement Project
Phenomenon: Unilever is not consistently compliant with Target
95% ASN match requirement
Key Phases
3. Identify customer
Determine Root Cause requirement s
4. Identify deliverables
Drive Sustainability
Scope
Problem / Opportunity and Cost
Problem Statement
5W1H
Goal Statement
S M A R T
Specific Measurable Attainable Relevant Time Bound
Scope
Current Process
BOSCARD
Charter
Product or Service Impacted: Target ASN Match Rate Business Unit: Customer
EDI 856 Supply Chain
B Project Manager:
Project Champion:
Merle Oelke
Ian Ricketts
Phone Number
Expected Project Savings $
D O exists.
2. Project Description
Scheduling Processes
Secondary Metrics:
7. Team members & Roles: Merle Oelke, Mark Matthews, Customer Supply Chain
David Piehl, John Sandusky, Shruti Customer Support & Data Mining
Sinha, Suzanne Pascarelli, Hillary Transportation & Distribution
Schiff, Julie Pierce, Jessica Grippo e Business, Supply Chain IT
6. Project Scope: Out of Scope In Scope:
Non-Target ASN’s; Analysis of 3PL delivery of 856, Analysis of carrier processes,
In scope & out of scope
Unilever EDI/ASN HPC model inconsistencies in the processes, scorecard failure reasons for
all Unilever businesses, 3rd party processes, proximity timing
Target Processes, ART barcode
7. Benefit to External (Who are the final customers, what 1. Sub-optimal POS due to supply chain inefficiencies
Customers: are their key measures, and what created at Target DC’s
benefits will they see? 2. Improved Cost of Goods Sold by qualifying for LEAP
A C
3. Increased availability of trade funds that would otherwise
be used to pay ASN fines
Vendor Carrier
ASN
DC Headquarters
Vendor
Operations Distribution
Operations
Logistics Inbound
Transportation
Scope
Deliverables
Voice Of Customer
Define Scope
Drive Sustainability
Data Collection
What to Measure and Why
Cause & Effect
Carr ier s
MDG I te m Se tup Dispatcher s
BOLby DC Multiple PO
Trucks"BOL IT
F ormat
POL I te m
Setup"re ceipt Dr ivers
agnst bad PO U nscannable DC 856 setubp by
3PL"item setup CPU
860Process
Whs Overa ges
Par tial PO List RTS"BOL #
latePOchg Picking/LoadingErr or s
Pr ov
MC&BA's
A SN M atch
F ailure
LTL Timing Manual ove rr ide
Fede x
856 Timing"PG I
3PL DC's Tra ining
Timing"3pl set- up of 856
Collaborat ion
Drill down into Target Excel data files
systems
Define Scope
Data Collection
Drive sustainability
Root Cause
Causal Relationships
5 Why
Creation time of
System downtime
appointment
#4 Why?
Car rier s
MDG Item Setup Dispa tcher s
BOLby DC Multiple PO
Trucks"BOL IT
For mat
POL Item
Se tup"r ece ipt Drive rs
agnst bad PO U nscannable DC 856 setubp by
3PL"item setup CPU
860Process
Whs Overages
Pa rtial PO List RTS"BOL #
latePOchg Picking/LoadingErr ors
Prov
MC&BA's
A SN Match
F ailure
LTL Timing Manual over ride
Fedex
856 Timing"PGI
3PL DC's Training
Timing"3pl set-up of 856
Target DC
Carrier sending
“Pre-scheduling”
Invalid BOL
Appointments
51%
91%
Warehouse sending
EDI 856 Sent Late
Incorrect BOL
9%
35%
Multiple Shipments
For 1 PO
3%
Backhaul Carrier
Sending Incorrect
BOL
6%
Root Cause
Primary Drivers
Data Display
Percent
4000 60
3000
40
2000
20
1000
0 0
SCAC A A BB E C F r J ar L r K r M her
ns r r D ns
r r r r a
C o Ca a
C CoCa CaCa C a C C Ca C a Ot
# of POs 2063 941 545 498 466 454 297 295 239 198 178 130 216
Percent 32 14 8 8 7 7 5 5 4 3 3 2 3
Cum % 32 46 54 62 69 76 81 85 89 92 95 97 100
Root Cause
Primary Drivers
Data Display
Vendor A
250
200
150
# of POs
Auto Matched
Late
Total
100
50
0
0 - 50 50 - 100 100 - 150 - 200 - 300 - 400 - 500 - 600 - 700 - 800 - 900 - 1000 +
150 200 300 400 500 600 700 800 900 1000
Distance Range
10
20
40
50
30
60
70
80
0
55
1
55
2
Root Cause
55
3
55
4
Data Display
55
5
55
6
55
7
55
8
Primary Drivers
55
9
56
0
57
8
57
9
58
0
58
7
DC
58
8
58
9
Target
59
0
59
3
59
4
38
01
38
02
38
03
38
04
38
06
38
08
38
09
Late
Total
Auto Match
Root Cause
Primary Drivers
Box Plot
100
80
EDI 856 Match
60
40
20
0 1
VICS
Key Phases
Data Collection
3
EFFORT
1
High
0 1 2 3 4 5 6 7
Low IMPACT/BENEFIT High
Key Phases
Data Collection
1. Institutionalize improvement
Drive Sustainability
2. Implement ongoing
monitoring
Sustainability
Institutionalize Improvement
Implementati on
Executed
controllable actions
Prioritize, Plan…
TAKE ACTION (Do)
Invalid Errors –
Late Errors - Target
Unilever DCs & Carri ers
• Training delivered for DC employees
• Training packets for Carriers and DCs
• Pre-scheduling was eliminated
• Plan to address labor churn
• Plan to address labor churn
• Progress tracked weekly. Repeated errors
were quickly identified and addressed • Progress tracked. Issues addressed
Start of joint
collaboration
Results
100
90
80 Goal
70 HPC
60 Foods
50
40
30
2007 - 2008
Key Messages
Toolkit
• Listen to Stakeholder(s )
• Laser Focus
True 1+1=3
Innovation Synergy
Partnershi p
Common Objectives