Winning Without Competition: How to Break Out of a Commodity ...

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Plantes Company July 1997 PCI:I • Detailed flowchart of the process to understand steps in the process • Run chart/control chart of the baseline measure(s) • Pareto diagrams, histograms, scatter plots, and others showing stratified symptoms Tools Used and Likely Outputs from Step 2: • How does the process work currently? What is the history? • What results does the process currently produce? What kind of variation do we see in the results? • Are there ways we could simplify the process without sacrificing the desired quality of the results? • What strategy for reducing variation makes sense? • Can we draw a picture of the process? • What type(s) of symptoms of the problem occur? • Where do the symptoms of the problem occur? • When do the symptoms of the problem occur? • Who is involved when the symptoms occur (suppliers, customers and employees) Questions Answered: Step 2 Goal: To further focus the improvement effort by gathering data on the current situation Joiner 7-Step Method Step 2: Assess the Current Situation
Plantes Company July 1997 PCI:I Measurement may lead you to redefine the problem! Resubmittals Wall Panel Structural AP Resubmittal N Y Y % N N # N Y Y Frequency Frequency Days 1 2 3 4 5 6 No resubmittal Project # Time Until Approved Shop Floor Drawings in Days Days STEP 2A: Investigate the problem by measuring outcomes GOAL: To further focus the improvement effort by gathering data on the current situation Joiner 7-Step Method Step 2: Assess the Current Situation
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Winning Without Competition: How to
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Introduction One of the greatest fa
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then responding. The response bring
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Management and administrative proce
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What should you do about a process
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is so important. It prevents improv
Page 13 and 14: The logic for process redesign work
Page 15 and 16: desire to -- continually discoverin
Page 17 and 18: Two types of marketing activities c
Page 19 and 20: markets as a whole versus for an in
Page 21 and 22: • Conscious decisions of where an
Page 23 and 24: profitability. From these sales obj
Page 25 and 26: • Creates an umbrella that will b
Page 27 and 28: marketing plan objectives. In essen
Page 29 and 30: Collaboration Crucial to a strategi
Page 31 and 32: Rather than contracts, effective al
Page 33 and 34: critical part of this plan. (See Pa
Page 35 and 36: Sidebar A: Systems Thinking A syste
Page 37 and 38: Trying to understand the causes for
Page 39 and 40: Sidebar F: Most of us choose to ign
Page 41 and 42: • Hire, train, deploy work force
Page 43 and 44: Time Redesign Continuous Improvemen
Page 45 and 46: Continuous Process Improvement Acti
Page 47 and 48: Tactical PCI Company Strategic Acti
Page 49 and 50: New Product and New Market Developm
Page 51: S A L E S ~ Specific customer under
Page 55 and 56: • Generate sales leads from targe
Page 57 and 58: * Ideally, this should be quantifie
Page 59 and 60: • Gain executive level and sales
Page 61 and 62: Is it working? Evaluation Execution
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Page 67 and 68: Plantes Company July 1997 PCI:I Whe
Page 69 and 70: Plantes Company July 1997 PCI:I •
Page 77 and 78: - If speed is the problem, where ar
Page 79 and 80: B. For each top level cause, ask wh
Page 81 and 82: • As you proceed through the step
Page 83 and 84: Job Description Exercise (continued
Page 85 and 86: • Which items did I prioritize to
Page 87 and 88: What did I learn? FOLLOW UP LATER T
Page 89 and 90: Marketing Manager Job Description (
Page 91 and 92: Marketing Manager Job Description (
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