lean project

Sabrina Chowdhury Yellow Belt Candidate

| Johnson & Johnson Health Care Systems Inc. Confidential | 2

Table of Contents

LEAN TOOLS UTILIZED: • Tool 1: Project Charter• Tool 2: Process Mapping• Tool 3: Performance Metrics• Tool 4: Standard Work• Tool 5: Voice of Customer (VOC)

Yellow Belt Candidate


Tool 1: Project Charter


Job Function CurriculumProject Charter


Tool 2: Process MapObjective: This report conducts the weekly Service Level % of MD Queues and is distributed to Customer Support Services Supervisors and the Franchise Integration team.

Problem: During the process of transfiguring the data sent in the emails into the report file, there were issues present with formatting.

Improvement: The Kaizen Bursts represents the improvement I have conducted to this process. My solution was to format the data retrieved in the emails so they can be correctly transported to the report file that completed and sent out to the Distribution List. I was able to figure out how to remove extra materials in the email so it is more convenient to paste the data into the file efficiently.


Weekly Trending Metrics ReportProcess Map

Start

Open emails: HCS Multimedia Trend

Weekly Productions&

HCS Voice Trending Weekly Productions

Open excel file found on L-Drive:

2016 Weekly Numbers.xls

Delete data in column headings labeled:

Service Level%, Avg_Abandon_Rate,

Total_Calls, Avg_AHT, & Total_Faxes

Format data found in HCS Voice

Trending Weekly Productions email to facilitate copy &

paste

Paste data found in email into 2016

Weekly Numbers.xls

Is the data

formatted correctly in the file

No

Highlight data>right click>format

options>Number> Decimal=2

Yes

Open Impact 360 to complete Avg_AHT

column data

Open HCS Multimedia Trend

Weekly Productions email to complete the Faxes column

Open 2016 Weekly

Trending2.xls found on the L-

Drive

Copy the SL% data from 2016

Weekly Numbers to Trending2.xls

Click on each queue tabs in 2016 Weekly Trending2.xls and Refresh

data 2x

Email WFM indicating

which queues fell below 80% of SL

List reasoning's provided by WFM on corresponding

queue tabs

Email completed 2016 Weekly Numbers &

Trending2.xls to DL

End


Tool 3: Performance Metrics Objective: The Weekly Trending Metrics Report is completed to showcase weekly Service Level percentages for MD Customer Service Queues. A queue is a “virtual call center” where inbound customer calls are directed to resources/representatives tailored to their specific order types and need. These service levels are calculated by metrics to measure a trend over a course of time. They have to maintain at a percentage level above or equal to 80% to meet service level goal.

Problem: Specific queues mimic a trend showing that they fell below service level goal.

Improvement: I conducted a year over year graph to showcase current metrics with historical records to display seasonality and growth of trends. I would escalate the procedure to CSS Supervisors if drastic outliers show presence within the trend.


Weekly Trending MetricsPerformance Metrics

Control

Post- Improvement Metrics

Baseline Metrics


Tool 4: Standard WorkObjective: Work instructions for the WFM Co-op role needed to be revised. I focused on the reconstruction of three significant documents that are utilized weekly and daily by the WFM Co-op. These documents include: Head FTE Report WI, Weekly Metrics Trending Report WI, and the Daily Attendance SOP.

Problem: These three documents were outdated and provided unclear instructions for a personnel to follow.

Improvement: I created all new documents with updated procedural steps to follow. These new instructions needed to be precise and follow the new TruVAULT document management format. These documents were reviewed by a Document Management Specialist.


WFM Co-Op Role DocumentsStandard Work


Tool 5: Voice of Customer (VOC)Objective: Customer Service Associates were presented with a Credo Project that they were looking to complete.

Problem: The Credo teams did not know how to properly organize their thoughts and ideas into one presentation to showcase to their supervisors.

Improvement: I conducted in person interviews with Team leaders for three Credo Teams to receive their direct feedback about their project descriptions. After organizing their insights and data I created a visual PowerPoint presentation that displayed their projects during several Town Hall Meetings.


Town Hall Credo PresentationVoice of Customer

• This is an image of my meeting notes with a Team Lead for Credo Team 8


Thank You.