time is money project - web site improvement - 10.18. 2002 s. murata
DESCRIPTION
2. Commitment to Your Process 1. Customer and VOC Customer - Customer's Voice (Expressed Routinely) Commitment (in plain language understandable to the customer) FY02 Define Diagram of Intra Direct Project Position: Name: - Basic Requirements (As Reasonable Demands…) - Attractive Requirements (May Actually Translate Into…) VOC 社内ユーザー 、三好部門長、鈴木部門長、各プレジデント, ソニー関連会社 (EMCS、セミコン九州ほか)、各経営企画部門、IS部門ほか イントラダイレクト事業室 安部 秀 -Promote the work style within the Sony bloc and enlighten employees by presenting e office proposals. -Collaborate with EMCS to transfer the ship-slip-less system to other categories and reduce the D cost. -Promote and implement PC standardization in the Sony bloc by working with NACS. -Offer e business courses for human resource development and training. -Intra direct deployment from a global perspective (US, Europe, general regions) - Platform - e office proposals -Marketing function trial at EMCS Boost collaboration with other departments and promote projects with the focus on meeting the sales target so as to achieve operation reform and e work style promotion and implement the goals. Sales target (FY02) 3.6 billion yen Inventory target 60 million yen (3 days) Address new challenges with the focus on the promotion of the e work style through intra net sale, promote the S&DCM reform in the Sony bloc, and boost profitability on a company- wide basis by adopting an internal-only model implemented through PC standardization. -Serve as a guinea pig for the new marketing methodology through Web-based intra-company direct sale. -Be responsible for the sales target and promote the elimination of conventional inventory.TRANSCRIPT
Time is Money Project- Web Site Improvement -
10.18. 2002 S. Murata10.18. 2002 S. Murata
FY02 Customer Diagram of Intra Direct Project
<2> Items you provide to <1> as outputs
<1> Recipients of your outputs (endusers, suppliers, superiors, subsequent processes, etc.)
Company/Plant
Name
Department/Title
Mobile NetworkCompany
MNC経営企画部門イントラダイレクト事業室 室長
安部 秀
President of each NCPresident of each company
Affiliated companies(EMCS, Semiconductor Kyushu, etc.)
Achieve sales & profit increases in the in-house Web business and inventory control by attaining the intra direct sales target, and plan business models by promoting PC standardization in the Sony bloc
Improve work efficiency through PC standardization and reduce the D cost by establishing a standardized purchasing method through the use of the intra direct platform
Reform the supply & demand chain system with the focus on the promotion of the e work style within the Sony bloc, promote the proposed e office initiatives, and attain the sales targets
Internal usersReduce man-hours through Web-based Sony product purchase methodPlan business models that reflect internal users' needs
MNC経営企画部門 三好部門長MNC EMK&S部門 鈴木部門長
Business planning divisions, IS divisions (NACS), etc.
Promote the centralization of business functions and operation standardization by transferring the intra direct platform to other categories of work
2. Commitment toYour Process 1. Customer and VOC
Customer
- Customer's Voice (Expressed Routinely)
Commitment (in plain language understandable to the customer)
FY02 Define Diagram of Intra Direct Project
Position:
Name:
- Basic Requirements (As Reasonable Demands…)
- Attractive Requirements (May Actually Translate Into…)
VOC
社内ユーザー 、三好部門長、鈴木部門長、各プレジデント ,ソニー関連会社(EMCS、セミコン九州ほか)、各経営企画部門、IS部門ほかイントラダイレクト事業室安部 秀
- Promote the work style within the Sony bloc and enlighten employees by presenting e office proposals.
- Collaborate with EMCS to transfer the ship-slip-less system to other categories and reduce the D cost.
- Promote and implement PC standardization in the Sony bloc by working with NACS.- Offer e business courses for human resource development and training.
- Intra direct deployment from a global perspective (US, Europe, general regions)- Platform - e office proposals- Marketing function trial at EMCS
Boost collaboration with otherdepartments and promote projects with the focus on meeting the sales target so as to achieve operation reform and e work style promotion and implement the goals.
Sales target (FY02) 3.6 billion yen
Inventory target60 million yen (3 days)
Address new challenges with the focus on the promotion of the e work style through intra net sale, promote the S&DCM reform in the Sony bloc, and boost profitability on a company-wide basis by adopting an internal-only model implemented through PC standardization.
- Serve as a guinea pig for the new marketing methodology through Web-basedintra-company direct sale.
- Be responsible for the sales target and promote the elimination of conventionalinventory.
CTQ <What/When/To What Extent>
CTQ List
CTQ (Primary) CTQ (Secondary)
<1> Sales target
FY02 Intra Direct ProjectBudget 3.6 billion yen
(1) VAIO notebook PC Budget 1.9 billion yen(2) VAIO desktop PC Budget 1.4 billion yen(3) Other category Budget 300 million yen
Promote business function centralization - Promote the transfer of the intra direct platform to other
categories(1H) - CLIE (May) - Display (August) and others* See the roadmap on an attached sheet.
<2> Establish a collaboration system for project promotion
- Business function centralization project- Collaboration with EMCS
Establishment of a platform by the end of FY02
- PC replacement project- Collaboration with NACS, SCK, and EMCSVAIO market share at the end of FY02: XX%
Replace PCs in the Sony bloc <1> Deploy PCs standardized for internal use and establish
a customized service system (1H) - SNC (May and after)
- Sony Semiconductor Kyushu (June and after)- Sony EMCS (July and after)
<2> Business model (S model) (1H) - Desktop (Phase 3: May and after)
- Notebook PC (Phase 1: Start planning) * See the roadmap on an attached sheet.
Dept:Name:
イントラダイレクト事業室安部 秀
Promote e office proposals(1H) UVW caravan (May)* See the roadmap on an attached sheet.
Expand intra-company direct business and net businessWeb site improvement (content improvement, etc.)1st half Reduction in man-hours
Promote business function centralization
Offer e business courses
Reform the internal organization
for intra direct activity
Customer
V O C
Expand intra-company direct business and net
business
Promote the use of internal-only VAIO models (notebook/desktop)
Promote e office proposals 三好 BM 、鈴木部門長Each president
Address new challenges with the focus on the promotion of the e work style through intra net sale, promote the S&DCM reform in the Sony bloc, and boost profitability on a company-wide basis by adopting an internal-only model implemented through PC standardization.
Reorganize operations (LT: 48 H)
Bolster promotion
Boost real & cyber promotion activities
Reenergize intra direct core business
Strengthen intra-company B2B service supportEnhance the internal call center
Establish a kitting service
Strengthen the customer interface front Expand Sony bloc retention business
Strengthen intra-company B2B service support
Promote collaboration with affiliated companies
Collaborate with EMCS Nagoya office
Promote the e career plan
Promote the joint project with the MNC personnel dept.
Promote the scrapping system
Hold workshops attended by experts
Standardize and document operations
Intra PL management
Web improvement (content improvement, etc.)
Promote the next-generation S model plan Boost lease/rental services (collaborate with SFI)
Promote the Sony bloc PC standardization project (* Promote collaboration with NACS)
Promote the UVW caravan Promote employee enlightenment
Boost demo & workshop activities
Strengthen collaboration with related departments
Promote transfer to other categories
Improve the platform
Promote collaboration with EMCS
Promote digitization of bills
Support interEMCS
Support EMCS in utilizing human resources
Promote operation reform by having all employees participate in Six Sigma
Promote concurrent information sharing
Improve operations and infrastructure
Promote the manufacturing/sales-less system
Commitment
Boost collaboration with otherdepartments and promote projects with the focus on meeting the sales target so as to achieve operation reform and e work style promotion and implement the goals.
Sales target (FY02) 3.6 billion yenInventory target 60 million yen (3 days)
Present
Sales (FY01) 3.05 billion yenInventory 56 million yen
(3.5 days)
Promote joint projects
FY02 Business CE Diagram of Intra Direct ProjectDept:Name:
イントラダイレクト事業室安部 秀
Promote standardization of operation processes
Link with Daily Closing
Promote D cost reduction through the ship-slip-less system
Strengthen collaboration with accounting and corporate planning depts.
Develop next-generation leaders
(notebook/desktop) Boost lease/rental services (collaborate with SFI)
Strengthen collaboration with IS
Strengthen collaboration with the general affairs dept.
Collaboration with EMCS
Collaboration with SCK
Promote collaboration with SCK & EMCS
Hold brainstorming to grasp the current problems in improving the Web site (reducing man-hours)
Focus on models you want to sell
Review the FAQ section to reduce inquiries
Make the shipment due date stand out
Make 200,000-yen-or-less models stand out
Offer different top pages for Sony and affiliated
companies
Arrange so that price information is two clicks away from the top page
Make the order status stand out
Reduce the number of pages in the hierarchy
Users want to select a model that matches
their needs
Users want to select a model based on the
price range
Provide clear user classifications on the
top page
Change links so that users will not be
perplexed
Correlation
Cause Cause
[Clarify items to improve and define CTQ] D-PhaseD-Phase
CTQ: Improve ease of use
Break Down CTQ
Man-hours needed for inquiries
Difficult to find the desired information
The page is not easy for users to use.
Create a Web page from the user'spoint of view that allows the users
to quickly reach the information they want.
CTQTime required for purchasing
安部 秀坪井 隆展園田 理江関根 満知子花坂 由紀子原 美智子高山 直美
20 minutes on average
Improve the intra homepage
Improvement in ease of use(improving customer satisfaction by 20%)
By October 2002
STEP-2/14
Time is Money
Project Name
PGS Schedule Project Members
Improvement Metrics
Current Values
Target Values
What to achieve:
To what extent:
When to achieve:
Define
Measure
Analyze
Improve
Control
Until September 30, 2002
Until September 30, 2002
Gains+Savings:
Investment
PGS
-)
GB : PL 村田 里未
STEP-2/14 STEP-3/14
STEP-5/14
STEP-5/14
STEP-5/14STEP-5/14STEP-5/14
Dept:CH Name:
Date: July, 2002BB Name:
Project Purchase Order Sheet (PPO)Project Purchase Order Sheet (PPO)
MNC 経営企画部門 イントラダイレクト事業室三好 林太郎
安部 秀
阿部 優美子坂田 淳日下部 智恵子兜森 真樹大野 ゆかり山口 由果斎藤 祐子
Until June 30, 2002
Until June 30, 2002
Until July 31, 2002
CH Approval Date: Oct. 18, 2002 (completion date)
CH Signature 三好 安部* Time spent on viewing the Web page: Average of 7000 views per month x 10 minutes= Reduction of 1,166 hours of loss (man-hours = 70 million per year)
* Time spent on viewing the Web page: Average of 7500 views per month x 25 minutes= Reduction of 3,125 hours of loss (man-hours = 18 million per year)* Improvement in VAIO page hierarchy: Eliminate 4 pages= Reduction of 120 pages (man-hours = 20 million per year)
TTL 200 million yen
Reduce the time by 10 minutes.
417433453498 2913 28933264 29263197
238140764286
7503
49535879 5444
6699
101971081610930104679332
7834
11146115691119612882
11245119881134912342
13171
15971
010002000
3000400050006000
70008000
020004000600080001000012000140001600018000
Intra Users' Actual ConditionD-PhaseD-Phase
Number of visitors
Number of orders received
Grasp the Target VOC's Actual Condition
July 2002 Number of orders received increased 2.3 times to 6,699.Number of visitors increased 1.5 times to 15,971.
(as compared to previous year)
Create a QFD Chart for the Intra Web Site
<Key items for the intra Web site>
Select key items to meet the user needs
D-PhaseD-Phase
Weight
Use
r cla
ssific
atio
n
Des
ign
Due
dat
e pa
ge c
onfig
urat
ion
Pric
e pa
ge c
onfig
urat
ion
Ease
of f
indi
ng d
esire
din
form
atio
n
Pres
enta
tion
of fi
nish
ed m
odel
s
200,
000-
yen-
or-le
ss m
odel
s
Link
with
bac
k of
fice
S m
odel
info
rmat
ion
Link
to th
e or
der p
age
Serie
s se
lect
ion
Ship
ping
inqu
iries
Prod
uct i
nfor
mat
ion
Rec
omm
ende
d pa
ges
Sugg
este
d so
lutio
ns
9 1 9 9 9 3 3 1 3 9 3 3 3 1 1
45 5 45 45 45 15 15 5 15 45 15 15 15 5 5
1 9 3 3 3 1 1 3 9 9 9 1 9 9 9
2 18 6 6 6 2 2 6 18 18 18 2 18 18 18
3 9 1 1 1 1 1 3 9 1 9 1 9 9 9
9 27 3 3 3 3 3 9 27 3 27 3 27 27 27
9 3 9 9 9 9 9 1 9 9 9 9 3 3 3
45 15 45 45 45 45 45 5 45 45 45 45 15 15 15
1 3 1 3 3 9 3 9 1 3 3 9 1 1 1
1 3 1 3 3 9 3 9 1 3 3 9 1 1 1
102 68 100 102 102 74 68 34 106 114 108 74 76 66 66
Ordering Contents
Total
1
Top page Due date/price information
5
2
3
5
Improve the internalshipping system
Systemimprovement
Internaldemand
Ease of use
Helps reduce userman-hours
Helps boost intra sales
Contributes to thebusiness of MNC and
other departments
Improve the Web page
M-PhaseM-PhaseConduct a survey on the key items
CTQ: Improve ease of use
Check on the ease of finding desired information
Method: Prepare two types of questionnaire.Purpose: Grasp the current values and identify the points to improve.
Ask users to grade their satisfaction in terms of the key items on a 5-point scale.Prepare a comment column for user feedback.Period: August 7 to 23Number of users who accessed: 236
Identification of the points to improve <1>
[Questionnaire]
[Questionnaire]
Select 20 users and measure the time it takes for each user to complete the purchase.
Identification of the points to improve <2>
Customer satisfaction survey
Reconfirm the VOC for the Selected Key Items
Grasp the VOC through user questionnaires
Entire homepage
Contents
S model information
Ease of search from top page
Shipping window
Desired product's price
Order
Due date page configuration
Top page configuration
0 1 2 3 4 5Point
200,000-yen-or-less models
M-PhaseM-Phase
Easy to understand
Difficult to understand
Target
Comments calling for improvement- The top page is promiscuously designed.- Information on the S model is difficult to understand.- Too many pages before we get to the price
information.- It takes time to find the information we want to know.- Finished products should be excluded.- Want to see a product description and its price and
due date on the same one screen.
-8
2
12
22
32
42
52
62
TOP改善 ナビ改善 Sモデルページ 価格 その他-8
2
12
22
32
42
52
62
Top Due date S model Price Others
Conducted in July 2002
Increase of 20%
Prioritize pages to be improved
Prioritizing Improvement Points Based on the VOC
Voices of Customers Voices of Customers
- The site would serve us better if it is easier to get to the essential information.
- I have found the site easy to use as a whole but had a little trouble finding out about the S model.I would appreciate it if you improve this aspect of the site.
- I would like to see the site offering more detailed information on specs.
- I hate to do nitpicking, but the buttons on the black background on top of the page are hard to see.
- Why don't you change the layout of the HP to make it a little easier to view? It's promiscuous and heavy to download.
- It seems that there are too many pages to go through to get to the information we want to know.The top page is poorly laid out and should be redesigned to make it look neater.
- Somehow, I find the HP not easy to use. The site would be more useful if the page presenting products also contains their prices.I suggest that users be classified into Sony employees and affiliate company workers before they enter the top page.
- It would be more convenient if there were original or customized products like SonyStyle.Dealing with other companies' products as well might make the HP more useful.
- Most of the PCs used in the company, especially desktops, are from other manufacturers.I want to see a lineup featuring new models that are suited to our business needs.
- I would like to see the HP deal with new products in the same way that they are sold on the market. It would be great if it is possible to ship not only VAIO computers but also other Sony products through the intra direct system.
Order screen
START
Lineup in Left Section
Measure the processes done prior to purchase (VAIO)
Check Immediate Delivery
XP Home Notice
DESK TOP
LX32K
Products in Top Section
JX10K PAW
VAIO desktop purchase (time: 20 min)
Order screen
START
Products in Top Section
NOTE
C1 Page
About Order Placement
Order
Select Series
C1 Page
VAIO notebook purchase (time: 25 min)
Return
Return
Not sure
Return
Not sure
Not sure
Order screen
START
Order
Order States
Order by Individual User
Simple VAIO
Product Information
NOTE
Order
VAIO notebook purchase (time: 23 min)
Return
Not sure
Estimate
Not sure
M-PhaseM-PhaseIdentify Target Processes Using the PF Diagram
Order screen
START
Top Image
Measure the processes done prior to purchase (other than VAIO)
Select from Lineup
Specs
To Top in Bottom Section
Order
Products in Top Section
Not Sure Which Series to Select
DSC purchase (time: 10 min)
Order screen
START
Products in Top Section
DSC
Immediately Delivered Model
P5 Order Placement
Estimate
Order
DSC purchase (time: 13 min)
Return
DSC
M-PhaseM-PhaseIdentify Target Processes Using the PF Diagram
VAIO Other than VAIO* The purchase time varies, with
the longest time being 50 minutes.
* Variance of up to 13 minutes
Summarize information on the time currently required for purchasing
Eliminate variance in the purchase time and reduce the average time by 10 minutes
M-PhaseM-Phase
<For 20 selected sample users>
0
2
4
6
8
10
12
1-5 6-10 11-15 16-20 21-25
By reducing the average time by 10 minutes:* Time spent on viewing the Web page: Average of 7000 views per month x 10 minutes = Reduction of 1,166 hours of loss (1166 hours x 5000 yen x 12 months = 70 million yen)
(minutes)
(Number of users)
Set Metrics and Targets
02468
1-5 6-10 11-15 16-20 21-25(minutes)
(Number of users)
M-PhaseM-PhaseDifference between VAIO and products other than VAIO
<Page hierarchy from the top page to specs page>
VAIO Other categories
7 pages
The number of pages for products other than VAIO should be made the standard.
Reduce not only the purchasing time but also the man-hours for page creation.Reduction of 4 pages x 3 man-days x 120 models per year (30 models per quarter) + = About 20 million yen
3 pages
Grasp the Cause of Variance
Define metrics based on results of user questionnaires
Create Web pages from the user's point of view.
M-PhaseM-Phase
Improve ease of use
CTQ
Purchase time (H)
Metrics
(Improve customer satisfaction by 20%)
Man-hours involved in inquiries (H)
Man-hours resulting from ordering mistakes (H)
Phase 2: Boost sales
Man-hours required for creating Web pages (H)
[Current Value] 6 mistakes during 2 months for the S model (40 H)[Target Value] 0 mistakes for the S model (0 H)
[Current Value] Ave. 20 inquiries/month (20 H)[Target Value] Ave. 10 inquiries/month (10 H)
[Current Value] 10 pages (20 H)[Target Value] 6 pages (12 H)
[Current Value] Variance of up to 30 minutes
Establish a Project at the Process Level
[Target Value] Variance of up to 20 minutes
A-PhaseA-PhaseCauses of long purchase time
Not sure
Number of vertical and horizontal pixels
Search function
Level of understanding
Not sure
Presentation
Category nameCannot find necessary information
Return
Display of finished models
Deep hierarchy
Sony Corp. /affiliate companies
Problem with the system
Variance in purchase time
Top page configuration
Due date page configuration
Navigation to price
information
S model page configuration
Series name
Not sure
Return
Not sure Return
Series nameMistake the S model for the PAW terminal or vice versa
-8
2
12
22
32
42
52
62
TOP改善 ナビ改善 Sモデルページ 価格 その他-8
2
12
22
32
42
52
62
Top Due date S model Price Others improve- improve- ment ment
List Causes (Trivial Many) of Variance of the Metric (Y) for Analysis
A-PhaseA-PhaseCauses of long purchase time
Not sure
Number of vertical and horizontal pixels
Search function
Level of understanding
Not sure
Presentation
Category nameCannot find necessary information
Return
Display of finished models
Deep order step hierarchy
Sony Corp./affiliate companies
Problem with the system
Variance in purchase time
Top page configuration
Due date page configuration
Navigation to price
information
S model page configuration
Series name
Not sure
Return
Not sure Return
Series nameMistake the S model for the PAW terminal or vice versa
NC :Controllable
:Not Controllable
C
N
CN
CC
C
C
N
N
CCC C
CC
N
NC
X X
X
X X
X
N
X X
X
Identify Vital Few FactorsThat Change the Metric Significantly
Identify the Vital Few (X) Factors That Have Critical Impact on the Metric (Y)
A-PhaseA-Phase
Target: Reduce by 10 minutes on average
Time spent on purchasing (H)
Homepage Creation Process
Order steps
Not sure/return
X
X
X
X Deep hierarchy
Cannot findnecessary information
IPO Diagram
Man-hours resulting from order mistakesTarget: 0 hours
Man-hours involved in handling inquiriesTarget: Reduce by half to 10 hours
Man-hours for Web page creation
Target: Reduce by 4 pages to 12 hours
Sort Out the Relationship between Vital Few (X) Factors and Metrics (Y) Using the IPO Diagram
A-PhaseA-Phase
Product orProcess Failure Mode Failure
Effects
Seve
rity
S
Causes
Freq
uenc
y of
Occ
urre
nce
P
ImprovementPlans
Deg
ree
ofD
etec
tion
D
Ris
k Pr
iori
ty R
Key ItemsRequiring
ActionCorrective Action
PS
PP
PD
prpn
4 Order steps
Don'tunderstand
how to enterthe page
Takes time 3 System'slimitation 5
<1> Web siteimprovement<2> Systemimprovement
5 75Consider
solutions usingnavigation
Ask SISS to makean estimate andchange the Web
site configuration
3 2 5 30
1 Notsure/return
Cannot findthe entry to the
page
Jump to thewrong page 5 Users are not
classified 5
Top pageconfiguration
and designimprovement
1 25Provide clear
userclassifications
Configurationplan: 村田、日下
部、花坂To be created by:
花坂 (August)
2 2 2 8
2Cannot find
necessaryinformation
End up seeingthe wrong
model
Purchase thewrong model 5 Items are not
sorted out 1S model pageconfigurationimprovement
1 5
Provideseparate pagesfor the S model
and the PAWterminal
SISS contentcheckSpec page: 日下 部 Support page:
花坂
1 1 2 2
3 Deephierarchy
Get lost duringthe process Takes time 5 There are too
many pages 5
Change theconfiguration
so that duedates and
products arepresented on a
single page
1 25Reduce thenumber of
pages
Configurationplan: 村田、日下
部、花坂To be created by:
日下部 (August)
2 2 2 8
Improvement in customer satisfaction
S;障害の重大 1=非常に低い 3=重大 5=壊滅的 P;発生頻度 1=極度に低い 3=中程度 5=極度に高い
D;検出度 1=暫定対策有り 5=対応不可 R;リスク予測 R=S*P*D
R10以上はチームで検討する。100=極めて限界に近いリスク
No.
Phase 2System
improvement Phase 1Web site
improvement
Prioritize Improvement Themes Through FMEA
7/10 UPUP!
I-PhaseI-PhaseSummary of Improvements
July 02 Aug. Sept. Oct.
Top page configuration
Order step improvement
Configuration plan: 村田、日下部、花坂Design: 花坂
Estimate: SISS
Planning/design Site map/operation rules Creation/refinement Page release
Sort out necessary itemsDesign and refine on the
configuration
Verify the proposed solution
Request SISS to make an estimate
Implement proposed solution on the Web
Key issue: Ensure users can access order and price pages in the shortest steps
7/10 UP
UP!
Due date/product page configuration Configuration plan: 村田、日下部、花坂Design: 日下部
Hierarchy improvement plan
Design and refine on the configuration
Creation
Key issue: Provide the same hierarchy for VAIO and other than VAIO to reduce the need for users to scroll
7/10 UPUP!
S model/PAW terminal page configuration
Configuration plan: 村田、日下部、花坂Spec: 日下部 Support: 花坂
Spec improvement
Support improvement
Consult with SISS to check and refine on content
30/7 UPUP!
Activity Schedule
Key issue: User classification (purchase or product information/Sony Corp. or affiliated company)
Key issue: Clarification of differences between S model and PAW terminal/user classification (S model or PAW terminal)
I-PhaseI-Phase
Renewal Top page
Easy to chooseEasy to use
Easy to understand
Top Page
New Top PageNew Top Page
The renewed designThe renewed designimproves usability.improves usability.
I-PhaseI-PhaseDue Date & Products Page
New Products PageNew Products Page
- Easy navigation- Navigated from the top
page.- Displays images by
category.- Easily navigates users
to the order screen.
- Easy search
- Immediately delivered models- 200,000-yen-or-less models- XP Pro models- Previous models
Old Process
Change the navigation process so that users can view pages for all steps, from logon to order, through one consistent procedure.
The old process requires users to repeat the logon and series selection steps every time they access the order, price info, or estimate page, resulting in superfluous man-hours being involved.
The improved process offers separate entries for Sony Corp. employees and affiliated company workers; the user needs to go through the logon and series selection steps only once.
The new approach is certain to improve the user navigation process.
Improve Order Steps I-PhaseI-Phase
Series Selection
Series Selection
Series Selection
Series Selection
Series Selection
Series Selection
Logon Logon Logon Logon Logon Logon
Product Details Due Date Top Page
Improved Process
Series Selection Series Selection
Order Order
Price Price
One consistent procedure embraces all steps from Logon by Sony Corp. to
Order
One consistent procedure embraces all steps from
Logon by AffiliatedCompany to Order.
Abo
lish
thes
e st
eps
Product Info Top Page for Ordering
Sony Corp. Affiliated Company
Logon by Sony Corp.
Logon by Affiliated Company
Order bySony Corp.
Order by Affiliated Company
Price Info for
Sony Corp.
Price Info for Affiliated
Company
Estimate for Sony
Corp.
Estimate for Affiliated Company
I-PhaseI-PhaseS Model/PAW Terminal Page Configuration
S Model Top Page
S Model/PAW TerminalLineup Page
[Old Process]
S Model/PAW TerminalSupport Page
S Model/PAW TerminalPurchase Page
- Users get confused because information on the S model and PAW terminal is presented on the same pages.
[Improved Process (Image)]
Let users choose the model on the top page
PAW Model S Model Intra Top
Hardware Spec Software Purchase/
estimate SupportHardware
Spec Software Purchase/estimate Support
S モデル⇔ PAWモデルはここからとべるようリンク
- Information on the S model and PAW terminal is presented on separate pages ensuring that users access the right information.
A link is provided here that lets users to jump from the S model page to the PAW model page and vice versa.
The number of wrong purchases The number of wrong purchases has decreased from 6 to 0.has decreased from 6 to 0.
23 17 5
95
3
19
6
12
213
28
4
156
16
35 4
18
313
38
49
2
1696
14 65
84 15
7
20 100
10
20
30
40
50
60
70
80
90
100
02/01 04/01 06/01 08/01 10/01 12/01 02/02 04/02 06/02 08/02 10/02
Inqiuries about Web site input
Inqiuries about Web site content
Number of Inquiries Related to "the Vaio-d" Web Site
11 inquiries as of July 2002
I-PhaseI-Phase
In November, the number of In November, the number of inquiries decreased to 1.inquiries decreased to 1.
I-PhaseI-Phase
Renewed Web Site - Effects of Web Site Improvement -
C-PhaseC-Phase
Vital Few
New Intra Web SiteNew Intra Web Site
- User classification- Improved navigation- Fewer pages- Well organized items
Standardize each Standardize each pagepage
Reduction of 25 minutes!!Reduction of 25 minutes!!(No variation)(No variation)
Measure the time it takes for users to complete a purchase with the renewed Web page!!
5 to 30 minutes
1 to 4 minutes
0
1
2
3
4
5
6
7
8
1 2 3 4 5 6 7
0
5
1 0
1 5
2 0
2 5
3 0
1 2 3 4 5 6 7
(Minutes)
(Minutes)
(Number of users)
(Number of users)
PGS CalculationPGS CalculationC-PhaseC-Phase
Reduction of 25 minutes
Project cost SISS man-hours: Black belt deletion = 290,000 yen
Reduction in the purchase time (effect for all Sony employees)
* Time spent on viewing the Web page: Average of 7500 views per month x 25 minutes
= Reduction of 3,125 hours of loss
(3,125 hours x 5000 yen x 12 months = 187.5 million yen)
Reduction in man-hours required for creating intra Web pages
Reduction of 4 pages * Creation time: Reduction of 4 pages x 3 man-days[120 models per year (30 models per quarter) = 20 million yen]
PGS: 187.5 million yen + 20 million yen – 290,000 yen = 200 million yen
Future Web Site
Usage guide Usage guide Review the contents. Review the contents. Introduction of a search functionIntroduction of a search function
Web site strategies (suggestions about Web site strategies (suggestions about usage) based on sale strategiesusage) based on sale strategies
Enhancement in other categoriesEnhancement in other categories Link with other services (such as Link with other services (such as
ImageStation)ImageStation)
Improve ease of useand boost sales
Create a "value-added"
Web site that ensures "stable
access"
[User side]The site is simpler and requires fewer clicks.Freed from the stress of viewing many windows.200,000-yen-or-less models are easier to find.The support page is more user-friendly, etc.
[Creator side]By reviewing the menus and sorting out the pages, we cando the maintenance of the site more efficiently.The man-hours for page creation has been reduced.Fewer points need to be checked, resulting in fewer mistakes, etc.
- Creating a Web Site for Achieving Targets: Summary -
Address the problems the current system faces, and recognize the purpose of doing so.
What do users expect from the Web site? The Six Sigma tools enable you to narrow down whatyou need to improve and to find out what you have to do to make necessary improvements.
Outputs - Easy-to-use Web site - Collection of VOC - Hints for future "Web site improvement"
CTQ 1 "Improve the Web site" for boosting internal direct business/net business.Define Break down CTQ. "CTQ: Pursue ease of use."Measure Narrow down improvement items from the user's point of view, and form hypotheses based
on VOC requirements and set targets based on actual measurements.Analyze (Vital Few) Identify factors causing variance and solve the root cause.
Improve Reduce the purchase time by 25 minutes, as well as man-hours required for Web page creation.
Control Standardize the Web site work flow.
Take advantage ofSix Sigma methodology.
What has been changed by improvements?