Six Sigma Yellow Belt Project Charter

Project Name Call Center for Medical Devices Company

Today’s Date 2019, 19 July
Project Start Date 2019, 1 September
Target Completion 2020, 30 April
Date

Project Element Response

Problem Statement The call center for the Medical Devices Company needs to
● Includes time, build a ordering system to communicate with inbound and
measurable item, return logistics.
gap and business
impact The call center staff is now using a decentralized system to file
customer orders and returns, which makes it difficult to have a
centralized insight of total orders and returns, respectively,
which causes delay (longer lead times) and mistakes that
leads to customer dissatisfaction.

The new project will be measured the following:

- New centralized data collection;

- Order and return history;
- Call logs;
- Access to customer demands in one centralized
database;.
- Measurement of (reduced) lead times.

The project will start on September 1​st, ​, 2019 and finished on

April 30​th​ , 2020.

The decentralized system of stand alone computers will be

replaced with one centralized systems which easy access for
all personnel of the call center, so delay and mistakes will be
reduced and customer satisfaction will increase and
operations management will be improved (fast JIT
procurement and logistics and decreased costs).

Business Case The Medical Devices Company aims to to decrease the lead
● Why is this project time and mistakes, improve the operations management of
important to do now? output and recycled (flawed) devices, hence increase
● What is the project’s customer satisfactions, reduce waste and reduce costs.
financial impact?
 Six Sigma Yellow Belt Project Charter
● What is the impact The fNPV and IRR of this project are positive and it is
on DPMO/ Sigma calculated that the profit of the Medical Devices Company will
level? increase with USD 750,000.= per year due to faster cycle
● What is the impact times and more orders.
on customer service DPMO has been tested on 350 users with total 40,000 and the
defect found on 76. DPMO is 3.04.
Goal Statement The objective is to achieve a new ordering and return system
● Specific that meet the business criteria and customer expectations.
● Measurable The system will be part of the existing ERP. The system
● Achievable should meet following standards:
● Realistic 1- An online template to fill the user’s issues.
● Time-bound 2- Create unique reference post order which tracking and
tracing function.
3- Insight in the status of orders and returns, respectively.
4- Update logs for each order and return, respectively.
5- Historical call logs.
6- Automatized app that calculate lead time for any order.
List of Improvement Goals Measure (units) Baseline Goal
1. Order and Return Imitative draft Create a new
2. Format format format with
3. fields for client
4. data, i.e.:
5. Name and
adress category,
Order and return
item data; Order
time and Delivery
time, Description
of customer
order and return
idiosyncrasies;
Order and
Return Status,
respectively
Search Bar Imitative new tab A search bar in
to include this another tab that
service include a field to
search for a
specific order.
Order and Return Final Order and Another tab in
Dashboard Return format is the system that
completed provide you an
overview on all
 Six Sigma Yellow Belt Project Charter
unresolved
orders and
returns, delayed
orders and
returns,
respectively
orders.
Calls Dashboard Final Order and Another tab for
return format is call dashboard to
completed check the
historical call
logs per
coworker,
timeline on each
call from
customers.
Process Once the Medical Devices Company’s customers calls the call
● Describe the center to order or demand for a return, the users file the
process in which the request in the decentralized computer and has to
problem exists communicate this to procurement/operations department. The
result is often time delay (higher lead times) and even
mistakes due to miscommunication or lack of communication,
especially with part-time workers..
Project Scope The new project focus on building a centralized (ERP) system
● What part of the that collect data of all calls from customers. Orders and
process will be returns will be automatically communicated to operations
addressed? management, so they can handle the order and replenish
● What are the stock (JIT). This system will dramatically mistakes or delays by
boundaries of the human communications, reduce stock levels and reduces lead
project or process? times. Hence, increases customer satisfaction and makes it
● What areas are possible for the coworkers in the call center to concentrate on
inside or outside the related questions for support of customers..
team’s focus or The boundaries of project will include creating of an integrated
authority? database with the existing ERP system, including the design
● Attach a SIPOC of a new format (for orders and returns), search bar, order and
diagram if return dashboard and call dashboard with historical data..
necessary The project scope will ​not​ include the following:
1- Integration of the call center system which the financial
management system (only which operations).
2- Auditing system.
3- Reports.

Team Member Name

 Six Sigma Yellow Belt Project Charter
Project Sponsor Stefan Woldin
Key Stakeholders Serge Thompson
Team Lead Sandra Green
Team Members Louise Phillips
Peter Ward
Liliane Perry
Jack Myers
Process Owner Cornelius Cruz
Other
Timeline by Project Stage Milestone Target Completion Date
Define Project Charter and kickoff September 1​st​, 2019
Measure Define and collect data October 1​st​, 2019
Analysis Find causes January 15​th​ , 2020
Improve Fix causes March 15​th​ , 2020
Control Standardize the fix April 30​th​ , 2020
 Six Sigma Yellow Belt Project Charter

​Medical Devices Company

Call Center Ordering
Project Title System Project

Expectation Example Team Rule

Attendance is required at
all team meetings.
Changes in meeting
Attendance
times must be made at Weekly meeting on Monday 08:30 AM –
least 24 hours ahead of 10:00 AM;
time. All team members should be available.
Team members may not
Participation be substituted unless All team members should attend except
approved by team leader. Peter Ward and Jack Myers.
We will stay on task and
on topic, using the Using our project charter and task
Project Charter as our timeline sheet to make sure we will meet
Focus
guide. A meeting agenda the deadline of project and make sure all
will be publishedat least phase is completed on timely manner.
one day in advance.
Interruptions for Phone mode is on silent or using
Interruptions emergencies only. messages in case someone need an
Phones turned to silent. urgent leave.
All deliverables are
expected to be
completed in a timely Using task timeline sheet and our
Preparation
manner. Each meeting agenda to follow up on tasks that
will have a published assigned to each team member.
agenda.
Attenders can join the meeting up to 15
Meetings will begin
Timeliness min from time of starting the meeting.
promptly as scheduled.
We will choose the best
decision-making method ​Discuss all project points and decision
Decisions for each situation. We to be approved by Project manager and
will support decisions director.
made by the team.
​Louise Phillips will provide the
We will rely on data to
Data
make decisions.
necessary data for the decisions.

We welcome honest
disagreements, as long
as everyone is treated ​We will use survey monkey website to
Conflict
with respect. A facilitator make sure the team provide their
will be used if conflict feedback, disagreements or conflicts.
cannot be resolved.
 Six Sigma Yellow Belt Project Charter

Other
N/A

Team
Member Role Signature
​Serge
Thompson Project director​ ​Serge Thompson
​Jeff
Jonathon ​MDC Project Manager ​Jeff Jonathon
​Sandra
Green Team Lead ​Sandra Green
​Louise
Phillips Java Developer ​Louise Phillips
Peter Ward IT/ERP specialist Peter Ward
​Liliane System Analyst/Data
Perry Scientist ​Liliane Perry
​Jack Myers Project Coordinator ​Jack Myers
Cornelius Cornelius Cruz
Cruz Project Manager
 Six Sigma Yellow Belt Project Charter
Data Collection Plan

Milestone Data

Description Measure Data Assigned to Approve Targ Stat

Collection d by et us
Method Date

Collect Collect data for 12 fields Face-to-fa Cornelius Cruz Jack 1Oct In
Requirement from customer ce & and Liliane Perry Meyers 19 Prog
E-mail and ress

Serge
Thompso
n

Meeting at least 4 meeting each Face-to-fa Cornelius Cruz Cornelius 10 In

Schedules with month ce / Phone and Jack Meyers Cruz Prog
Mar
customer ress
ch

20

Create Order 12 fields available at the System Peter Ward Jeff 3 Not
Format Format tools Jonathon Start
Jan
ed
20

Create Oracle 75% minimum of data E-mail / Peter Ward Louise 3 Not
Database to be migrated to System Phillips Start
Jan
system tools ed
20

Create Search Search view to checked E-mail / Louise Phillips Sandra 1 Not
Bar fields by the target date System Green Start
Feb
tools ed
20

Create Order Daily, weekly and E-mail / Louise Phillips Sandra 15 Not
and Returns monthly dashboards to System Green Start
Feb
Dashboard be available tools ed
20
 Six Sigma Yellow Belt Project Charter
Create Calls Dashboard of Call ID, Phone / Louise Phillips Sandra 1 Not
sub-system Duration, Date of calls System Green Start
Mar
tools ed
ch

20
 Six Sigma Yellow Belt Project Charter
Process Map

Time of calls per minute

At 10 At 12 At 2 At 4 At 6 At 8 At 10 At 12 At 2 At 4 At 6 At 8
AM PM PM PM PM PM PM AM AM AM AM AM
Using old 15 25 45 35 55 45 50 20 15 15 10 15
system
Using 10 15 20 15 20 15 20 10 5 5 5 5
new
system
 Six Sigma Yellow Belt Project Charter

Hypothesis testing (Using MS Excel)

Possible X Null Hypothesis My theory Hypothesis P-Value or Accept/

Test R-Squared Reject Null
(See
Hypothesis
Tree on Next
Tab)
Time Period 0 delay when the The current lead One-Sample P = .05 Reject Null
agent submit the times are Sign
order and return, different
resp., and (greater than)
received the ref. than historic
lead times
 Six Sigma Yellow Belt Project Charter
There is no The current One P = .001 Reject Null
difference proportion late Proportion
between the is different Test
proportion late in (greater) than
the past and the the historic
current proportion late
proportion using orders and
old process returns, resp.
Day Type There is no Weekdays Liliane Perry P = .083 Accept
(Weekend/ difference orders lead Null
Week Day) between weekend times are
call times and different
weekday call (longer) than
times weekend orders
Day of the There is no The variation in Liliane Perry P = .062 Accept
Week difference in the lead times for Null
variation in orders and
customer wait returns, resp., is
times on queue different on
from days in different days of
weekend the week
 Six Sigma Yellow Belt Project Charter
Lessons Learned

Project Name: MDC Call Center Ordering System Project

Client: Medical Devices Company
Prepared By: Cornelius Cruz
Date: 19​th​ July, 2019

Background/Purpose

The purpose of this project is to build a full automated call center ordering (ERP) embedded IT system
that manage all clients order and return requests with a 24/7 tracking and tracing service that allow
users to access the status of all orders and returned items and that will result in shorter lead times.

Key Successes

The new system is able to meet the customer satisfaction due to reduced lead times and reduction of
miscommunications and better support and a 24/7 accessible online tracking and tracing possibility .

List of Key Successes/Wins

Event Description / Project
Impact
Customer follow criteria in
scope of project
Phases target date
Key Success
Reduction of lead times and
better return execution. Faster
and better communication
with Operations Management.
To meet the deadline of each
phase on time/Reduction of
lead times
 Six Sigma Yellow Belt Project Charter

Key Challenges

There are some points that we can’t meet the customer expectation as it will reflect on total project.

List of Key Successes/Wins

Event Description / Project
Impact
The database of client is not
ready
Client requested to add an
additional scope
Key Challenges
The client informed us that the
database is not ready to be
connected to system
The client would like to add
additional scope and will force
us to change big phases in
project.