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PRAGMATEK Consulting Group, Ltd. Six Sigma Supply ChainUsing the SCOR Framework2 PRAGMATEK Consulting Group, Ltd. Session ObjectivesAssumptionsFamiliar with SCORUnderstand Six Sigma philosophy“Read the manuals”ObjectivesCompare strategic intent of Six Sigma and SCORHighlight integration of the two project approaches3 PRAGMATEK Consulting Group, Ltd. Six SigmaSigma or standard deviation is a statistical calculation of variability often used to measure the defect rate of processesWhere 1 sigma represents processes capable of 30.85% good, 6 sigma references processes capable of 99.99966% goodThe purpose of applying Six Sigma goals to processes is to help drive the defect rate so that “customer requirements” are missed only 3.4 times out of a millionThe Six Sigma project approach is called DMAIC or DMADV4 PRAGMATEK Consulting Group, Ltd. SCORSCOR is a supply chain process reference model combining 3 levels of process detail, metrics, leading practices, and standardized definitionsThe purpose of SCOR is to improve supply performance through process improvement, design, and controlThe project approach is summarized in the SCOR Project Roadmap5 PRAGMATEK Consulting Group, Ltd. Six Sigma - DMAICDEFINE the problem and what customers requireMEASURE the defects and process operationANALYZE the data and discover the causesIMPROVE the process by removing causes of defectsCONTROL the process to maintain optimal performance6 PRAGMATEK Consulting Group, Ltd. Six Sigma - DMADVDEFINE customer requirements and goalsMEASURE and match performance to customer requirementsANALYZE and assess process designDESIGN and implement new processesVERIFY results and maintain performance7 PRAGMATEK Consulting Group, Ltd. The SCOR FrameworkSupplierPlanCustomerCustomersCustomerSuppliersSupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternal or ExternalInternal or ExternalYour CompanySourceSupply Chain Operations Reference ModelPlanPlanPlanPlanReturnThe integrated processes of Plan, Source, Make, Deliver and Return, spanning your suppliers supplier to your customers customer, aligned with Operational Strategy, Material, Work & Information Flows.8 PRAGMATEK Consulting Group, Ltd. SCOR Project RoadmapMaterial FlowOperations StrategyAnalyze Basis of CompetitionConfigureSupply ChainAlignPerformance Levels, Practices, and SystemsImplementSupply-Chain ChangesSupply Chain ScopePerformance MetricsSupply Chain SCORcardand SCORcard Gap Analysis Competitive Performance Requirements AS IS Material FlowDisconnect & Gross Opportunity AnalysisMaterial Flow Strategy and Best Practice AnalysisSupply Chain StrategyTO BE Material FlowInformationand Work FlowAS IS Work/Information MapTransactional AnalysisDesign SpecificationsTO BE Work/Information MapPrioritized List of ChangesImplementationMaster Schedule of ProjectsROI AnalysisTechnology SelectionDetail Requirements, Solution Design, Configuration, Test & Go Live9 PRAGMATEK Consulting Group, Ltd. High Level ComparisonDMAICSCORDefineMeasureAnalyzeImproveControlImplement Supply Chain Changes Analyze Basis of CompetitionConfigure Supply ChainAlign Performance Levels, Practices, and Systems 10 PRAGMATEK Consulting Group, Ltd. Project PlayersDMAICSCORSix SigmaSCORLeadership CouncilPotential Core Planning Team and Steering Team CandidatesChampion SponsorActive Executive SponsorImplementation Leader Potential EvangelistMaster Black Belt CoachPotential EvangelistBlack Belt Project LeaderProject Manager Candidate and Potential EvangelistGreen Belt Team MembersProject Manager CandidateProcess OwnerPotential Core Planning Team and Steering Team Candidates11 PRAGMATEK Consulting Group, Ltd. Define the OpportunityDMAICSCORDefineAnalyze Basis of CompetitionDMAIC Project CharterSCOR Project Charter TemplateSupply Chain Defintion MatrixIdentify Customer Requirements:Kano Analysis;Voice of the Customer AnalysisChip ExerciseIdentify and Document the Process:SIPOCThread Diagram12 PRAGMATEK Consulting Group, Ltd. Customer RequirementsKano AnalysisChip ExerciseDelivery ReliabilityFlexibility/ ResponsivenessSupply Chain CostAssetPerformanceAttributeSupply Chain 1Supply Chain 2*Performance vs. CompetitionHIGH CustomerSatisfactionLOW CustomerSatisfactionCompetitiveSuperiorityBelowCompetitiveParityBasicRequirements:DISSATISFIERSBreakthroughCustomer Needs/Features:DELIGHTERSCore CompetitiveRequirements:SATISFIERS13 PRAGMATEK Consulting Group, Ltd. SIPOCSIPOCSupplierInputProcessOutputCustomerSCOR Thread DiagramSCOR Overview, page 19SCOR Level 3 ProcessesSCOR Overview, page 1014 PRAGMATEK Consulting Group, Ltd. Measuring PerformanceDMAICSCORMeasureAnalyze Basis of CompetitionAppropriate Measures:CTQ;StratificationOperational DefinitionsData Sources, Data Collection, and SamplingSCOR Metrics TemplateSCORcard Baseline and Gap Analysis15 PRAGMATEK Consulting Group, Ltd. Measuring PerformanceDMAICSCORMeasureAnalyze Basis of CompetitionSigma Calculation:Unit, Defect, Defect OpportunitiesYieldCost of Poor QualitySCOR Level 2 and 3 Measures for Material Flow Efficiency and Transactional Productivity16 PRAGMATEK Consulting Group, Ltd. Cost of Poor Quality - COPQPerformance Attribute or CategoryLevel 1 Performance MetricsActualParityMedian of statistical sampleAdvantageMidpoint of parity and superiorSuperior90th Percentile of PopulationParity GapParity - ActualRequirements GapOpportunityDelivery Performance10.0%74.7%85.0%95.0%-64.7%-64.7%Fill RatesSubstitute Line Item Fillrate here85.0%92.0%95.5%99.0%-7.0%-7.0%Perfect Order Fulfillment1.0%74.0%81.0%88.0%-73.0%-73.0%Supply Chain ResponsivenessOrder Fulfillment Lead Time8 days10 days6.5 days3 days2 days-5 daysSupply Chain Response Time110 days60 days45 days29 days-50 days-81 daysProduction Flexibility58 days42 days26 days10.8 days-16 days-47.2 daysCost of Goods87%69%61%53%-18%-26%Total Supply Chain Cost14.0%9.5%6.7%3.9%-4.5%-7.3%SG&A Cost7%17%12%7%10.1%5.1%Warranty / Returns Processing Costs0.7%1.5%1.0%0.5%0.8%0.3%$0Cash-to-Cash Cycle Time*19797.963.829.7-99.1-99.1Inventory Days of Supply*91744823-17.4-17.4Asset Turns*1.52.54.77.01.01.0Gross Margin13%31%39%47%-18%Operating Income6%14%19%23%-8%Net Income-Effectiveness of ReturnReturn on Assets-$45,362,946$877,500Enables Inventory and Delivery Reliability$32,850,000$11,635,446ShareholderInternalExternalSupply Chain Delivery ReliabilitySupply Chain FlexibilitySupply Chain CostSupply Chain Asset Management EfficiencyProfitability17 PRAGMATEK Consulting Group, Ltd. Critical To Quality - CTQRM & WIPFGInboundInter-companyOutboundRMWIPFGInbound ReceiptsOutbound ShipmentsInbound OrdersInter-company OrdersOutbound Orders$InventoryInbound Freight $2.28$0.85$2.10INV $0.0$0.0$22.0$20.0$0.25lbs.5.44.35.5COGS $0.0$0.0$86.1$86.11.2$/lb.$0.42$0.20$0.38Days-9385$0.21$1.92$0.72$1.76INV $0.0$0.0$20.0$16.8$0.24lbs.4.53.64.6COGS $0.0$0.0$73.5$73.51.0$/lb.$0.43$0.20$0.38Days-9983$0.24$2.07$0.77$1.90INV $0.0$0.0$18.5$17.9$0.23lbs.4.94.05.0COGS $0.0$0.0$78.8$78.81.1$/lb.$0.42$0.19$0.38Days-8683$0.21$2.00$0.77$1.80INV $0.0$0.0$18.6$17.9$0.20lbs.4.73.94.9COGS $0.0$0.0$76.7$76.70.9$/lb.$0.43$0.20$0.37Days-8985$0.22$0.00$1.03$0.87$0.00$1.04$0.00$0.97ReturnsRevenues$82.067%69%6235$19$0.00Warehouse ExpenseOn TimeLead-timeTransportation ExpenseInventoryLocationSante FeHarrisberg$70$16Atlanta$7561%77%723559%75%$17Portland$7366%71%6935$17459418 PRAGMATEK Consulting Group, Ltd. Analyzing Data and ProcessesDMAICSCORAnalyzeConfigure Supply Chain;Align Performance, Practices, and SystemsData Analysis:Pareto Chart, Run Chart, Histogram, Scatter Plot, and Fishbone AnalysisAS IS Material Flow:Geographic Map;Transportation, Inventory, Warehouse, and Returns Expense Summary;Delivery Performance and Order Fulfillment Lead Time Summary19 PRAGMATEK Consulting Group, Ltd. Data AnalysisS1S2S3ActActCompetitive RequirementsLevel 1 Target71%45%A90.80%8 days18 daysP8 days15.20%3.50%11.90%$57.5M$13.3M$45M57.2 days88 days57.2 days$89.6M$37.2M$89.6M68.6 days29 days68.6 days$47.5M$20.1M$47.5MSOURCE Level 2 MetricsLevel 2 TO BE Design SpecificationsSCOR Level 2 Process TypesSOURCEEXECUTIONPLANNINGP2ENABLEES.1 to ES.9Order Fulfillment Lead TimePurchase Order Lead TimeDelivery PerformanceSupplier Delivery PerformanceSCORcard Level 1 MetricsCash-to-CashPayablesSupply Chain CostMaterial Acquisition CostPurchasingInbound TransportationRM&PFG WarehousePPInventory Days of SupplyRM and PFG Inventory Days of SupplyP20 PRAGMATEK Consulting Group, Ltd. Analyzing Data and ProcessesDMAICSCORAnalyzeConfigure Supply Chain;Align Performance, Practices, and SystemsProcess Analysis:Detailed Process Maps, Cross Functional Process Maps, Process Value and TimeAS IS Work and Information Flow:Staple Yourself Analysis;Swim Diagram;Transactional Productivity for purchase, work, replenishment and sales orders; forecasts; and return authorizations21 PRAGMATEK Consulting Group, Ltd. SCOR Level 3 SourceSupplierPurchasingWarehouseAPS1.1 Schedule Product DeliveriesS1.2 Receive Product S1.3 VerifyProductS1.4 TransferProductS1.5 AuthorizeSupplier PaymentD1.10D1.13D1.2PurchaseOrderPurchaseOrderProductPackingSlipReceiptof PurchaseOrderInvoicePayment22 PRAGMATEK Consulting Group, Ltd. Productivity ImprovementS1.1S1.2S1.3S1.4S1.5TotalsSchedule Product DeliveriesReceive ProductVerify ProductTransfer ProductAuthorize Supplier PaymentVolume5900 y15300 y44000 y78600 y40600 y178400 yEvent Time9 h1.86 h1.13 h0.16 h0.6 h12.75 hElapsed Time29.6 h3.45 h39.9 h2 h48.8 h123.75 hYield83%95%98%83%93%90%Event Time1 h1 h0.565 h0.16 h0.16 h2.885 hElapsed Time1 h2 h24 h0.75 h24 h51.75 hYield99.9%99.9%100%100%98%99.56%Event Time8 h0.86 h0.565 h00.45 h9.876 hElapsed Time28.6 h1.45 h15.9 h1.25 h24.8 h72 hYield16.9%4.9%2%17%5%9.16%AS IS Productivity ConsolidatedSource (S1) - Purchase OrderTO BE Productivity ConsolidatedImprovements23 PRAGMATEK Consulting Group, Ltd. Improve the ProcessDMAICSCORImproveConfigure Supply Chain;Align Performance, Practices, and Systems;Implement Supply Chain ChangesTO BE Material Flow:SCOR Level 2 Configuration Strategy and Thread Diagram;Appropriate Leading PracticesTO BE Work and Information Flow:SCOR Business Blueprint;Application Architecture Use Case;Organizational Design - Swim Lane EfficiencyGenerate Creative SolutionsCook the Solution24 PRAGMATEK Consulting Group, Ltd. Improve the ProcessDMAICSCORImproveConfigure Supply Chain;Align Performance, Practices, and Systems;Implement Supply Chain ChangesSelect and Solution:Impact Effort Matrix;Decision Matrix;Force Field AnalysisTO BE Work and Information Flow:SCOR Business Blueprint;Application Architecture Use Case;Organizational Design - Swim Lane EfficiencyPilot the SolutionFull Scale Roll OutImplement Supply Chain Changes:Detailed Solution Design;Pilot and EvaluationRoll Out Solution25 PRAGMATEK Consulting Group, Ltd. Generate Creative SolutionsMaterial Flow Supply Chain StrategyBusiness Blueprint Work and Information FlowCPFR Template SCOR Stencils or practices modeling best practicesSupply Chain Council Research AgendaSCOR Technical Development Initiatives26 PRAGMATEK Consulting Group, Ltd. Supply Chain Strategy 27 PRAGMATEK Consulting Group, Ltd. CustomerServiceMarketingPlanningExecutiveLogisticsSCOR Level 3 Supply ChainProcess MapManufacturingPurchasingSupplierD1.1 ProcessInquiry & QuoteD1.2 Receive,Enter, & ValidateOrderD1.3 ReserveInventory &Determine DeliveryDateD1.4 ConsolidateOrdersD1.5 Plan & BuildLoadsD1.6 RouteShipmentsD1.7 Select Carriers &Rate ShipmentsD1.8 ReceiveProductD1.9 PickProductD1.10 LoadVehicle,Generate ShipDocs & ShipD1.13 Invoice &Receive PaymentM1.3Manufactcure &TestM1.4 PackageM1.5 StageProductM1.6 ReleaseProduct to DeliverS1.2 ReceiveProductS1.4 TransferProductPick ListPicked LoadShipConfirmationQuoteBookedOrderConfirmed,AllocatedOrderShipmentReplenishment ShipmentPlan Supply Chain (P1)Quarterly, ProductFamilyRequirementsResourcesBalancePlan Source (P2)Monthly, SKURequirementsResourcesBalanceLeadershipReviewPlan Make (P3)Monthly, SKURequirementsResourcesBalancePlan Deliver (P4)Monthly, SKURequirmentsResourcesBalancePlannedMaterialsPlanned OrdersInventoryNeedsStrategy, Goals,Annual Business Plan, P&LUpdated Annual BusinessPlan w/ P&L action planDailyOrdersQuarterly, Product FamilyPlanned OrdersMaterialNeedsWeekly, SKULD1.10 Load Vehicle,Generate Ship Docs &ShipInvoice,PaymentAvailableInventoryM1.2 IssueProductM1.1 ScheduleManufacturingActivitiesS1.3 VerifyProductS1.1 ScheduleProductDeliveriesD1.2 Receive,Enter, & ValidateOrderS1.5 AuthorizePaymentPOAvailable InventoryScheduleof JobsD1.13 Invoice &Receive PaymentShipConfirmationInvoice,PaymentPO, ReceiptBusiness Blue Print28 PRAGMATEK Consulting Group, Ltd. Prioritize ImprovementsLegend$ Savings181 Poor Planning$15,825,2102 Supply Management$2,757,88863 Reactive Logistics Planning and Execution$2,390,8334 Disparate Systems$1,246,2385 Poor Data Integrity$2,134,53076 Hit and Miss Product Life Cycle Management$4,440,98557 Undisciplined Order Management$2,349,08048 No Formal Return Management$38,000,000Total$69,144,7643BIG Factor - $250KTOUGH Factor - Technology, Customer or Supplier2Ease of ImplementationEASYTOUGHBusiness ImpactBIG PAY OFFSMALL PAY OFF29 PRAGMATEK Consulting Group, Ltd. Project PortfolioFY 1FY 2FY 3100%25%40%100%(2,200.0) 3,956 6,330 15,825 (150.0) 690 1,102 2,757 (250.0) 598 956 2,390 (6,500.0) 311 498 1,246 - 533 853 2,134 (500.0) 1,110 1,776 4,440 (250.0) 587 939 2,349 (1,200.0) 9,500 15,200 13,300 (11,050)$ 17,285$ 27,654$ 44,441$ Ist Year Cost Investment3 Year BenefitGross P&L Impacts ($ in 000s) Scalable ImprovementsGrand TotalProject 6: Hit and Miss Product Life Cycle Management Project 7: Undisciplined Order ManagementProject 5: Poor Data IntegrityProject 8: No Formal Return ManagementProject 1: Poor PlanningProject 2: Supply ManagementProject 3: Reactive Logistics Planning and ExecutionProject 4: Disparate Systems30 PRAGMATEK Consulting Group, Ltd. Control the ProcessDMAICSCORControlImplement Supply Chain ChangesDisciplineSupply Chain Program Management OfficeDocumenting the ImprovementTO BE Business Blueprint, associated Material Flow Thread Diagrams, Supply Chain Definition Matrix31 PRAGMATEK Consulting Group, Ltd. Control the ProcessDMAICSCORControlImplement Supply Chain ChangesKeeping ScoreSCORcardProcess Management PlanOrganizational Responsibility Matrix32 PRAGMATEK Consulting Group, Ltd. ResourcesThe Six Sigma Way series including a Team FieldbookLean Six SigmaSCOR Overview found on The SCOR model keepingSCOR archives on peter.
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