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Lean Initiative in After Sales

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  • #45637

    Baker
    Participant

    I will be leading a lean intiative in Vendor Recovery.  It is a new area and I am new to it as well.  I am looking for any guidance/online references on how to approach this project as I have only led six sigma project previously in another industry.

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    #149572

    qualitycolorado
    Participant

    Jason,
    Thanks for your posting — a bit more information, please:
     
    1.  Vendor Recovery is not a familar term — can  you define the bounds of this process (where does it start, where does it end, what is the primary “value-add” of the process)?
     
    2.  What target / goal has been set for this Project by your Sponsor / Champion?  Improved customer satisfaction?  Improved vendor satisfaction? Reduced cost?  Reduced cycle time?  Improved quality?  Something other?
     
    Best regards,
    QualityColorado
     

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    #149593

    Baker
    Participant

    Thanks for the post.  I’ll try my best to answer your questions.
    1) Vendor or Supplier Recovery is an extension of the Warranty business.  Basically, we are looking to recoup costs from the supplier of the part being repaired / replaced by the customer.  In our case, we are the administrator or middle man for the warranty between the customer and the supplier.  The process begins when a part is in need of repair and is under warranty, as identified by the folks on the floor / technicians servicing the product.  Supplier Recovery then validates and settles the warranty to ensure that the vendor pays the costs as documented.  The value of such a department, as I see it in my 2mo exp, is cost savings and customer satisfaction.
    2) This process / department is only a year old.  The perception is that it is not an efficient process.  My role has been to develop a financial reporting package and now to assess the process for efficiencies (I was selected to do this as I achieved Green Belt status just this fall while in the healthcare industry.).  There are some metrics and benchmarks I have found, so this project will be to assess where we fall within these benchmarks, which include cycle time.  The downstream benefit to the area includes identifying quiality issues, improving customer satisfaction, reducing warranty costs, % of products returned for repair, % of annual revenues to support warranty claims, etc.  But again, no one has mapped out or assessed the time and resources used by the analysts in the Supplier Recovery area to do their job.  I sat with one of them for about 2hrs and noted that she had to use 7 programs to do her job.
    I have been through some lean initiatives, but they were not formally managed.  That is the primary reason I am looking for some guidance.  This will be a very high profile project and I want to make sure it is managed properly.
    Hope this helps. 

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