iSixSigma

New to 6sigma need help for DMAIC

Six Sigma – iSixSigma Forums Old Forums General New to 6sigma need help for DMAIC

Viewing 9 posts - 1 through 9 (of 9 total)
  • Author
    Posts
  • #45266

    Cédric Born
    Participant

    I just entered the wonderfull world of 6sigma 1 month ago. (1 lesson a week) My green belt project is to try to increase the sales of one departement in the textile store I work in.  After defining the P-Map for my project I must admit that my “sales” and “in store logistic” process seems difficult to improve.  Not because it is perfect, but mainly because I can’t see any easy (natural) way to control the actions of the employees and/or clients during the pocess.  However, I have defined 3 factors as critical : 1.  security : a lot of time is needed to protect the products. 2. order : what is the impact of order vs disorder on sales ? 3. availability of the salespeoples : what is the impact on sales ?
    Can someone help me to find how to measure these factors ?  Or has anybody any idea that can help me go further in my project ?
    Thanks forward and have a nice day
    Cédric
     

    0
    #147360

    Mikel
    Member

    Sounds like a pretty stupid project.

    0
    #147362

    Joe BB
    Participant

    This is not a stupid project, there is nothing like a stupid project. There are stupid people, but not stupid projects.
    I may not be able to help you because I do not know the specifics, but keep trying and ignore the ignorant fools

    0
    #147366

    Mikel
    Member

    Ok Joe, we’ll play it your way.
    This project was given to you by stupid people. Specifically, growth and efficiencies are Leadership responsibilities. To give a project to a Green Belt “to increase sales” is an abdication of management’s responsibility. The Green Belt has no chance of succeeding

    0
    #147367

    Aust_MasterBB
    Participant

    Cedric, good first time green belt project. Think outside the square. Your problem is no different to say a loan approval process. All processes are fundamentally the same. Difficult to identify factors you can control. Thing is to look at ways you can limit behavioral shifts from your ideal….mainly your employees as customers are more difficult. or you could look at ways to restrict what customers are asking for. Without knowing anything about your project i say it is a great one to look at. did you do any Cause & Effect diagrams with customers and staff to identify any factors that could affect your goal? Is that how you achieved your list of factors? if not how?

    0
    #147371

    Lebowski
    Participant

    Cedric Born,
    I was not going to get involved in anything beyond the Fraud string but this question is interesting. Stan is correct this is a poorly selected project. Lets assume that you are stuck with it.
    If your job is to increase sales then your 3 assumptions are incorrect or at least make very little sense. Increasing sales means you need to control that voice inside a buyers head that says to buy it. Before you concern yourself with how to measure your 3 assumptions it would seem that something needs to happen that links those 3 things to causing that voice to begin speaking.
    It would seem that you need to understand what triggers buying behavior. That may unnerve you since it is a fickle intangible and it is much easier to get stalled behind some tangible variables that you have no data that links them to buying behavior.
    Do your job and follow the data.
    Lebowski

    0
    #147426

    BB
    Participant

    He probably read that crap about increasing sales by 20-40% and was stupid enough to believe it.  I wonder how many other sales people have been conned ?
    I’d love to see Harry on a DOE project with a group of used car salesmen … or earth moving equipement salesmen … they would bury him.

    0
    #147428

    Correction
    Participant

    Cedric,
    Six Sigma has not originally been designed to deal with sales issues. It makes the assumption that by improving your processes you will improve your bottom line. However, what the exact transmission is, is not very clearly defined (increased retention? increased market penetration? increased sales? etc.). When Six Sigma talks about sales it primarily talks about the impact of cost of quality on the costs of operations, not increased sales. Remember, this program was started in engineering, not in marketing.
    The first thing you will need to clarify is what exactly the issue or the problem is with “sales”: Are you talking about (1) a tapering off of sales after initial high growth (maturation), (2) are you talking about competitive pressures (economic substitutes in terms of products, new entrants etc.), (3) is top line growth the issue or margin, (4) are sales targets not being met, and if so, how do these targets not being met to the current growth potential?
    If this is a retail business, you can use existing knowledge about the impact of location, changes in demographics, the economics of substitutes (both in terms of products and businesses … Walmart puts supermarkets and electronic consumer stores out of business), and your general maturation to scope your project. You will definitely have to talk to your finance person to see how the original projections for making the investment into the capital asset have been materialized? Some businesses simply reach the threshold of the original projection for cash flows.
    In short, you will have to use a combination of three question strategies:
    1. Why did this project come about and what are the goals? Is the project addressing a problem, a symptom or a fluke in sales volumes?
    2. If sales is the issue, where exactly is the store in terms of external market saturation, innovation and strategic position vs. internal expectations and projections about its economic viability and growth?
    3. Finally, is the key business constraint truly in the market or is it in the operations?
    Maybe this will help you with asking the right questions in regards to the project scope.

    0
    #147462

    Cédric Born
    Participant

    To all of you,
    At first, thanks for your help (and not help, Stan :-)) because when posting on the forum I didn’t expect to have any answer at all.  And It is realy pleasant to see that enven Master BB help me with this “project”.  Of course I assume that this is a “poorly selected project” but as I learn 6sigma after work I didn’t have much other choices than selecting a “easy to work on during my working hours ” project. 
    My naïves thoughts were that 6sigma could help me learn and define an “optimal canvas” that could be applyed on every situation and by exemple on sales process.  I now understand that my sales problem is not “my” sales problem but my “customer’s” sales problem or my “management’s” sales problem … I am, in a way, out of the scope. Nevertheless I can’t stop thinking that what happens in the store is some sort of process that should have an optimum.  I well understand that this part is not the main part of “taking a lot of money from customers applying 6sigma in 3 lessons”, but as long as it is the only part that I have access to, I’ll go on rethinking this project in the light of your advices…
    Thank you all and have a nice day.
    Cédric
     

    0
Viewing 9 posts - 1 through 9 (of 9 total)

The forum ‘General’ is closed to new topics and replies.