INITIAL POSTING:
Hi, I'm project managing a process to reduce accounts payable transaction costs in a large business unit. I'm just at the beginning and the CTQ's are suspiciously complex which tells me I'm doing something wrong. Here is what I have so far:
STRATEGIC INTENT
Lower SAPAP 'per transaction' cost and achieve service levels using lean 6 sigma with a view to capturing entire AP service and then commercialising.
PROJECT CUSTOMERS
· The primary customer is the GOB project.
· Internal customers impacted by the project are: the AP team, the business units to who we are supplying the AP service, Procurement, and Finance.
· External customers impacted by this project are the Vendors.
PROJECT CTQ OUTCOMES:
The Scanning Sub Process (SSP) is achieving:
1. XX% invoices posted using SSP [currently 7%]
2. XX% defects in order to reduce rework and increase productivity [Currently 23.4%]
by 01 Apr 05, in order to achieve the 2 primary customer CTQ’s.
Would someone be willing to give me their thoughts on this?
Any and all feedback gratefully accepted.
Peter
RESPONSE: The scope of your project might be described as "boil the ocean". I like to track overall objectives such as this at the 30,000-foot-level. Next, we would drill down (rescope) to specific (more managable) projects, which impact the overall metric, but are tracked relative to their baselining and improvement at the 20,000-foot-level.
When each individual project 20,000-foot-level metric moves in a positive direction, the overall 30,000-foot-level metric will follow.
Hope this helps. Call me you would like to discuss further.
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forrestbreyfogle 12/21/2004
INITIAL POSTING:
Hi, I'm project managing a process to reduce accounts payable transaction costs in a large business unit. I'm just at the beginning and the CTQ's are suspiciously complex which tells me I'm doing something wrong. Here is what I have so far:
STRATEGIC INTENT
Lower SAPAP 'per transaction' cost and achieve service levels using lean 6 sigma with a view to capturing entire AP service and then commercialising.
PROJECT CUSTOMERS
· The primary customer is the GOB project.
· Internal customers impacted by the project are: the AP team, the business units to who we are supplying the AP service, Procurement, and Finance.
· External customers impacted by this project are the Vendors.
PROJECT CTQ OUTCOMES:
The Scanning Sub Process (SSP) is achieving:
1. XX% invoices posted using SSP [currently 7%]
2. XX% defects in order to reduce rework and increase productivity [Currently 23.4%]
by 01 Apr 05, in order to achieve the 2 primary customer CTQ’s.
Would someone be willing to give me their thoughts on this?
Any and all feedback gratefully accepted.
Peter
RESPONSE: The scope of your project might be described as "boil the ocean". I like to track overall objectives such as this at the 30,000-foot-level. Next, we would drill down (rescope) to specific (more managable) projects, which impact the overall metric, but are tracked relative to their baselining and improvement at the 20,000-foot-level.
When each individual project 20,000-foot-level metric moves in a positive direction, the overall 30,000-foot-level metric will follow.
Hope this helps. Call me you would like to discuss further.
Forrest Breyfogle
512-918-0280 X401
forrest@smartersolutions.com
www.smartersolutions.com