A DMAIC project "from A to Z" within a company

Résumé du document

In addition to all the shops Yves Rocher which are split into the whole France, the company includes people working in the headquarter located in Rennes and Paris, and people working on the field to manage shops, called Sector Managers.

There are twenty Sector Managers divided throughout the country. Their role is to visit all the stores from their sector, in order to inspect them and to make sure everything is in agreement with the brand Yves Rocher, but also in order to help and to advise the manager of the shop if she or he needs to.

Each week, the Sector Managers have to send an Excel Sheet to the Quality Manager who is working in headquarter located in Rennes. This Excel Sheet includes all their reports of visits that they have made during the week. Then, they have to send this file as soon as possible to the Quality Manager. These files permit to the Quality Manager to have a global view of what is happening into the stores, and to make a report for her boss, the Sales Manager. Unfortunately, too many Sector Managers send their reports in late.

Extraits

[...] Finally I let the Sector Managers give their own recommendation. Gage R&R Then, I have done a Gage R&R. I decided to analyze on a one week basis the number of defects. I have 20 Sector Managers in total. Good = refers to the sending of the report on time: before the accepted two days delay 0 defect, Bad = refers to the sending of the report not on time: after the accepted two days delay 1 defect Scatter chart showing the dispatching of the report sending per Sector Manager. [...]

[...] I fixed this objective because it seems to be suitable and achievable in the frame of my case. In order to understand the interest of reaching the 3rd Sigma Level, I made a comparison between the sending of report for one year at the level 1 and at the level 2. Per year, if the 3rd Six Sigma level is respected there will only 48 reports in late, before the improvement it was 480 defects. I can divide the number of reports in late by ten in applying this level. [...]

[...] To remind the purpose of my project, the occurred changes aim for reaching my main target: 17 to 19 Sector Managers can send their report on time. In term of control, the Quality Manager updates manually a dashboard as soon as she receives a report. In this dashboard, she uses a lot of indicators that enable her to prepare post improvements. Therefore she holds a folder that summarizes all the report sendings. Validation of measurement system I specified in the measure phase that the Quality Manager needs to receive reports coming from Sector Managers, two days after the end of the week. [...]

[...] However, my client agrees to receive it two working days after the official sending date. Normally, a Sector Manager finishes all of his appointments at the end of each working week. Here I do not take into account the week- end which is not actual working days. That is to say, the Quality Manager wants to receive the report maximum on the next Tuesday midnight. Defect : Our defect would be the sending of the report starting on the next Wednesday. [...]

[...] Then, the Sector Manager is supposed to send his report to the Quality Manager. Then my client classifies the data into a report log in order to know which report is missing. She asks herself if she received all the required reports on time, before the accepted two days delay. If not, she prepares a mail on the following Wenesday in order to remind the delayed Sector Managers to send their report as soon as possible. Then she sends the mail. [...]