1.

1 Identify Opportunities & CTQs

Understanding VOC and VOB
CTQ Drill Down Tree
1.2 Develop Business Case & Team Charter
Project Charter

Define Estimated Business Impact

1.3 Develop Project Team & Governance

Stakeholder Mapping Project Plan
ARMI Escalation
Communication Plan Matrix
1.4 Map High Level Process
COPIS

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs
Understanding VOC and VOB
CTQ Drill Down Tree
1.2 Develop Business Case & Team Charter
Project Charter

Define Estimated Business Impact

1.3 Develop Project Team & Governance

Stakeholder Mapping Project Plan
ARMI
Communication Plan
1.4 Map High Level Process
COPIS

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > Understanding VOC VOB

Define | What is VOC ?

Voice of the Customer (VOC) is

used to describe customers’ needs
and their perceptions of your
product or service.

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > Understanding VOC VOB

Define | Understanding VOC !

STOP FEEDING ME MOM ITS

STOMACH ACHE

CRYING BABY is not always HUNGRY BABY!

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > Understanding VOC VOB

Define | Understanding VOICES !

VOICE OF BUSINESS

VOICE OF PROCESS Term used to describe the

stated and unstated needs
Term used to describe or requirements of the
VOICE OF EMPLOYEES what the process is business/shareholders
telling you about its
The summarized needs,
performance
desires, hopes and
preferences of
VOICE OF CUSTOMER all employees within
Understand Customer’s an organization
Expectations

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > Understanding VOC VOB

Define | How to get VOC / VOB - SOURCES

• Customer complaints
Get closer than ever to your
• Problem
customers. So close that you tell • Customer service calls
them what they need well • Process Dashboard
• Reports
before they realize it themselves • Social Media
• Market Insights
STEVE JOBS • Surveys
• Market Share

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > Understanding VOC VOB

Define | VOC Examples from OTC

Invoices to be
sent timely
Provide a better level
of communication with
Provide timely updates me during the ordering
process
in the case of a back-
order
Turnaround my
Voice of Customer Provide accurate
invoices the very
order more quickly

first time
Accurate Order
delivery

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > Understanding VOC VOB

Define | What to do with VOC?

VOC helps translate verbatim comments (customer voices) from customer

needs to product/service output characteristics (customer requirements).
It is important not to change a process before understanding where
performance is centered or the amount of variation currently present.

Voice of Customer (VOC) helps VOC helps translate verbatim

understand how the current state is comments (customer voices) from
operating customer needs to product/service
It is critical to realize that VOC output characteristics (customer
captures the two types of needs – requirements).
current (stated needs) and latent It is important not to change a process
(unstated needs). It Is important to before understanding where
define a baseline before attempting performance is centered or the
any change or improvement activities amount of variation currently present.

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > Understanding VOC VOB

Define | Customer Requirements - Examples

× Good acceleration × Answer my call immediately

× Spacious × Don’t put on hold multiple times
× Affordable × Resolve my query quickly
× Reliable × Let me know if there will be delays
× Fuel efficient × Inform me when my issue is fixed

× Best remuneration × Provide reports on time

× Less travel to work × I must be able to use them for

reviewing my teams performance
× Growth Opportunities
× Highlight areas of immediate concern
× Work environment
× Tell me what exactly went wrong
× Learning opportunities

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | What is CTQ & CTQ DRILL DOWN TREE

We should work on our process, not the

outcome of our processes.

E. Deming

Critical-To-Quality, or CTQs are key quantifiable requirements of a service which are critical to meet
customer expectations and are often defined by customer VOC.

CTQ Trees are diagram-based tools that helps to develop and deliver high quality products and
services. CTQ trees can be used to translate broad customer needs into specific, actionable,
measurable performance requirements.

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | Activity Time – Translate VOC to CTQ

VOC CTQ
I pulled the bag out of the box and the food spilled all over my
kitchen
The food was soggy

Not enough strawberries in the bag

I found a hair in the package

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | Activity Time – Translate VOC to CTQ

VOC CTQ
I pulled the bag out of the box and the food spilled all over my Bagger Centerlines Compliance
kitchen
The food was soggy Finished Food Moisture

Not enough strawberries in the bag Additive %

I found a hair in the package GMP adherence

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | Customer requirements to Metrics

Performance
Quality Drivers
Requirement
100% Compliance to
Centerlines
Package Integrity
100% compliance to
packaging material specs

100% Compliance to SOC

Zero Consumer
Food Quality
Complaints
100% Compliance to raw
materials specs

Foreign
95% PM Completion
Materials

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | How to Create CTQ DRILL DOWN

Identify the Critical Needs
Identify the critical needs of your customers.
This is what your product or service must deliver
for customers to be happy

Identify the Quality Drivers

For each need, identify its quality drivers. These
are the factors that customers will use to
evaluate the quality of the product

Identify Performance Requirements

That each driver must satisfy to actually provide a
high quality product to customers. Without these
requirements, there is no way to actually measure
the performance and quality of product
Classification: Kellogg's Internal
 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | CTQ DRILL DOWN EXAMPLE

Business Growth &

Objectives Customer satisfaction

Process CTQ

General Teller Services

Loan Services Speed of Service
Wire transfer
Account opening

Improve Cycle Time In

Project CTQ
Wire transfer process

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | CTQ DRILL UP – VALIDATES Relevance of Project Y

Business Growth &

Objectives Customer satisfaction

Process CTQ

General Teller Services

Loan Services Speed of Service
Wire transfer
Account opening

Improve Cycle Time In

Project CTQ
Wire transfer process

Classification: Genpact Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | CTQ DRILL DOWN OTC EXAMPLE

Level 1 Growth & Customer satisfaction Business Y

Level 2 AP AR

Level 3 Cash App Billing Collection

Level 4 DAYS TO COLLECT

Level 5 Current Receivables Past Due Receivables

Level 6 Days Delayed to Collect Project Y

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | CTQ DRILL DOWN TEMPLATE

Level 1

Level 2

Level 3

Level 4

Project Y

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs > CTQ Drill Down

Define | CTQ DRILL DOWN BENEFITS

• Effectively convert customer’s needs and

requirements to measurable product/service
characteristics
• Establish linkage between Project “Y” & Business “Y”
• Bound the project (scope) or to make the project
manageable
• Facilitates better understanding of project outcome &
impact

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs
Understanding VOC and VOB
CTQ Drill Down Tree
1.2 Develop Business Case & Team Charter

Project Charter

Define Estimated Business Impact

1.3 Develop Project Team & Governance

Stakeholder Mapping Project Plan
ARMI Escalation
Communication Plan Matrix
1.4 Map High Level Process
COPIS

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > Create Project Charter

Define | What is Project Charter

A project charter is an important document which clearly

outlines what outcomes are expected from the project team
and the overall mission and scoping of the project.

This document acts as a guiding light throughout the project

and gives a start to the entire improvement journey of any
project.

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > Threat Opportunity Matrix

Define | How to create Project Charter

Business Case Scope

• Background of business Outline specific details like: • Functional area
• Why should we do this project? • Geography
• What happens if this project is not done? • Line of Business

Problem Statement Milestones

• Quantify the problem (if data is available) • Define • Improve
• Demonstrate the effect of problem • Measure • Control
• Analyze

Goal Statement Team Charter

• S – Specific • A – Attainable • Champion • Process Owner
• M – Measurable • R – Relevant • Sponsor • Team Members
• A – Attainable • T – Time-bound • Mentor

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > Create Project Charter

Define | How to Create Project Charter – Business Case

Business Case
• A Business Case is a broad statement that helps to sell or justify a specific improvement opportunity to the senior leadership or
stakeholders in an organization.

A Business Case Must Tell Business Case Example:

• Why is the project worth doing “By reducing the number of days to invoice by 5 days , there
• Why the project is important to customers will be a remarkable improvement in DSO which improves the
cash flow for the business. This will not only help in improving
• Why the project is important to business
efficiency of business processes , but also help in customer
• Why is it important to do it now satisfaction
• What are the consequences of not doing the project now
• How does it fit with the operational initiatives and targets
• What’s the estimated Business Impact for this project

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > Create Project Charter

Define | How to Create Project Charter – Problem Statement

Problem Statement

• A Problem Statement is a clear, concise statement about the symptoms of problems being
encountered in a process.

Current
What Where When Who
A good Problem Situation
Statement will contain
three key parts: the Convert Regular How Much How do you Know
Impact A brief description of the system (process)
“current” situation, Problem to a Six
performance after the problem in removed
the “impact” of the Sigma Problem
problem, and the Describes what you want to have
“desired” state. Desired Does not contain a proposed solution: to not
State constrain the analysis effort needed to find the
root cause of the problem.

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > Create Project Charter

Define | How to Create Project Charter – Goal Statement

OBJECTIVE
A goal describes the result your efforts seek to produce. It is the reference point you use to plan your work and
evaluate whether you succeeded. A goal statement also enables you to orient others to what you are attempting
to realize and therefore is the basis for eliciting their cooperative efforts in pursuing it

Specific Attainable
The goal statement should indicate what should be This means the goal can be accomplished, but it is
accomplished. It should be phrased using action probably challenging. Is the goal/objective
words (like "design," "sell," "build," "implement,"). achievable?

Measurable Relevant
The goal statement should clearly state what will be Does everyone in the organization agree that the goal
achieved and when it will be achieved? If you can is necessary and desirable? Is the objective
measure the goal, you can determine if you have acceptable to managers and KEY stakeholders?
accomplished it. If the goal is accomplished, the
project is a success. Time Bound
A goal should specify a deadline and time horizon.
Classification: Kellogg's Internal
 1.2 Develop Business Case & Team Charter > Create Project Charter

Define | Example – Project Charter

Business Case Scope

XYZ manufacturer is a world leader in manufacturing dairy products. It’s In Scope - Every line in the early supply report which consists of Assembly,
planning team is responsible in inventory reduction by pushing out early Commercial & Military spare parts
shipments of outside Vendor material. • Out of Scope - Revenue sharing parts having 1 year planning time fence
The current push out is 66%. There is a significant opportunity to improve • Scheduled push outs <1 Quantity
the push out % of which will help in reducing early inventory and its carrying
cost Milestones
Stages Planned Start Planned End Actual End
Problem Statement
Define 1st Sept, 2013 1st Oct, 2013 1st Feb, 2014
The push out of early inventory for Q1 & Q2 2013 was 66% of the total
Measure 2nd Oct, 2013 20th Nov, 2013 2nd March, 2014
number of lines (199,116 opportunity)
Analyze 21st Nov, 2013 27th Dec, 2014 15th July, 2014
Improve 1st Jan 2013 31st Mar, 2014 1st Oct, 2014
Control 1st Apr, 2014 30th June, 2014 9th Jan, 2014

Goal Statement Team Charter

To increase the push out of early inventory from 66% to 70% by 9th January • Project Leader: Yousef Hassain
2014 • Champion: Vikas Jain
• Mentor: Nikhil Bastian
Classification: Kellogg's Internal
• Team Members: Mohan L, Ganesh Kumar, Ram
 1.2 Develop Business Case & Team Charter > Create Project Charter

Define | Template - Project Charter

Business Case Scope

• Background of business Outline specific details like: • Line of Business
• Why should we do this project? • Geography • Functional area
• What happens if this project is not done?

Milestones

Stages Planned Start Planned End Actual End

Problem Statement
Define
• Quantify the problem (if data is available) Measure
• Demonstrate the effect of problem Analyze
Improve
Goal Statement Control

• S – Specific
Team Charter
• M – Measurable
• A – Attainable • Champion • Process Owner

• R – Relevant • Sponsor • Team Members

• T – Time-bound • Mentor
Classification: Kellogg's Internal
 1.2 Develop Business Case & Team Charter > Create Project Charter

Define | Benefits Project Charter

• Facilitates Communication by announcing a project

has begun & authorizing the project
• Keeps the team focused on key deliverables
• Keeps the team aligned with the organizational goal
• Transfers the project from the champion to the project
team
• Aligning the project with organizational objectives
• Demonstrating management support for the project
and project manager
• Broadly defining the project deliverables, scope,
schedule and budget
• Sets management expectations for the results

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > Estimated Business Impact

Define | What is Business Impact

Business Impact is the financial Impact delivered by virtue

of bringing improvements in the process.

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > Estimated Business Impact

Define | Business Impact Categories

Business Impact

Financial Impact Non Financial Impact

Cash Flow

Cost Avoidance/ Customer

Saving Satisfaction

Compliance

Timeliness Accuracy Productivity Controllership

Classification: Kellogg's Internal

Control | CTQ Tree

CASH FLOW

Inventory Reduction Receivables Payables

Deductions
Cash Applications Past Due Reduction Collection Efficiency DSO Reduction
Management

Accuracy of cash apps Credit terms

Rationalization

Days to collect
Unidentified cash Reduction

Positive Cash flow impact

Unapplied Cash TAT
Classification - Kellogg's Internal Negative Cash flow
impact
 Deduction management : Reduce Ageing of unresolved
Control |deduction
Deductions that happen due to short payments or due to various discounts offered by clients

Background Metric Improved

 FMCG major company with Operations across all major EU countries facing a  Reduction in Median Age of Unresolved deduction by 37 days
challenge with:  $18.5Mn available 37 days earlier which can be invested further
‒ Increase in the number of Unresolved deduction month on month.
 Cash flow impact of $18.5 Mn
‒ Median Ageing as high as 141 days
‒ Unresolved deduction increasing in >30 days bucket - [May : 38.7 Million Overall reduction from $38.7Mn
USD] $20.2 Mn USD in 7 months
 Reduction in Ageing of unresolved deduction > 30 days, $18.5 Million Reduction in 7
months Median Age reduced by 37 days

Business Impact
ROOT CAUSE SOLUTION
 Absence of “standardized” Policies & Procedures  Setting up Governance for cross- functional engagement with Client Org.
 Fragmented process with no visibility on Cash Application & Price to Cash linkage  Creation of Forecasting Model based on Seasonality
 Non standard process leading to multiple hand offs between Client Org and Kellogg's  End to End process mapping for Price to Cash Process & standardization.
 Work flow not being used by all teams optimally  Implementation of Mail Room Solution
 Low visibility of activity at customer end and visa versa  Automation of Reporting
 Daily & Weekly Prioritization matrix both of Value & Old Age
 VSM sessions to identify quick fixes to process issues
Classification - Kellogg's Internal
Control | Unapplied cash - Improve Auto Application Rate %
The payment which has been received from the customer & is still open on the account (Not applied) as a negative
balance

Background Metric Improved

 Vendor is an integral part of the collection efficiency of the past due reduction for  Improve Auto cash application rate 3.5 % to 28%
ABC. The collection team is handling an average of $96Million in A/R.
 The business was transitioned to Vendor in July’07 and the business measure is DSO,
which post migration to SAP spiked to an all time high of 85.8 days in Nov’07. The
team here also manages the cash Application for the business and starting Sep’08,
was responsible for overall cash application for the business. Auto Application Rate increased from
 With average collections of $39MM and 800 transactions each month, the current 3.15% to 28%.
auto application rate is below 5% resulting in manual intervention for each payment Cash flow Impact of $2.25M delivered
received to be allocated hence hiding the true receivable on the account and adding
to reconciliation work load.

Business Impact
ROOT CAUSE SOLUTION
 Incorrect Algorithm  Algorithm’s revisited and logic changed
 Scanning Errors  Screen Shots of scanning errors to be sent to the Bank every week
 Incorrect/Incomplete Payment Details  Customers sent mailers informing them regarding the correct remittance
 No remittance address
 Overpayments, Duplicate and Closed Payments  Daily Unapplied Dashboard to be published in the process

Classification - Kellogg's Internal

 1.1 Identify Opportunities & CTQs
Understanding VOC and VOB
CTQ Drill Down Tree
1.2 Develop Business Case & Team Charter
Project Charter

Define Estimated Business Impact

1.3 Develop Project Team & Governance

Stakeholder Mapping Project Plan
ARMI
Communication Plan
1.4 Map High Level Process
COPIS

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Stakeholder Network

Define | What is Stakeholder Network?

“You can miss important stakeholders, but

they won’t forget you…”
Anonymous

A way of diagramming the network of people who have a stake in a given process or project
Classification: Kellogg's Internal
 1.3 Develop Project Team & Governance > Stakeholder Network

Define | How to Create Stakeholder Network

• Convene a diverse team of collaborators

• Generate a very broad list of stakeholders
• Write a label describing their role or title
• Draw lines with arrows connecting the stakeholders
• Write a label on the line to describe relationships
• Circle and label related groupings
• Identify Key Stakeholders

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > ARMI

Define | Example of Stakeholder Network

Reconciliation Items is a very URGENT and big necessity for us. So far we are putting
together a tem in order to work this out and we all are under the eye of big diexcecutive
Reporting line directors on our side
Influencing Line CXO Controller
+ Jesus,
Thank you so much for the complete
documentation.
Team This is a huge project for us , we cant allow to fail on
I appreciate your involvement on this
this , it is a big problem if you do not deliver.
project, because it has a high impact for
Americas Supervisor
billing accurately, reducing the booking
Im supporting this project in
cycle and preventing future exceptions. I’d
anything you need + + shared this material with WWF.
CL IMS & HT VL - Site Manager

+ Im supporting this project

Lets fix This !!  Im following up and supporting on A Supervisor
+ anything you require -
XXXXX Jesus Im extremely hapy that you are taking this as your
XXXXX BB this is the kind of help I need Lets fix This !!  Im following up and supporting
SDL on anything you require
Jesus Im extremely happy that you are taking
this as your BB this is the kind of help I need
just as
XXXXXX OL
XXXXX
+ +
XXXXX XXXXXXX
XXXX XX

XXXXX
Core Process Executers
Support Process Staff

- interaction

XXXX XXXXX XXX XXXX XXXx

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Stakeholder Network

Define | How to use Stakeholder Network

Stakeholder Strongly Moderately Moderately Strongly

Against Against Neutral Supportive Supportive
Name

Martha  X
Brandon  X

Steps
• Plot where individuals currently are with regard to desired change (= current).
• Plot where individuals need to be (X = desired) in order to successfully accomplish desired change–identify gaps between
current and desired.
• Indicate how individuals are linked to each other; draw lines to indicate an influence link using an arrow ( → ) to indicate who
influences whom.
• Plan action steps for closing gaps.

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > ARMI

Define | What is ARMI?

Great things in business are never done by

one person. They’re done by a team of
people.
Steve Jobs

ARMI model is a change tool that allows you to see how role of different stakeholder’s changes as you move
through the phases of the project:
• Approver of team decisions
• Resource of the team, one whose expertise/ skills may be needed
• Member of team, with the authorities and boundaries of the charter
• Interested Party, one who will need to keep informed
Classification: on direction
Kellogg's Internal and findings
 1.3 Develop Project Team & Governance > ARMI

Define | How to create ARMI?

Steps Stakeholders Roles Define Measure Analyze Improve Control

• In first column, write the name Name 1 Project Sponsor A I I A A

of the stake holder
Project
• In second column, write their Name 2 A/R A A A/R A
role in project…like Sponsor, Champion
Champion, Mentor, Business..
Name 3 MBB A/R A/R A/R A/R A/R
• Next 5 columns as various
phases of your project Name 4 Project Leader M M M M M

Mentor (if its GB

Name 5 then BB will be A/R A/R A/R A/R A/R
mentor)

Name 6 Team Members M M M M M

All stakeholders are at their best involvement are most supportive towards the beginning of
the project…freeze their commitment to their respective role and responsibility during the
define phase of the project.

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > ARMI

Define | Template - ARMI

Stakeholders Roles Define Measure Analyze Improve Control

Name 1 Project Sponsor

Name 2 Project Champion

Name 3 MBB

Name 4 Project Leader

Name 5 Mentor

Name 6 Team Members

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > ARMI

Define | Benefits of ARMI

• It ensures that the project leader has identified key

stakeholders
• It clarifying any ambiguity related to the roles and
responsibilities of these individuals
• It defines level of participation required from each
stakeholder

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Communication Plan

Define | What is a Communication Plan

“The single biggest problem in

COMMUNICATION is the illusion that it
has taken place.”
GEORGE BERNARD SHAW

Communication Plan is a structured plan to converse goal for the project, strategy to achieve the end results &
status of key actions to all stakeholders. It communicates up, down and all around the stakeholders.

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Communication Plan

Define | How to Create Communication Plan

The communication plan should address the following details within:

Who is the audience What information do When do they need it How do they need to
they need receive it

Executive Interested in knowing the status of the project on timelines and budget
Sponsors

Decision Need more information to make decisions, address issues, escalate issues,
Makers Solve risk or handle change request

Project Most information on status of individual deliverables,

Team understand status of dependable activities

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Communication Plan

Define | Template of Communication Plan

Event Message Audience Frequency Responsibility Medium

Project Team Meeting

Stakeholder Review

Six Sigma Review

Measure Review

Project Update

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Communication Plan

Define | Benefits of Communication Plan

• Defines the communication need of the project to all

stakeholders
• Keeps Leadership Informed
• Keeps Project team updated on actions & challenges
• Ensures the boundaries with a clear start of the
process and end of the process
• It communicates up, down and all around the
stakeholders
• Supports Change Management throughout project

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Project Plan

Define | What is Project Plan

A project plan is a key factor in the success of any project.

Its a structured tool that helps in planning the project, helps align
timelines project milestones & provides a view on the project status.

Classification: Kellogg's Internal

 1.3 Develop Project Team & Governance > Project Plan

Define | How to create Project Plan?

Steps SN PHASES Action Items Start Date Completion Dates Owner Progress Status Remarks

• Step 1 – List the high level phases of 1 Phase I

the project 1.1.1 Task 1
1.1.2 Task 2
• Step 2 – Identify task within each
1.2.1 Task 3
phase of the project
1.3.1 Task 4
• Step 3 – Identify dependencies from 2 Phase 2
within the project 2.1.1 Task 1
• Step 4 – Assign owners to the project 2.1.2 Task 2
task 2.2.1 Task 3
• Step 5 – Assign timelines to the 2.2.2 Task 4
project task 3 Phase 3
3.1.1 Task 1
• Step 6 – Communicate & Share
3.1.2 Task 2
project plan with all task owners
3.2.1 Task 3
• Step 7 – Review and monitor progress 3.2.2 Task 4
on a regular basis. 4 Phase 4
4.1.1 Task 1
4.1.2 Task 2
4.1.7 Task 3
Project plan is a team activity 4.1.8 Task 4
and should not be done in 5 Phase 5
5.1.1 Task 1
silos. 5.1.2 Task 2
5.1.3 Classification:
Task 3 Kellogg's Internal
5.1.4 Task 4
 1.3 Develop Project Team & Governance > Project Plan

Define | Template of Project Plan?

SN PHASES Action Items Start Date Completion Dates Owner Progress Status Remarks
1 Phase I
1.1.1 Task 1
1.1.2 Task 2
1.2.1 Task 3
1.3.1 Task 4
2 Phase 2
2.1.1 Task 1
2.1.2 Task 2
2.2.1 Task 3
2.2.2 Task 4
3 Phase 3
3.1.1 Task 1
3.1.2 Task 2
3.2.1 Task 3
3.2.2 Task 4
4 Phase 4
4.1.1 Task 1
4.1.2 Task 2
4.1.7 Task 3
4.1.8 Task 4
5 Phase 5
5.1.1 Task 1
5.1.2 Task 2
5.1.3 Task 3
Classification: Kellogg's Internal
5.1.4 Task 4
 1.3 Develop Project Team & Governance > Project Plan

Define | Benefits of Project Plan?

• Initial investment in time pays compounded returns

through the project journey
• Outlines Key phases and steps of project
• Provides common visibility to actions, timelines &
owners
• Enables efficient & effective project governance
• Dynamic document that keeps the project team on
same page
• Facilitates early alert mechanism and timely action
planning

Classification: Kellogg's Internal

 1.1 Identify Opportunities & CTQs
Understanding VOC and VOB
CTQ Drill Down Tree
1.2 Develop Business Case & Team Charter

Project Charter

Define Estimated Business Impact

1.3 Develop Project Team & Governance

Stakeholder Mapping Project Plan
ARMI
Communication Plan
1.4 Map High Level Process
COPIS

Classification: Kellogg's Internal

 1.4 Develop Business Case & Team Charter > COPIS

Define | What is COPIS

If you can’t describe what you are doing

as a process, you don’t know what you’re
DEMING

COPIS is a tool that summarizes the inputs and outputs of one or more processes in visual form. It outlines the following details of
the process in subject:

• Customer - Recipient of the process output

• Output - Outcome of the process for the customer (external or internal)
• Process - Group of activities required to transform inputs into customer desired output
• Input - Material or knowledge required to produce the desired output
• Supplier - Source that supplies the input Classification: Kellogg's Internal
 1.2 Develop Business Case & Team Charter > COPIS

Define | Elements of COPIS

Process
Customer
The activities you must perform Whoever receives the output Output
to satisfy your customer’s of your process.
requirements. The material or data that
results from the operation of
a process.

Input

The material or data that a Supplier

process does something to
or with. Whoever provides the input
to your process.

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > COPIS

Define | How to Create COPIS

• Identify Customer of Process

• List all the Outputs from process and mention specific customer requirements
• List high Level process steps (ideally not more than 7 or 8 steps) as they occur now (as is)
• List the Inputs to the process. Add specific requirements needed for each process to occur.
• List all the Suppliers to each identified inputs
• Many times the customer is also the supplier of the inputs

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > COPIS

Define | Template – COPIS

High Level Process Map – COPIS

C O P I S
Customer(s) Output(s) Process(s) Input(s) Supplier(s)

Step 1

Step 2

Classification: Kellogg's Internal

 1.2 Develop Business Case & Team Charter > COPIS

Define | Benefits Of COPIS

• Helps de-mystify the process – Provide High Level view

of process
• Helps identifying the key stakeholders – Customers &
Suppliers
• Defines Process Boundaries - Start & Stop of the
process
• Outlines Scope of Project
• Enables identification of key Output, Process & Input
Metrics

Classification: Kellogg's Internal

Define | Time for Action

• Identify Customer and needs

• Translate needs to CTQ
• Develop Project Charter
• Create High Level Process Map (COPIS)

Classification: Kellogg's Internal