Set Up-Pick Up Coordination Asset Recovery Cluster Black Belt Brent Wigington Western Mountain West

2 Background – Current Process n NASSD & SOW are information gatherers, not schedulers n Delivery Schedule does not include necessary information to schedule n Customer dissatisfaction due to space requirements n Inability to disposition the return device and resale quickly n Manage emergency set up vs. proactive set ups

3 Project Definition n Problem Statement: 75% of the ‘Connected’ new device being delivered cannot be set up while the Delivery People are there. This causes the ‘connected’ old device to be left and picked up later, thus causing an unnecessary trip. n Project Definition: Coordination of Professional Services/Service Techs with Warehouse/Delivery to eliminate 500+ unnecessary follow-up trips n Project Benefits: 500 unnecessary trips per month x $61 per trip $30,500 potential monthly savings $366,000 potential yearly savings

4 Project Definition, Cont’d n Financial Benefits: Reduce delay time to invoice n Project Metric “Y”: Y = # of unnecessary follow-up trips to pick up used devices n Defect Definition: An unnecessary, follow-up trip (to pick up a ‘connected,’ used device that could not be picked up at the time of delivery because ‘connected,’ new device could not be set up to print.) n Leveragability: Project can be leveraged with other BB projects Reduce rework and uncertainty in Professional Service’s coordination process.

5 Project Team n Champion – Mike Jenkins n Process Owner – Dual Ownership n Financial Analyst – Jason Henson n Black Belt – Brent Wigington n Master Black Belt – Dan Douglas n Team Members: IT Support – Rob Judy Traffic– Heath Harris Configuration – George Specialist – Alan Brooks Professional Services -- Open

6 Cost of Delivery n Sample Data - Breakdown of $61.00 per delivery costs from Central, La Mirada, and West Borough

7 30,000’ Process Map n Sale to Connect Process

8 Conflict Resolution

9 Project DMAIC Checklist/Status