Celil çiynekli

Institutional Improvement Projects 2020 Celil Ciynekli Process Consultant Purpose and Objective of the Study Purpose: Internal and external data collected within the scope of KoçSistem melting in a crucible their work that will add value to the company; holistic perspective plan with with agile methods perform with measurements evaluate success Goals: • Institution-wide taking control of all improvements; to create added value by creating the right outputs in the right projects • At the end of the projects value-added protections take actions to ensure • in the institution best practices To ensure that it is disseminated to other organizations • In order to prove the improvements, improvement projects measure success Our Data Sources View from the Customer Perspective View from the Institutional Perspective Internal Processes Contract Management Research Customer Voice Scores Received in the Customer Satisfaction Survey Comments Received in the Customer Satisfaction Survey on the Advisory Board Comments Received Audit Outputs Analy sis Risk Analysis Outputs Current Studies Current Improvement Studies Market Perspective Our Working Methodology SWOT Strengths Weaknesses Improvement Portfolio Opportunities Threats e th l m a fro tion ve ew tu cti Vi nsti spe I er P e th m r fro me ve ew usto ecti i V C sp r Pe Best Practices Our Working Methodology The current situation Future Status Improvement Portfolio Study with Measurable Added Value View from the Customer Perspective MMA Survey MMA Verbal Statements advisory Board Balancing the Data consolidation Balanced Data Market Perspective View from the Institutional Perspective DÖF Contract Int. Risk Balancing the Data SWOT 1. Priority 2. Priority consolidation Balanced Data mapping (Weaknesses ) Improvement Portfolio Developments within the institution will be followed. Current Improvements (2012 + 2013) SWOT Strengths Opportunities Solution / Service Development / Competence of Operations Managers Response time to your solution requests/calls and questions, availability (Only for VM, SH) Competence to meet your solution requests/calls and questions, level of expertise (Only for VM, SH) Service/Project development and process expertise/work methodology Expertise level and competence of its employees Collaboration and communication skills of their employees The trust that the company brand creates in you Weaknesses Threats Offer content accuracy and project/solution suggestions match your requests (DrillDown: İU, SH) Continuity of service/expertise level and not causing weakness Coordination effectiveness of customer relationship management The level of facilitation of the solutions/services produced Competence of Project and Customer Service Managers Competence to meet your solution requests/calls and questions, level of expertise (Only for IA, İU) Response time to your solution requests/calls and questions, accessibility (Only for İA, İU) 3rd party management Identifying your company's needs, suggesting innovation and guiding (DrillDown: IA) Giving offers in line with your needs and on time Compliance of price policies with market conditions Timely delivery of the promised work and meeting expectations Marketing competence, product/service diversity, correct positioning Frequency and accessibility of customer relations management B2B and Warranty Management (In-house) Commissioning of Inventory (In-House) Income distribution (In-house) Billing of the Service (In-house) Storage and Access of Contracts (In-House) Solution / Service Development / Competence of Operations Managers Service/Project development and process expertise/work methodology Collaboration and communication skills of their employees Improvement Work List Grouping Profitability & Income In-House Increasing Projects Projects (Profitabili (Direct or ty, Indirect) Revenue and Business Excellence ) Business Excellence Projects Sales managemen t(MIY, SY,presales) External Projects (Customer Satisfactio n) Service Managemen t Study Name Service Usage Measurement and Billing Commissioning of Inventory Change/Request/Requirements Management Recording Verbal Expressions Establishment of Approval System in Contracts Bid/Contract Infrastructure Improvement B2B and Warranty Management Infrastructure Study 3rd Party Management Infrastructure Study Preventing Service Delivery Diversity Dissemination of Business Conduct Models (Processes) Review of Process KPIs (Performance Values ​Required by the Company) Developing Reporting Capabilities Arrangement of Income Distribution Business Partner KoçSistem Solution Architect KoçSistem Price Policy Regulation Improving Inter-Process Transition Contract Management Improvement Arranging Customer Contact Points After Hours Work Order Improvement Service Management Systems Integration Due Diligence Joint Helpdesk Improvement Crisis Management Improvement Dissemination of Contract Information to Employees Solution Speed ​Improvement Call Based Silo Communication Development Developing Existing Proactive Competence Effective Resource Management Arrangement of Job Transfer (Separation, Transfer) Scarce Resource Issue Healing Effort (man/day) - one- one- Effort(Capacity - Planned) JanuarySeptember 175 All Year (man/day) Planned 230 (Development + Tracking) 186 245 Capacity (Net Days x 6 Hours) 11th 15 Remainder Prioritization High Value Added Sales management projects (MIY, SY,presales) Improvement proposals for the titles with the lowest Customer Satisfaction (4 years low) Improvement proposals that will provide direct or indirect financial added value to KoçSistem Profitability & Income Increasing Projects Service Management Projects Business Excellence Projects Projects with Weaker Impact on Profitability, Improvement proposals that partially cover operational excellence about our customer's negative aspects They are improvement proposals that are invisible to the customer and have little contribution to profitability/revenue, but that will increase internal discipline/maturity and accelerate our business. Working Portfolio Source Load Balance: • For detailed information see 2020 Improvement Portfolio Detailed Information.xlsx Current Projects • 20 of the 33 2019 Improvement Projects are within the scope of the works defined in the portfolio. – This information informs the success of independently managed improvement projects. • Of the 31 2020 Improvement Projects, 15 are within the scope of the works defined in the portfolio. – We will control and monitor these works. * 2020 YGG Data * For detailed information, see 2020 Improvement Portfolio Detailed Information.xlsx Next step Continuous Improvement (PUKÖ) Take precaution plan Apply Check it Customer happiness surveys Analysis of Resources Portfolio Work Studies (Projects) Risk Analysis and Other Measurements We will improve the quality of resources and define measurable values We will speed up the process We will work agile.Smallto piecesby focusing fastwe will produce outputs We will increase measurement resources Improvement Projects in the World • Companies are relying onshorter cycle times forprocess improvementprojects with a significant increase since 2005 of reporting average project length of90 days or less • Businesses that rate their deployments as “highly successful” tend to have customer satisfaction as akey driverandmetric of success. • Short term cost cutting is associated withprocess improvement programsthat have been rated as“unsuccessful”or “highly unsuccessful.” • VoB andVoC areprimary sourceof information used to identify and prioritize your process improvement projects. VoB is declining, VoC is rising andVoM is in crawling phase. • Companies that reported the greatest success were those that had Enterprise-wide activities • The companies that reported having a high degree of success with process improvement were the ones that had been deploymentsof Process Improvement inprocess improvement for thethe longest period of time • working Companies that focused on “positive” goals such as improving customer satisfactionandtop line revenue growthexperienced greater success “Companies are moving away from approaches such as 'Design for Six Sigma' towards 'Design for Customer Success' The shift in perspective reflects the need to better align processes to win the triple crown of enhancing service, reducing costs, and growing revenues." Johncorr, President of theBPgroup Resources: * October 2019 - Voice of Customer Survey - PEX Network * October 2018 -Global Benchmarking Study of Trends and Success Factors in Business Process Excellence- PEX Network