Six Sigma Green Belt Project :

To improve TAT of response to product request

Date: 14 April 2010

MEASURE
 Project Charter

Organization : CIMB Aviva Assurance

Project Title : To improve TAT of response to product request

Project Scope & Goal

Problem Statement
Problem Statement:
In 2009, we have planned for 38 products to be introduced to our business
partner to complement our Insurance/Takaful offer to the customers.
However, only 29 out of 38 products were successfully rolled out. The
remaining 9 products are overdue, KIV or called off.
For the 29 product rolled out, our time to market on average is 11 months
where 5 months were spent on Conception.
Scope
This project focused only in the Conception Phase with aim to minimize the
response time of product request from capturing Idea Generation to Blue Desk
Approval.
Goal
The main goal of this project is to improve TAT of product request response.
Primary metric is to manage the product request and to capture the idea concept
into concept form within 2 weeks from Idea Generation to be discussed in the
trading team.

This resulted in complaint from our business partner, lost business Secondary metric is to document the products request and discuss customer
opportunity and impacted our competitive position in the market. focused concept in the trading team and then generate completion of Blue Desk
Form within 4 weeks.

Resource & Financial Impact Defect Definition & Timeline

Champion : Mohammad Nizam Yahya Defect Definition (Y):

Team Leader : Low Kam Liang

> than 1.5 months is not responsive
Coach : Selveen Muniandy

Team Member : 1) Nik Adlan

2) Ruzanna Mohd Yuzer
3) Sharizan Musa Start Date : 22 February 2010

Estimated Financial Impact : RM 52.395 Million Estimated Completion Date: 30 June 2010
 Run Chart – Conception Phase
(New Products Development in 2009)

Auto withdrawal
features -Due to
21 system capability
(needs 3 years for
Run Chart: Conception

16 development)
11
Mean: 4.50
6

Nonparametric Runs Test: Conception

Number of Runs about Median: 7

Expected Number of Runs about Median: 19.158
Number of Points above Median: 15
Number of Points equal to or below Median: 23
P-Value for Clustering: 0.0000
P-Value for Mixtures: 1.0000
P-Value for Lack of Randomness (2-Sided): 0.0000

Number of Runs Up or Down: 12

Expected Number of Runs Up or Down: 25
P-Value for Trends: 0.0000
P-Value for Oscillation: 1.0000
 Baseline Measurement – Conception Phase
Normality Test

month

18 Count = 38
Mean = 4.500
16
Stdev = 4.360
14 Range = 23.00
12
10 Minimum = 1
The average time
8 25th Percentile (Q1) = 1
taken from Conception
50th Percentile (Median) = 4 Phase is between
6
75th Percentile (Q3) = 7 3.07 month to 5.93
4
Maximum = 24 month, with 95%
2 confidence level
0 95% CI Mean = 3.07 to 5.93
95% CI Sigma = 3.55 to 5.64
1.0

6.1

8.7
3.6

11.2

13.8

16.3

18.9

21.5

24.0

month Anderson-Darling Normality Test:

A-Squared = 2.577; P-value = 0.0000

P-value is lower than

0.05. This is non-normal
distribution and current
processes are said to be
skewed.
 Baseline Measurement – Conception Phase
Z Value calculation
Process Sigma Calculator - Continuous Data

Enter Mean: X-bar 4.5

Enter Standard Deviation: S 4.36

Enter USL: 1.5

Enter LSL:

Expected ppm > USL 754296.8

The Upper Specification Limit
(USL) is 1.5 months. Our record Expected % > USL 75.43%
is showing that we are not
meeting this specification. Our
Expected ppm < LSL
average TAT is 4.5 month.

Current performance is poor and Expected % < LSL

the Sigma Value only 0.81.
However it’s indicates that we Yield % 24.57%
have a lots of opportunity for
improvement. Sigma Level 0.81
 Conception Phase – Cause & Effect Template

Cause & Effect (Fishbone) Template

Process/Project Name: To improve TAT of response to product request

Date: 23-Mar-10
Prepared By: Low Kam Liang
Notes:

Problem Statement/Effect: Delay in Completion of Conception Phase

Variable People Sub Cause 1 Sub Cause 2

X1 Resources problem Product in queue 100% in new product development, not focus
X2 Slow in response time to new ideas Ideas and resources availability always not clear
X3 No Ownership and responsibilty of sub processes No assess effort done by related department
X4 Dependency of 3rd Party E.g: Tranche product: Waiting for treasury to confirm the investment structure Change in structure (New Blue Desk not presented)
X5 No Gatekeeper (Planner) All ideas approved, even no data or info not completed
X6 Sales perspective on product development Sales don’t understand resource planning and task involved Always agreed to the customer to offer product that is not do-able
X7 No Awareness of product Development Process Don't care to ask
X8 Lack of discussion with Bank No ownership Resources problem

Variable Process Sub Cause 1 Sub Cause 2

X1 Blue Desk not completed fully but register at PSC No complete analysis done before approval PSC
X2 No proper registration of new product ideas ideas missing ideas no priortize
X3 Skip process (short cut) Tigh timeline (short cut) No concept form skip TT, just present to PSC
X4 Always change in priority or decision making unclear request / justification not clear (E.g: Trigen) Decision not clear
X5 Time consuming for sign off Waiting time to get PIC, everybody busy hard to get response from email
X6 Different requirement/process between channel No control on the process
X7 Product request is not monitor Not register in Blue Desk Nobody care and ask
X8 Work job scope not clear at the beginning stage Request is differ from nature and features Under estimate of resources estimate
X9 Not clear in policy No communication and awareness lack of knowledge on existing capability

Variable Material Sub Cause 1 Sub Cause 2

X1 Competitors Analysis Time consuming for product comparison, no dedicated resources information not ready available
X2 Research inputs/ Reference Materials/Regulation not updated Not able to share info of competitors products
X3 No proper filling Documents missing

Variable Machine Sub Cause 1 Sub Cause 2

X1 System Flexibility & Capability IT is not familiar with new feature in the system Long time to analysis
X2 Computer slow, No colour printer Marketing material not presented well to bank partners

Variable Measurement Sub Cause 1 Sub Cause 2

X1 Not prepare for Build, Launch & Replicate
X2 Income to Distributor To balance between benefit to distributor and customer
X3 Profit to CIMB Aviva To balance between benefit to distributor and customer
X4 High Capital Requirement (Risk) BNM new guideline requirement (RBC) meet shareholders requirement

Variable Environment Sub Cause 1 Sub Cause 2

X1 New Regulatory Requirement Not in own control Must DO!
X2 New Players in the market (Takaful) Competition
X3 New Products launch in the market Divert attention
X4 Economic conditions Not suistable to launch Economic turn down
 Conception Phase – Cause & Effect Diagram

People Method Material

Resources problem No Gatekeeper (Planner) Blue Desk not completed fully but Different requirement/process Competitors Analysis
register at PSC between channel

Product in queue All ideas No complete No control on the Time consuming

2 biggest reasons were

approved, even no analysis done process for product
data or info not before approval comparison, no
completed PSC dedicated
resources

Highlighted as main causes

100% in new information not
product ready available
development, not
focus

Slow in response time to new ideas Sales perspective on product No proper registration of new Product request is not monitor Research inputs/ Reference

Of Delay in Conception Phase:

development product ideas Materials/Regulation not updated

Ideas and Sales don’t ideas missing Not register in Not able to share
resources understand Blue Desk info of competitors

Process & People factors

availability always resource planning products
not clear and task involved
Always agreed to ideas no priortize Nobody care and
the customer to ask
offer product that
is not do-able

No Ownership and responsibilty of sub processes No Awareness of product Skip process (short cut) Work job scope not clear at the No proper filling
Development Process beginning stage

No assess effort done by related Don't care to ask Tigh timeline Request is differ Documents
department (short cut) No from nature and missing
concept form features

skip TT, just

present to PSC

Dependency of 3rd Party Lack of discussion with Bank Always change in priority or Not clear in policy
decision making

E.g: Tranche No ownership unclear request / lack of knowledge

product: Waiting justification not on existing
for treasury to clear (E.g: Trigen) capability
confirm the
investment
structure
Change in Decision not clear
structure (New
Blue Desk not
presented)

Time consuming for sign off

Waiting time to get

PIC, everybody
busy
hard to get
response from
email

System Flexibility & Capability Not prepare for Build, Launch & New Regulatory Requirement
Delay in Completion of
Replicate
Conception Phase
IT is not familiar Not in own control
with new feature in
the system
Long time to Must DO!
analysis

Computer slow, No colour printer Income to Distributor New Players in the market (Takaful)

Marketing material Competition

not presented well
to bank partners

Profit to CIMB Aviva New Products launch in the market

To balance Divert attention

between benefit to
distributor and
customer

High Capital Requirement (Risk) Economic conditions

BNM new Not suistable to

guideline launch
requirement (RBC)

Click here for Detail

Economic turn
down

Cause & Effect

Diagram

Machine Measurement Environment

 Conception Phase – Cause & Effect Diagram

People

Resources problem No Gatekeeper (Planner)

Product in queue All ideas

approved, even no
data or info not
completed

100% in new
product
development, not
focus

Slow in response time to new ideas Sales perspective on product

development

Ideas and Sales don’t

resources understand resource
availability always planning and task
not clear involved
Always agreed to
the customer to
offer product that is
not do-able

No Ownership and responsibilty of sub processes No Awareness of product

Development Process

No assess effort done by related Don't care to ask

department

Dependency of 3rd Party Lack of discussion with Bank

E.g: Tranche No ownership

product: Waiting
for treasury to
confirm the
investment

The biggest factors

structure
Change in
structure (New

came from: Blue Desk not

presented)

PEOPLE
 Conception Phase – Cause & Effect Diagram

Process

Blue Desk not completed fully but Different requirement/process

register at PSC between channel

No complete No control on the

analysis done process
before approval
PSC

No proper registration of new Product request is not monitor

product ideas

ideas missing Not register in

Blue Desk
ideas no priortize Nobody care and
ask

Skip process (short cut) Work job scope not clear at the
beginning stage

Tigh timeline Request is differ

(short cut) No from nature and
concept form features

skip TT, just

present to PSC

Always change in priority or Not clear in policy

decision making

unclear request / lack of knowledge

justification not on existing
clear (E.g: Trigen) capability

Decision not clear

The biggest factors Time consuming for sign off

came from: Waiting time to get

PIC, everybody

PROCESS busy
hard to get
response from
email
 Conception Phase – Cause & Effect Diagram

New Regulatory Requirement

ENVIRONMENT factor:
New Regulatory Requirement Not in own control

Must DO!

New Players in the market (Takaful)

Competition

New Products launch in the market

Divert attention

Economic conditions

Not suistable to
launch
Economic turn
down

Environment
 Conception Phase – Failure Mode & Effect Analysis (FMEA)
Potential Failure Mode & Effects Analysis
Process/Product:
FMEA Team:
To improve TAT of response to product request
Nizam, Kam Liang, Nana, Nik & Shah
Highest RPN –
Responsibility:
Prepared By:
Nizam, Kam Liang, Nana, Nik & Shah
Low Kam Liang Risk Priority
No Process Steps or Product Functions Potential Failure
Mode
Process
Potential Effects of Failure Severity
(1-10)
Potential Cause(s) of
Failure
Occurrence
(1-10)
Current Controls Detection
(1-10)
Risk Priority
Number (RPN)
Number base
on severity,
Work job scope not clear at the beginning stage
Delay in project Delay in project Under estimate of resources
estimates
Product Development Weekly Meeting
occurrence &
detection link
1 10 8 7 560
Work not done Delay in project Under estimate of effort Trading Team members
No Ownership and responsibilty of sub processes completely required & lack of
2 10 commitment 8 6 480

3
New Regulatory Requirement
Delay in project

No awareness
Affect new product
development timeline
No awareness
8
Product in queue

No communication between
6
No control available

Product Development Weekly Meeting

10 480 back to New
Product
Policy not clear
4 10 department 6 8 480
Product not able to No proper product planning No monitoring on the Product Development Weekly Meeting
No Gatekeeper (Planner) prioritize accordingly product request status

Development
5 7 8 8 448
Missing ideas info on Not able to track product ideas No database to store the Trading Team members
No proper registration of new product ideas
6 product ideas 7 product ideas 8 8 448
7 Product request is not monitored Product request delay product request delay 7 Nobody care and ask 8 Trading Team members 8 448
8
9
Slow in response time to new ideas
Resources problem
slow response time
Delay in project
complaint for sales channel
Delay in project
7
8
Long TAT to new ideas
Product in queue
8
8
No control available
No control available
8
7
448
448
Processes
Delay in project Affect new product Unclear request PSC
Always change in priority or decision making development timeline
10 8 7 8 448
Work not done Affect new product Compliance issues Product Development Weekly Meeting
Skip process (short cut) completely development timeline
11 9 7 7 441
Delay in project Affect new product Analysis not complete PSC
Blue Desk not completed fully but register at PSC development timeline
12 9 7 7 441
Missing files Missing files Not able to access No control available
No proper filling documents for futures
13 9 references 8 6 432
No awareness No awareness No communication between No control available
No Awareness of Product Development Process
14 10 department 6 7 420
Sales not picking up Company sales target goes Regulatory No control available
Income to Distributor
15 down 7 5 9 315
No control on the Process unclear No communication between No Control available
Difference requirement/process between channel process and department
16 requirement 7 6 7 294
not familiar with new Delay in response to product Long time for analysis No control available
System Flexibility & Capability
17 feature in the system ideas 7 6 7 294
High competition in the effect on the market Strong competition No control available
New Players in the market (Takaful)
18 market positioning 8 7 5 280
High competition in the Divert attention No competitive advantage No control available
New Products launch in the market
19 market 8 7 5 280
Time consuming for No awareness on the No dedicated resources Market Watch
Competitors Analysis competitive analysis competitor's movement in the
20 market 6 7 6 252
No up todate info No up todate info Not able to access Market Watch
Research inputs/ Reference Materials/Regulation not updated documents for futures
21 6 references 7 6 252
Delay in sign off Affect new product Waiting time to get PIC, Product Development Weekly Meeting
Time consuming for sign off development timeline everybody busy
22 8 6 5 240
23 Economic conditions Not suitable to launch Lose competition 8 Economic turn down 3 No control available 10 240
24 Lack of discussion with Bank Unclear request Delay in project 7 Resources problem 6 Insurance & Takaful Task Force (ITTF) 5 210
No innovative products Different requirement by the Pricing assumption different Wealth Management Task Force
Dependency of 3rd Party
25 distributor 8 5 4 160
No clear understanding Lack of communication Always agreed to the Trading Team members
resource planning and customer to offer products
Sales perspective on product development

Click here for

task involved that is not do-able
26 10 5 3 150
Product design not No innovative products Withdrawal of the products Pricing Report
Profit to CIMB Aviva
27 attractive 8 (loss making) 3 5 120

28
High Capital Requirement (Risk)
Product design not
attractive
Never ready for it
No innovative products

Slow to market
8
Expenses of the company
increase
will have direct competition
3
No control available

No control available
5 120
Detail FMEA
Not prepare for Build, Launch & Replicate with CIMB Bank (others
29 5 version for similar products) 5 4 100
Marketing material not Marketing material not Slows of works No control available
Computer slow, No colour printer presented well to bank presented well to bank
30 partners partners 3 8 1 24
 Conception Phase – Failure Mode & Effect Analysis (FMEA)

Process
No Process Steps or Product Functions Potential Failure Potential Effects of Failure Severity Potential Cause(s) of Occurrence Current Controls Detection Risk Priority
Mode (1-10) Failure (1-10) (1-10) Number (RPN)

Delay in project Delay in project Under estimate of resources Product Development Weekly Meeting
Work job scope not clear at the beginning stage estimates
1 10 8 7 560
Work not done Delay in project Under estimate of effort Trading Team members
No Ownership and responsibilty of sub processes completely required & lack of
2 10 commitment 8 6 480
Delay in project Affect new product Product in queue No control available
New Regulatory Requirement
3 development timeline 8 6 10 480
No awareness No awareness No communication between Product Development Weekly Meeting
Policy not clear
4 10 department 6 8 480
Product not able to No proper product planning No monitoring on the Product Development Weekly Meeting
No Gatekeeper (Planner) prioritize accordingly product request status
5 7 8 8 448
Missing ideas info on Not able to track product ideas No database to store the Trading Team members
No proper registration of new product ideas
6 product ideas 7 product ideas 8 8 448
7 Product request is not monitored Product request delay product request delay 7 Nobody care and ask 8 Trading Team members 8 448
 Conception Phase – Failure Mode & Effect Analysis (FMEA)

Process
No Process Steps or Product Functions Potential Failure Potential Effects of Failure Severity Potential Cause(s) of Occurrence Current Controls Detection Risk Priority
Mode (1-10) Failure (1-10) (1-10) Number (RPN)

slow response time complaint for sales channel Long TAT to new ideas No control available
8 Slow in response time to new ideas 7 8 8 448
Delay in project Delay in project Product in queue No control available
9 Resources problem 8 8 7 448
Delay in project Affect new product Unclear request PSC
Always change in priority or decision making development timeline
10 8 7 8 448
Work not done Affect new product Compliance issues Product Development Weekly Meeting
Skip process (short cut) completely development timeline
11 9 7 7 441
Delay in project Affect new product Analysis not complete PSC
Blue Desk not completed fully but register at PSC development timeline
12 9 7 7 441
Missing files Missing files Not able to access No control available
No proper filling documents for futures
13 9 references 8 6 432
No awareness No awareness No communication between No control available
No Awareness of Product Development Process
14 10 department 6 7 420
 Conception Phase – Failure Mode & Effect Analysis (FMEA)

Process
No Process Steps or Product Functions Potential Failure Potential Effects of Failure Severity Potential Cause(s) of Occurrence Current Controls Detection Risk Priority
Mode (1-10) Failure (1-10) (1-10) Number (RPN)

Sales not picking up Company sales target goes Regulatory No control available
Income to Distributor
15 down 7 5 9 315
No control on the Process unclear No communication between No Control available
Difference requirement/process between channel process and department
16 requirement 7 6 7 294
not familiar with new Delay in response to product Long time for analysis No control available
System Flexibility & Capability
17 feature in the system ideas 7 6 7 294
High competition in the effect on the market Strong competition No control available
New Players in the market (Takaful)
18 market positioning 8 7 5 280
High competition in the Divert attention No competitive advantage No control available
New Products launch in the market
19 market 8 7 5 280
Time consuming for No awareness on the No dedicated resources Market Watch
Competitors Analysis competitive analysis competitor's movement in the
20 market 6 7 6 252
No up todate info No up todate info Not able to access Market Watch
Research inputs/ Reference Materials/Regulation not updated documents for futures
21 6 references 7 6 252
Delay in sign off Affect new product Waiting time to get PIC, Product Development Weekly Meeting
Time consuming for sign off development timeline everybody busy
22 8 6 5 240
23 Economic conditions Not suitable to launch Lose competition 8 Economic turn down 3 No control available 10 240
24 Lack of discussion with Bank Unclear request Delay in project 7 Resources problem 6 Insurance & Takaful Task Force (ITTF) 5 210
No innovative products Different requirement by the Pricing assumption different Wealth Management Task Force
Dependency of 3rd Party
25 distributor 8 5 4 160
No clear understanding Lack of communication Always agreed to the Trading Team members
resource planning and customer to offer products
Sales perspective on product development
task involved that is not do-able
26 10 5 3 150
Product design not No innovative products Withdrawal of the products Pricing Report
Profit to CIMB Aviva
27 attractive 8 (loss making) 3 5 120
Product design not No innovative products Expenses of the company No control available
High Capital Requirement (Risk)
28 attractive 8 increase 3 5 120
Never ready for it Slow to market will have direct competition No control available
Not prepare for Build, Launch & Replicate with CIMB Bank (others
29 5 version for similar products) 5 4 100
Marketing material not Marketing material not Slows of works No control available
Computer slow, No colour printer presented well to bank presented well to bank
30 partners partners 3 8 1 24
 Data Collection Plan

DATA MEASUREMENT PLAN

Project Name: To improve TAT of response to product request

Date: 5-Apr-10
Prepared By: Low Kam Liang
Notes:

Type of Data Data Source Who Will Collect the When Will Data How Will Data
No Measurement/Metric X or Y Operational Definition (Discrete/Continuous) and Location Sample Size Data? be Collected? be Collected?

Work job scope not clear at the beginning stage Product Development Weekly
1 X Clear job scope in the job description Discrete Meeting's minutes Whole population Nizam & Kam Liang Measure & Analyse Phase Manual
2 No Ownership and responsibilty of sub processes X Clear job scope define in processes Discrete Sales Team Whole population Nana & Kam Liang Measure & Analyse Phase Manual
3 New Regulatory Requirement X BNM Guideline, Risk Management Discrete Risk Management Dept Whole population Nana & Kam Liang Measure & Analyse Phase Manual

Policy not clear

4 X Risk Management, Product Development & Pricing Policy Discrete Risk Management Dept Whole population Nana & Kam Liang Measure & Analyse Phase Manual
5 No Gatekeeper (Planner) X Person involve in product planning Discrete N/A N/A Kam Liang Measure & Analyse Phase Manual
6 No proper registration of new product ideas X Registration log book Discrete N/A N/A Nik & Kam Liang Measure & Analyse Phase Manual
7 Product request is not monitored X Person monitor the request Discrete N/A N/A Nik & Kam Liang Measure & Analyse Phase Manual
8 Slow in response time to new ideas X Total current product request againts response time Continuous Product Planning 2009 Whole population Kam Liang Measure & Analyse Phase Manual

Resources problem Resource Requirement Report/

Product Request/Project
9 X Resources Capacity Discrete Request/HR Department Whole population Nizam & Kam Liang Measure & Analyse Phase Manual
Number of time the decision change in PSC Meeting by
Always change in priority or decision making
10 X product Continuous/& Discrete PSC Meeting Minutes Whole population Nik & Kam Liang Measure & Analyse Phase Manual
Corporate & Quality Assurance
Skip process (short cut)
11 X SOP Discrete Dept Whole population Shah & Kam Liang Measure & Analyse Phase Manual
Blue Desk not completed fully but register at PSC
12 X Number of time Blue Desk Form no complete by product Continuous/& Discrete Blue Desk Form Whole population Kam Liang Measure & Analyse Phase Manual
13 No proper filling X Filling system Discrete Project File Whole population Shah & Kam Liang Measure & Analyse Phase Manual
No Awareness of Product Development Process Risk Management, Product Development & Pricing Policy
14 X Discrete Risk Management Dept Whole population Shah & Kam Liang Measure & Analyse Phase Manual
Data Collection Sheet

Samples

BNM Guideline
 Data Collection Sheet

Samples

Product Development Weekly Meeting’s Minutes

 Data Collection Sheet

Samples

Concept Form Blue Desk Form

 Data Collection Sheet

Samples

PSC Meeting’s Minutes Trading Team Meeting’s Minutes

 Data Collection Sheet

Samples

Weekly Status Report Update Weekly Marketing Highlight Report

 D M A I C
Process Mapping – Value Analysis (Conception Phase)

Start

VA B

VE 1.0 (a) Submit Product Ideas by

1.0 (b) Market Monitoring.
VE VA
completing Concept Form.

8.0 (a) Prepare Blue Desk Form 8.0 (b) Do Product Comparison

2.0 Check Concept Form

NVA No ownership and
Completeness
responsibility of product
ideas (Concept Form should
9.0 Get inputs & sign off
VE
Concept Form
completed by Sales)
Complete? No Blue Desk Form not
Yes
Obtain
Sign Off?
completed fully but register
Yes at PSC for approval
NVA No proper registration of
3.0 Register in Log Book.
new product ideas Yes

10.0 Circulate Blue Desk Form to

4.0 Review the Concept Form. NVA Product Steering Committee (PSC)
for Review All ideas approved, even
5.0 Estimate the implementation effort for the Process 2.0 to 5.0 was VA data or info not completed.
ideas in Concept Form from Conception to
completion of Blue Desk Form. always being skip in the Always change in decision
actual process flow .
11.0 Present Blue Desk to PSC for making
No
VE Approval/Decision

Obtain Sign
Off? VA
Yes
Concept Form is not Any further
Yes PSC
consistently circulated and issues to
resolve?
No
Approved?

presented to TT for review

6.0 Circulate to Trading Team (TT)
for Review. VE
and approval. No
Yes

7.0 Present to TT for Approval.

File
Product ideas and resources
VE 12.0 Obtain Implementation Plan from
Project Manager always not clear.
VE No proper implementation
Any further
issues to No TT Approved? End Process timeline given
resolve? 13.0 Prepare Draft Product Specs

VA
without Pricing

No

Value Added (VA) = 31.25%

14.0 Briefing of Product Spec to
Yes Project Team Member
File
VE
End Process B
Value Enable (VE) = 50.00%
Non Value Added (NVA) = 18.25%
END
 Project Execution Plan
GB PROJECT EXECUTION PLAN

NO ACTIVITY / STAGE START DATE END DATE WORKING AVERAGE NO. OF DAYS REQUIRED SOURCE OF RESOURCES
DAYS FROM GB / YB PER WEEK
1 DEFINE 22/2/2010 14/3/2010 15 1.5 days / week Marketing Proposition Development, S&D, PSC, TT,
Project Chartering Actuarial, Risk Management, Change Management,
Process Map verification Corporate & Quality Assurance, Operations & Bank
SIPOC, VOC & CTQ
Just do it
Barriers & Challenges
Financial Benefits
2 MEASURE 15/3/2010 14/4/2010 23 2.0 days / week Marketing Proposition Development, S&D, PSC, TT,
Baseline measurement Actuarial, Risk Management, Change Management,
Cause & Effect Corporate & Quality Assurance, Operations & Bank
FMEA & Data Collection Plan
Potential Xs
3 ANALYSE 15/4/2010 3/5/2010 13 2.0 days / week Marketing Proposition Development, S&D, PSC, TT,
Actuarial, Risk Management, Change Management,
Corporate Quality & Assurance, Operations & Bank

4 IMPROVE 4/5/2010 24/5/2010 15 TBC Marketing Proposition Development, S&D, PSC, TT,
Actuarial, Risk Management, Change Management,
Just Do It implementation plan
Corporate Quality & Assurance, Operations & Bank
Initiative Implementation plan

TOTAL 66
5 CONTROL 25/5/2010 31/12/2010 32 weeks TBC Marketing Proposition Development, S&D, PSC, TT,
Actuarial, Risk Management, Change Management,
Corporate Quality & Assurance, Operations & Bank
 Project Milestones
EST. Feb-10 Mar-10 Apr-10 May-10 Jun-10 Dec-10
MILESTONE PROJECT ACTIVITIES
TIME W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4
DEFINE Define charter & definition 3
Understand overview of the project scope and background 2
Define problem & goal statement 2
Draw out SIPOC 1.5
Understand VOC & categorise 3
Translate VOC into CTQ 1.5
Process Mapping 3
Estimated Financial Benefit 3
Resources Planning (Tean roles & responsibility) 1
Project Milestone 1
Issues & Challenges 1
Quick Wins / Just Do It 1
MEASURE Refine Problem Statement & Defect definition and Timeline 1
Cause & Effect - Fishbone session for brainstorming 5
Translate into Cause & Effect matrix 2
Detail out Failure Mode & Effect Analysis (FMEA) 3
Develop Data Collection Plan 3
Sample Data Collection Sheet 2
Value Stream Mapping 2
Calculate Sigma or Z capability for baseline 2
Develop Project Execution Plan 1
Issues & Challenges 1
Quick Wins / Just Do It 1
ANALYSE List down key input variables / funnelling
Analysis strategy checklist
Graphical & Statistical Analysis
List of validated Xs
Action plan for improve phase
Quick Wins / Just Do It
Refine Charter
Issues & Challenges
IMPROVE Brainstorm improvement ideas
Pilot & Validate Improvement
Create 'Should Be' process
Look at possible DFSS
Perform cost & benefit analysis
Summary of Improvement phase
CONTROL Monitor trend (6 months)
Conduct training
Updates any SOP
Develop audit plan
Develop sign off and transfer of new process
Develop and validate real financial benefit
Reporting
Sign off & closure
 “Just-Do-It” Opportunities

Person In
No Problem Quick Wins Charge Timeline

1 No Gatekeeper (Planner) Appoint a product planner Nik Adlan Jun-10

Create registration log book to store the new
2 No Proper registration of new product ideas product ideas Azren May-10
Create registration log book and appoint a
3 Product request is not monitored person to monitor & update regularly Azren May-10

4 No proper filling Create a proper filling system Azren May-10

 Issues / Barriers
Issues / Barriers/ Challenges

• No data available
• Difficulties of accessibility to sales people and
business partner process

• Low commitment (completing priority of projects)

from team members

• Tight timeline to complete the task

• No proper recording (Missing documents)
Q&A
Thank you