#SIGMA CLIENT NOT WORKING DRIVERS#
#SIGMA CLIENT NOT WORKING SERIES#

The car loan business process owner – the sales director – was one of the few that were quite sceptical towards Six Sigma. One of the biggest obstacles at this point was engaging the process owner in the project. In addition, some marketing data told the team that it was much more expensive (about 500%) to acquire new car dealers than to work with existing ones. After the interviews and after pulling some data from the Management Information System one of the reasons for starting this project was the recognition that more than half of the car dealers has not done any business over the last couple of months. The final project definition for one of the Black Belt projects had a narrow scope including only one sub-process: Communication with car dealers. They reasoned that full-time Black Belts can deal with the problem faster and more effectively than part-time Green Belts.

The distinction between Black Belt and Green Belt was made depending on the urgency of the task. Some of those numbers could easily be translated into indicators others needed more effort to become obvious.Įxamples for process indicators: # contacts/month, # complaints from car dealers, car dealer turnover/month, % abandoned calls, speed of answer in sec.Ī key success factor of this exercise was to have the respective sub process owners contributing to pinpoint the specific problem areas.įrom this pre-analysis, the team identified two Black Belt and two Green Belt projects. They did not know about process indicators but they were able to express what kind of “critical numbers” they looked at monthly.

#SIGMA CLIENT NOT WORKING SERIES#

The identification of the indicators was achieved through a series of interviews with a lot of process stakeholders. The team created a high-level process map and identified the sub-processes and the relevant influence factors.

#SIGMA CLIENT NOT WORKING DRIVERS#

In order to identify appropriate Six Sigma projects, a cross functional team from sales, marketing, and operations was formed to investigate the key drivers (sounds like drivers of cars without the word key) of car loan business and market share growth. The strategy was to significantly grow the car loan business market share within the region in two years time, by 100% in the first year, and by another 70% in the second year. In 2003, the senior management of OurBank decided to adopt and implement Six Sigma as their business management tool across all business units in the Europe region.Īccording to the OurBank business strategy, the car loan business was identified as one of the business priorities in the next 12 months. OurBank is an American international bank with 50 branches in Germany and approximately 300 employees working either in the headquarter office or in one of the branches.

Sigma client not working