Smarter…Quicker…Better
Using Xerox Lean Six
to create real value
Michael Caceci
Business Process Manager
Xerox North American TeleWeb
Sigma
Discussion topics




Today’s business challenges
Xerox’s experience with
Lean Six Sigma
Xerox TeleWeb’s experience
with Lean Six Sigma
Translating our experience into
real value for customers
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Xerox Today



$15.7B (US) in Revenue
58, 000 employees
worldwide
Broadest portfolio of
products and services in
the document management
industry: office and
production environments
Our Vision: “Helping people find
better ways to do great work”…
3
Business challenges we all share




Retain and gain customers
to grow revenue
Manage costs by reducing
waste
Increase overall productivity
Improve employee
development, motivation
and engagement
4
Xerox’s challenges

Maximize customer value

Create growth opportunities
Reduce costs
Increase productivity


The critical challenge: How to
achieve all four in a sustainable way
5
Meeting our challenges through
Xerox Lean Six Sigma

Understanding what customers
truly value and need

Transforming our culture
Positioning us for growth
Improving processes through
fact-based, disciplined
decision-making and
measurable outcomes


It’s becoming “the way we work”.
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Our commitment starts at the top.
“I’m convinced that Xerox Lean Six Sigma
is a way to rebuild value in our company
because it is about substance, not
form; it’s about discipline and
infrastructure so projects can produce
business results.”
—Anne Mulcahy
Chairman & CEO
7
Xerox’s quality leadership journey
“Quality is a race without a finish line.”
- David Kearns
LTQ
1983
1994
1996
Xerox
Xerox
Leadership
Management
Management
Through
Model
Model
Quality
Xerox
The Xerox
adopts
Mgmt. Model is
TQM and
introduced as
launches
part
Leadership of Leadership
Through
Through
Quality
Quality.
The XMM
“evergreen”
model is
continuously
assessed &
improved.
1997
1997
1998
2000
Xerox 2005
Xerox ISO
Xerox Six
Sigma
Xerox new
quality
Senior Mgmt
All major
documents the Xerox mfg.
Xerox 2005
sites
Leadership
worldwide
Through
receive ISO
Quality
14001
strategy.
certification
Six Sigma
deployed in
mfg. ops.
1989: Baldridge Award
Xerox – USMG
1997: Baldridge Award
Xerox Business Services
Manufacturing Category
Services Category
2002
2004
Xerox Lean Xerox Lean
Six Sigma Six Sigma
New quality
Lean Six
policy, and
Sigma
procedures
concepts &
refreshed to be principles
focused/faster
become
corporate
standard
Launch of
design
for Lean Six
Sigma
8
Combining two powerful approaches!
Lean SPEED Enables
Six Sigma Quality
(faster cycles of experimentation/learning)
Six Sigma QUALITY
Enables Lean Speed
(fewer defects means less time spent on rework)
Lean
Speed + Low Cost
Six Sigma
Culture + Quality

Goal – Reduce waste and increase
process speed

Goal – Improve performance on
customer CTQs (Critical To Quality)

Focus – Identify non-value add steps
and causes of delay

Focus – Use DMAIC process with
various tools to eliminate variation

Method – Value Stream Tools,
Kaizen events

Method – Management engagement,
1% - 3% dedicated as Deployment
Champions and Black Belts
9
Enterprise-wide deployment
Finance
Facilities
Human
Resources
Sales and
Marketing
Customer
Communications
Xerox
Administration
Information
Technologies
Operations
Engineering
Manufacturing
Our view: Not just a tool for operational efficiency, but an
enterprise-wide business strategy for creating real value
10
Helping Xerox and our customers do great work!
customer
External and Internal
Methodology and Tools:
Creating real value for
our customers
Internal Operations
Methodology & Tools
Internal Manufacturing
Quality Methodology & Tools
Xerox
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Lean Six Sigma - Worldwide Deployment Status

30 full-time deployment managers

1,100 projects contributed to Xerox
profitability in 2004

600 Black Belts achieved certification,
completed, or started training in 2004

2,000 executives and managers
completed leadership workshops

2,500 Green Belts trained

18,000 Yellow Belts trained plus many
other on-line courses
12
Lean Six Sigma in
Xerox North American TeleWeb
Xerox TeleWeb at a Glance
Europe
North America
[13 Centers]
[3Centers]
 TeleWeb
• Saint John, NB
–
• Halifax, NS
–
• Lewisville, TX
–
TW HQ: Rochester, NY
–
Goals:
Grow incremental revenue for Xerox
Improve Xerox’s sales productivity
Reduce total selling costs
Provide sales coverage based on increasing
customer and market preference to do
business by web and telephone
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TeleWeb: Desk-based Account Coverage
“Virtual” Sales Executives provide direct,
and dedicated sales coverage and support
to current and prospective customers



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Highly trained professionals
Majority hold university degrees and/or
have a background in industry or related
industries.
Receive the same extensive sales and
product training as Xerox’s direct sales
reps
Every VSE has a dedicated toll free
number. Customers have direct access
to their TeleWeb representative
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We deliver “Coverage without Borders”
 Market Segments:



Global and National Accounts
Large Regional Accounts
Small & Medium Businesses
 TeleWeb Coverage is primarily
account-based using predetermined critical success factors
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TeleWeb Lean Six Sigma Deployment Status

Dedicated Deployment Manager

8 Black Belts

Over 24 projects completed to date

Since 2003, 12 Black Belts have
completed the TeleWeb BB program

Most management positions now
backfilled by certified Black Belts

All TW managers, and key support
staff are Green Belt trained

10 managers GB Certified to date

100% of TeleWeb employees (600+)
Yellow Belt Trained (on-line course)
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Key learning



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Leadership commitment
Project selection against key
business priorities
Dedicated resources
Discipline and execution
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Lean Six Sigma’s value for TeleWeb
“Hard Metrics”

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+
“Soft Metrics”
Increased sales revenue
Reduction in costs
Measurable increases in
sales productivity by Xerox
direct sales force or VSEs

Gains in process efficiency
due to reductions in errors
More selling time


Increases in customer
satisfaction
Improved employee
development, motivation,
and engagement
Increased use of TeleWeb
by our sales partners
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TeleWeb Project Example: “Find the time”
GOAL STATEMENT:
The goal is to realize an incremental 2 hours per week, per Sales
Manager, through the reduction of Non-value add activities
BUSINESS IMPACT:
Sales Managers play a key role in driving
revenue through effective management of
VSEs. In effort to strive for optimal
efficiency, minimizing Non-Value add
activities from our managers’ work day will
increase revenue. This will be achieved by
focusing the “found time” on specific
activities that help reps sign more orders.
TEAM MEMBERS:
•
•
•
•
•
Black Belt
Green Belt
Program Manager
2 Sales Managers
Reporting Manager
SCOPE:
All TeleWeb
outbound sales
programs
PROBLEM STATEMENT:
It is a challenge for Sales Managers to
follow a disciplined Sales Management
Process due to the variety of tasks
that currently occupy their time. This
hampers their efforts to concentrate
on revenue generating activities.
TIMELINE:
DEFINE: February
MEASURE: March
ANALYZE: April
IMPROVE: May
CONTROL: June
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Previous Status
 Managers overwhelmed:

Unable to complete activities expected of them in a normal week

Important tasks dropped when too much was on the plate, especially
sales coaching and feedback
 “Voice of the Customer” surveys:

VSEs wanted more: coaching, feedback and silent monitoring

Top three sales management “time-robbers”:

Gathering data from various reports

Creating reports to analyze results & satisfy upper management

Reading, researching and responding to email.
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VOC: Manager Survey - Highlights
S
M
ot
iv
at
in
g
et
/t
ti n
ra
g
in
go
in
M
g
on
al
re
s/
it o
ps
d
ir
ri
ec
ng
In
sp
ti o
P
ec
n
m
tin
et
M
ric
g
on
R
s
ev
it o
en
ri
ng
A
ue
va
s
R
i la
al
es
es
bl
ul
e
P
sk
ts
ro
to
i ll
vi
y
s
ou
di
n
r
C
g
re
re
re
ps
at
su
?
in
lt s
g
M
ad
to
is
ho
O
ce
ps
P
c
l
EP lan
re
/fi
po
el
s, eo
d
u
r
H
ts
R s:
i s (e
su m
es ai l
, m s,
e e wr i
ti n ti n
g g
pr
ep
)
- Where sales manager time is spent:
not at all
6% 25% 25% 13% 31% 6%
5-10%
25% 44% 50% 25% 25% 0%
11-20%
25% 19% 13% 31% 13% 25%
19% 6% 6% 25% 25% 13%
21-30%
6%
31-40%
25%
41-50%
13%
6% 6% 6%
6% 6% 6%
over 50%
25%
Total Responses 16
under 5%
13%
13%
31%
31%
6%
13%
31%
25%
25%
6%
25%
31%
25%
19%
Opportunity to
“find the time”
6%
22
Solution: Automated Daily Reports
 Identified the greatest gains would come from reducing
time spent by sales managers on reporting:
 “Kaizen”
to determine the vital few metrics and targets.
 Reports were re-designed and managers agreed to
follow the new process:
Team Flash report: manage the “tails”
 Weekly Sales Flash: used in Activity Update meetings.
 Monthly Plan & Review: used during Monthly Reviews with
VSEs
 Annual Trends Report: spot trends in VSE performance and
better tracking of results.
 Daily
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Project Results
Original goal: free 8hrs./mo per manager
Thanks to redesigned reports, data now delivered to
Sales Managers when needed, with “drill down”
capability, in a consistent format across programs.
Saved 17 hrs./month per manager!
=
Annual Economic Profit: $800,000
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Fleet Implementation Program
Lean Six Sigma tools used by
a TeleWeb Sales Manager to
improve a process
Benefits to Xerox
 Single point of contact for 100 plus unit deals
Eliminates the time direct reps used to spend on orders
sold outside geographic assignment
VSE contacts customer and validates local requirements
 VSE monitors install process – end to end
Customer Benefits
 Faster install of technology: saves money and improves
office productivity sooner
 Reduce or eliminate delays in the installation process
 Single point of contact in Xerox with accountability to
answer customer and end-user questions
Xerox Lean Six Sigma
Helping External Customers
Case Study:
Brooklyn Public Library
Solution




Largest Public Library in the five
boroughs of New York
Client Challenges

Recover print costs lost due to
free print policy

Make more effective use of
librarians’ time

Provide patrons with better
service, more equitable
computer access

Lean Six Sigma consulting engagement
focused on front of process to achieve quick
results
Designed and implemented a
comprehensive Patron Access Management
System
System includes Access Brooklyn Card,
innovative kiosks and Web site
Patrons use card to reserve computer time,
pay for print, copies and other services
Measurable Results
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Lean Six Sigma… our next steps
 Collaborate
with companies
that embrace the methodology
 Share
best practices
 Benchmark
 Joint projects
 Drive
culture of continuous
improvement throughout Xerox
 Leverage the potential
 Continue to measure success
internally and externally
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Thank You!
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