NancyT1
(4”)
M1: Do I have the right ((spot)) here?
H2: Yeah, you’re in the right ((spot))
M1: Camera Speeds?
H2: Camera Speeds.
H1: Stand by
(4”)
H2: Camera speeds…
M1: And… if I can get quiet on set… everybody is set or stand where they are… /// and… (7”)
action.
N: Right now it takes nearly three months for a non standard business contract to move from
initial offer entry in our contract management system… to the point where the customer can
actually complete the purchase. /// Right now it takes nearly three months for a non standard
business contract to move from initial offer entry in our contract management system… to the
point where the customer can actually complete the purchase.
M1: Take that one more time and keep that, and go up… Keep the energy all the way…
N: Ok… Right now it takes nearly THREE months for a non standard business contract to move
from INITIAL offer entry in our contract management system…
[1:00]
N: to the point where the CUSTOMER can actually complete the purchase. /// yeah, no…
((That’s too much))… yeah… // financial projections put the cost in lost revenue at 12.3 million
dollars… so we made it a VLSS project, and got to work…
M1: So can you keep it up just a little bit more.
N: Ok… Finan – [M1: ((and…))] oh – sorry. Financial projections put the cost in lost revenue at
12.3 million dollars… so we made it a VLSS project, and got to work…
M1: /// How was my audio, on those…? - [H1: Ok ((we gotta do the last one…))
N: One more time?
H1: Yes, one more time…
M1: And… settle… and… action.
N: Financial projections put the cost in lost revenue at 12.3 million dollars… so we made it a
VLSS project, and got to work… (4”) VLSS teaches us to always see the problem from the
customer’s perspective // rather than ours… by walking through each step of the existing
contract process and seeing how long it took… we began to get a very clear idea of where the
red blocks were.
[2:00]
M1: Take that one more time…
N: VLSS… - VLSS teaches us to always see the problem from the customer’s perspective //
rather than ours… by walking through each step of the existing contract process and seeing
how long it took… we began to get a very clear idea of where the red blocks were.
(5”)
N: The team used ((the lean)) tool to look for the ride csause and cause of the long lean times
… pinpointed none value process steps and eliminated duplication of efforts… while
maintaining quality and reducing cost.
M1: That one was way too (( )). [laughs].
N: You want me to - … what do you wanna- ? …
M1: And… we’ll take it again (( ))
N: Ok… The team used ((the lean)) tool to look for the ride csause and cause of the long lean
times… pinpointed none value process steps and eliminated duplication of efforts… while
maintaining quality and reducing cost.
M1: One more time, please.
N: Ok… The team used ((the lean)) tool to look for the ride csause and cause of the long lean
times
[3:00]
N: pinpointed none value process steps and eliminated duplication of efforts… while
maintaining quality and reducing cost… (4”) we then, set about brainstorming solutions as a
team…
M1: And… imagine there was somebody that says… a wide rate before that… [N: Ok] so in the
mid you would kinda say… ¡and then!
N: Ok… and then we set about brainstorming solutions as a team…
M1: One more time, please.
N: And then we set about brainstorming solutions as a team…
M1: The results…
N: The result was a new future state value stream map that cut the contract lean time IN
HALF… (4”) These and many and - … These and many, many other VLSS projects are powering
our operations forward, by creating superior customer experiences, greater efficiencies and
increased profits.
M1: Hold the (( smile)) at the end… [N: Ok...] so let’s… These and many, many other VLSS
projects are powering our operations forward, by cre - … //
[4:00]
N: Let me do that one again… /// these and many, many other VLSS projects, are powering our
operations forward by pic - // my god, I can’t get this one… ok…
M1: And… would you like a sip of water?
N: Uhmm… Yeah, maybe… I’ll do that.
M1: And… say it out loud [N: Ok] cause we’ll get through that… there’s a little (( )) so we’ll get
through that…
M2: Maybe it’s the “many, many”… [laughs] [M1: the many many…] ONE many…
M1: The “many, many” sounds…
M2: ONE many… many is MANY…
M3: Cut a many… [Laughs]
N: Cut a many? Ok… that will make easier.
M3: We`re cutting up a many…
N: Here we go
M3: Ok.
N: See if that works…
M1: Bye “many”.
N: These and many other VLSS projects are powering our operations forward, by creating
superior customer experiences, greater efficiencies and increased profits.
M1: Very nice… one more time.
N: Ok… These and many other VLSS projects are POWERING our operations forward, by
creating superior customer experiences, greater efficiencies and increased profits.
(3”)
[5:00]
N: Right now, we have eight master black belts, sixty eight black belts and thirty green belts…
leading more than a 160 separate VLSS initiatives… Initiatives that touch all aspects of our
company… from pricing, policy and distribution to subsidy and customer care.
M1: Let me have you do that just one more time, just for safety.
N: Ok… Right now, we have eight master black belts - // Oh ((dammit )) // Right now, we have
eight master black belts, sixty eight black belts and thirty green belts… leading more than a 160
separate VLSS initiatives… Initiatives that touch all aspects of our company… from pricing /
policy / and distribution / to subsidy / and customer care.
M1: Let’s take it … “initiatives that touch”
(3”)
N: Initiatives that touch all aspects of our company… from pricing, policy and distribution… to
subsidy and customer care.
(3”)
M1: And…
N: I urge you to visit the VLSS wireless resource center… to find out more…
[6:00]
N: take the training, get excited, and get involved.
M1:// One more time…
N: I urge you to visit the VLSS wireless resource center… to find out more… take the training,
get excited, and get involved.
(4”)
N: Lean Six Sigma is a vehicle for driving change… and you can be a part of it.
M1: Two more times… [N: Ok] but, uhm… get me, just… give me just a small bit in there, just a
little bit of a bit.
N: Ok… Lean Six Sigma is a vehicle for driving change… and you can be a part of it.
M1: And more of it… emphasis on the last part of it… and YOU can be a part of it.
N: /// Lean Six Sigma - … you want me to [M1: ((we’re gonna have to start )) all over (( ))]
Yeah… Ok…
M1: And… action
N: Lean Six Sigma is a vehicle for driving change… and YOU can be a part of it.
(4”)
N: VLSS teaches us to always see the problem from the CUSTOMER’S perspective // rather
than ours… by walking through each step of the existing contract process and seeing how long
it took…
[7:00]
N: We began to get a very clear idea of where the red blocks were.
M1: And…
N: VLSS teaches us to always see the problem from the CUSTOMER’S perspective // rather
than ours… by walking through each step of the existing contract process and seeing how long
it took… we began to get a very clear idea of where the red blocks were.
M1: And… one more time please
N: VLSS teaches us to always see the problem from the CUSTOMER’S perspective // rather
than ours… by walking through each step of the existing contract process and seeing how long
it took… we began to get a very clear idea of where the red blocks were.
(3”)
N: We realized that there were TEN separate functional groups who touched the contract as it
moved through the process.
M1: Take that for me, one more time.
N: We realized that there were TEN separate functional groups who touched the contract as it
moved through the process. (3”) The breakthrough was our decision to map – up the entire
process into something we called “the current state value string map”
M1: Take that for me again, and let’s get into something a little more powerful than that,
because we’re kind of… [8:00]
N: Yeah, we’re very excited about this [M1: Yeah] “current state value string map” huh?
[Laughs] ¡wow! The breakthrough was our decision to map – up the entire process into
something we called “the current state value string map”
M1: One more time
N: The breakthrough was our decision – let me do it again…// the breakthrough was our
decision to map – up the entire process into something we called “the current state value
string map”
M1: Very nice…
N: When faced with compun - … oh… When faced with complex problems, always take the
time to see the problem from the customer’s point of view… [M1: We had a ((little bit of a…))
(( )), so…]. Oh…ok…
M1: And… action… When faced with complex problems, always take the time to see the
problem from the customer’s point of view… Walk around in their shoes for awhile… It might
give you the insight you need to find the right solution.
M1: Take it from the top for me, again…
N: When faced with complex problems, always take the time to see the problem from the
customer’s point of view… Walk around in their shoes for awhile… It will give you the insight
you need to find the right solution.
(3”)
[9:00]
M1: And… ¡wouu! [N: ¡Wou!] Ok… perfect… uhm… there, there are questions that are going to
be asked by (( )) [M3: Yeah]… If I could have you stand right... Here for me… (( )) and… so you
can come right ((out of there)) yeah?.
H1: Yeah… (( ))
N: that close!
M1: uhmm… even a little bit more…
(( ))
N: ¡Hi! [laughs] [M3: I…]((What, honey?))[M3: ((how many questions…))]
(( ))
H1: I know… ((she stands over here))… and uhm … ok …
M3: Can I tell her what am I gonna ask first? Before you shoot?
M1: Yeah [N: Yeah!] absolutely…
H1: And… I’m gonna start wi – [N: We’re doing a (( ))]
(( ))
M3: Did you just tape this?!
M2: Well… about AN HOUR AGO! [laughs] GET OUT OF THE WAY!
M1: So...