IKEA Group & SSD Global, Inc.
Don Jensen
Lean Six Sigma Project
September 15, 2010
SSD Global, Inc.
Personal Information
Name: Don Jensen
Address: 2451 43RD ST Allegan MI 49010
Phone: 616-450-6502
Email: bajetson@yahoo.com
Certification Goal: Green Belt
Project Information
Project Title: IKEA Group
Date Started: 08/21/10
Date Completed: 09/09/10
Company Name: IKEA Group
Company Address: Student Project
Project Sponsor/Champion: Don Jensen
Phone: 616-450-6502
Email: bajetson@yahoo.com
Executive Summary: Six Sigma Project
The specific problem that was found for process improvement was that of a bad online
customer experience. On August 14, 2010 I tried to purchase a “Sultan Herand” king-size
mattress online. When I proceeded to the “Online Shopping Cart” red letters appeared that
stated “NOT BUYABLE”. Granted, not everyone would consider this a bad shopping
experience, but some would. It’s not just the “NOT BUYABLE” message, but also the fact
that the customer is not told anything online; no online message such as “item is
discontinued”, or to call customer service, or to have an online method to place a backorder for the item.
This is a simulated project (canned) and nothing in this project is to reflect the actual IKEA
Company. I am simulating that the IKEA Group has granted a project charter to begin for
online out-of-stock items. The IKEA Group was very helpful with all of their existing online
and phone systems. I left a message with one corporate employee (Kenneth) and he
returned the call (08/17/10) explaining that he could not give me any specific corporate
information, but that I could use all of the public information that IKEA does put out on the
internet. Asking Kenneth about the IKEA store concept and he replied “IKEA is the store”.
In conducting this project, many calls were made to IKEA Customer Service
Representatives and I found them to be very helpful and informative. If a customer calls
them they can answer almost any question and explain services that are not advertised.
In the Project Charter I proposed having the process improvement online in four major
languages. I am simulating that IKEA has denied the full scope of the project, the section
pertaining to having the improvement in four languages. IKEA is only approving the
existing North American languages already in service with their North America Online
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Catalog; English, French Canadian, and Spanish. IKEA is not approving the addition of a
Chinese language to the online catalog.
The project scope is to improve the online shopping experience concerning out of stock
and discontinued items by enhancing the online shopping cart with a process
improvement. Taking backorders online or explaining why this message appeared and
how to place a backorder, or how to call a customer service representative. This is
accomplished through the addition of Web Text and Message Boxes to the existing Online
Shopping Cart. These ordering (input) and informational (output) statements will be in the
existing languages that are currently represented by the North American Region.
This work request (to have the online catalog enhanced) is then submitted to the WebHosting Department for implementation. Also, the addition of a monitor (counter) will be
placed by the Web Hosting Department (IT) after the back order is placed. This is to count
the backorder, (considered a sale) item number, item description, date, and the dollar
(currency) amount. The project scope is contingent with the original project charter scope
and objectives which state that this project must be approved as “Feasible” (capable) by
the Web-Hosting Department to be implemented with “Work Requests Only” (project must
be done with Web-Hosting Department only). This process will be aided by having Bob
Host (Director of Web-Hosting) on the Process Improvement Team. Within the Define
Phase, Bob gave support for the project, but also stated that some project deliverables
may change from the original project charter due time and resource constraints.
This project is based on having the improvements made by using existing company “Work
Requests” to have the process improved. This method is available to many companies and
does not incur actual project costs.
Define is the major project phase of the DMAIC process. Finding a process to improve in
this type of project is difficult. The IKEA Company is a private company and does not have
annual business reports as a publicly held company does. In Defining the problem
statement in the Define phase is a milestone; actually finding a process to improve. All of
the other phases follow the process map (process problem) discovered in the Define
phase. The key learning segment was process improvement.
Project conclusions showed that a process improvement can improve the overall customer
experience (prevent a bad customer experience) and that it can improve sales by offering
information and the option to place an online backorder.
Project recommendations are to continue using the Customer Service Representatives in
the backordering process, and they can monitor if the backorder came from the online
catalog. Overall, this is a step in the right direction, meaning that this process improvement
allows the monitoring for future project improvements (data collection). Prior to this project
there was no data collection for the number of backorders originating from the online
catalog. The continuance of this projects Histogram could possibly turn into an upward bell
curve and give evidence to pursue further online sales projects.
Actions taken were to go ahead with the project based on conservative estimates for ROI.
The sampling used was the combined population of the United States and Canada
(343,304,632). The formula is 343,304,632 (.000015) = 5,149.
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Conservatively assuming that this number (5,149) times one dollar would produce $5,149
in net sales per month contributed from backordering items in the online catalog.
Don Jensen (Director of Online Sales) team leader and champion is working with four
other Directors - Customer Service, Warehousing, Web-Hosting and Accounting. They are
allowed two hours a day for one week to go through the DMAIC. They can prepare and do
research the night before and after normal work hours (ask questions etc...).
Monday, taking off with the approved project charter and the High Level Process Map
showing the existing process with that occurs within the online shopping cart. The team
agrees on the Prioritized list of CTQ’s. The team believes that they are representing the
voice of the customer. Before going into the Measure Phase they discuss why they had no
established method for monitoring the loss sales due to the old system. This is the pattern
that was followed when conducting this simulated project. Tuesday was Measure,
Wednesday was Analyze, Thursday was Improve and Friday was Control.
Financial benefits were recognized as well as creating a basis for monitoring future online
sales process improvements. Monitoring or counting processes added by the Web-Hosting
Department can be added in the future with minimal equipment improvements. This
process improvement will make it easier to make future online process improvements,
since this has already been discussed by the simulated project team. This is a good way of
advertising online and a good way to get people to call customer service, which can
answer almost any question. Also, this is a good tool to expand sales into Central America
and possibly start a store in Mexico.
As a result of this project the team has voted unanimously to place a message the normal
(non backordering) process notifying all online customers of the Bulk Shipping Discount.
This allows any customer to backorder items up to one thousand pounds combined weight
and have them shipped all at once for $300; depending on some variables.
Lean Six Sigma Project
DEFINE PHASE
Cost of Poor Quality Statement
We define “a bad customer experience” from the August 14, 2010 online shopping test of
trying to buy an item online and receiving the message “NOT BUYABLE” in red letters
without any explanation or option to place a backorder. This is an example of waste, the
loss of a sale. We would consider a backorder as a sale. Also, this is the potential loss of a
customer for a very long time because they tried to order an item and received a message
“NOT BUYABLE”. This is what started the prioritized list of CTQ’s.
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Customer Satisfaction (Voice of the Customer)
The VOC was validated by the process improvement monitoring step that shows (counts)
the actual backorders that are placed for out-of-stock online items. It was thought to have
an actual online customer questionnaire that would act as the VOC, but this would be a
time constraint having to wait for the tabulation of the questionnaire would take months
and the decision was made that not having any customer information or backordering
options provided immediately was a COPQ. Our team is using the prioritized list of CTQ’s
as the VOC. We think that we are speaking for the customer.
Financial Benefits Assessment
We tried to be very conservative with the ROI formula for this process improvement.
Formula:
U.S. and Canada population x .000015 x $1 = $5,149
((343,304,632(.000015)) ($1) = $5,149
$5,149 monthly net sales from online backordering
The IKEA employee cost for this project is not calculated because having process
improvement meetings and then submitting the minimal (IT) work requests through an
actual company “work order” is a common event for most companies.
The WBS (Work Breakdown Sheet) for the project is presented in two phases:
Corporate Plan: One week of corporate meetings with five directors. One meeting lasts two
hours and each meetings topic is one of the DMAIC phases. The total hours for this are
fifty hours. If a dollar amount were needed for this phase it could be calculated as fifty
hours x $30 and would equal $1500.
Web-Hosting Plan: Two weeks of technical work is to be done to implement the project.
This department is also responsible for installing a fail-proof methodology for the new
process along with pilot-testing of this new process. Two technicians are given three hours
per day for two weeks, this equals sixty hours. If a dollar amount were needed for this
phase it could be calculated as sixty hours x $24 and would equal $1440.
Tools Application
Define phase tools application:
Prioritized list of CTQ’s:




Stop current system/process
Inform/educate the online customer
Design new online process
Install new online process
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High Level Process Map of the current process:
Customer
clicks on
the
desired
item.
Customer
at the
online
catalog.
Customer
taken to
the
Shopping
Cart.
Customer is given
message that the
item is “NOT
BUYABLE”
The Current Process 08/14/2010
Project Charter (see Appendix)
Capability Meetings: Every team meeting is a capability meeting; we do not go onto the
next phase until we vote that the phase is capable. The alignment of goals and objectives
with business initiatives is a guiding principle that helps to determine the capability and
feasibility of this project with regards to the project scope; considering the time and
resources constraints.
MEASURE PHASE
Process Mapping/Process Visualization
This is the process mapping of the system that was tested on 08-14-10 and 08-15-10 (with
the same results). Process mapping was used; see appendices section. This was a very
beneficial learning experience because it actually showed every step of the procedure;
including all processes. Overall, the measurement was that of a “Bad Customer
Experience” and this is listed in the COPQ.
The process mapping technique used primarily in this project is the high level process
map. In this project, process mapping was the key to discovering the needs for process
improvement and for showing the actual process improvement.
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The Vital Few
The vital few X’s in measuring the old process were no informational Message Boxes for
Discontinued Items, Out-of-Stock-Warehouse-Items, how to backorder items, and how to
receive the Bulk Shipping Discount. All of these contributed to not making a sale (Y
output). This was not a true numeric value, but the lack of inputs did determine negative
value – COPQ.
Data Collection Planning and Execution
Data Collection occurs in the Control Phase for the new and improved process. The old
process had no way of measuring how many sales were lost due to not being able to place
a backorder and not being aware that backorders were available. No measure was
available to determine how many potential online customers were lost by having a bad
customer experience.
Measurement System Analysis
No MSA was performed due to not having any records or data of loss sales due to the
current system (process). The Critical to Quality priority list proved substantial for changing
the current process.
Capability Studies
The capability studies that were used in the Define Phase helped to shape the project
scope by comparing some of the “desired” items to what was actually capable of providing
in the future considering the constraints of time and resources. We weren’t capable of
providing a complete or partial online backordering system due to the time and resource
constraints that it would impose (see Appendix for Capability Studies).
Process Control
This is based on the CTQ priority list and the decision to improve based on the existing
process map of the old system.
Tools Application



Process Flow Diagram (process mapping)
COPQ
CTQ’s Priority List
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High Level Process Map of the current process for discontinued and out-of-stockwarehouse-items. This process results with the online customer within the shopping cart
with red letters “NOT BUYABLE”. No options or informational messages are given to the
online customer.
Customer
clicks on
the
desired
item.
Customer
at the
online
catalog.
Customer
taken to
the
Shopping
Cart.
Customer is given
message that the
item is “NOT
BUYABLE”
The Current Process 08/14/2010
ANALYSIS PHASE
List your Y = f(x) formula
(Y) Backorder Sales = the Manipulation of the inputs (how well the inputs are presented or
advertised within the online catalog).
These X’s are based on the Cause and Effect Diagrams and the causes are considered
X’s. If the causes are explained to the customer (message boxes are considered a
manipulation of an X) then they can respond with a backorder (sale).
The four X’s that were proven in this phase were:




Discontinued Items
Out-of-Stock-Warehouse-Items
Backordering
Bulk Shipping Discount
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These four processes (objects) will be the basis for the process improvement.




Discontinued Items
Out-of-Stock-Warehouse-Items
Backordering
Bulk Shipping Discount
Cause and Effect Diagram of Online Items Not Buyable:
Discontinued
Items
Out-of-Stock-Warehouse-Items
Online item
“NOT
BUYABLE”
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Cause and Effect Diagram of Online Customers that are not being made aware of the
Backorder Process:
No informational
Message Box.
Online Customer is not
aware of Backordering
Option.
Cause and Effect Diagram of Online Customers that are not being informed of the Bulk
Shipping Discount Process:
No informational
Message Box.
Online Customer is not
aware of Bulk Shipping
Discount.
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This is based on Process Improvement:
High Level Process Map of Plan “A” (non-shopping cart). This method is giving the online
customer messages and text selections when on online item are out-of-stock.
Text Box: This item
has been
discontinued, but is
available at these
IKEA stores near to
you (this text box
will also show the
stores inventory of
item).
Message Box: To place a
backorder and to learn
about the Bulk Shipping
Discount – Call a Customer
Service Representative
1-800-434-4532
This transaction is
easy to monitor and
survey by the Online
Sales Department
using existing
methods.
Customer
Calls
Customer Service
Agent takes the call –
places the back order
and explains how to
hold the backorder
for the Bulk Shipping
Discount.
High Level Process Map of Plan “B” (partial-shopping cart). This method is giving the
online customer messages and text selections when an item is out-of-stock.
Text Box: This item
has been
discontinued, but is
available at these
IKEA stores near you
(text box shows the
stores inventory of
item).
This transaction
is easy to
monitor an
survey by the
Online Sales
Department.
Text Box: If only
backordering one item
and not interested in
receiving the Bulk
Shipping Discount, click
here to precede to the
Shopping Cart and
backorder online .
Message Box: To place a
backorder with any
combination of other orders
and to receive the Bulk
Shipping Discount call a
Customer Service
Representative.
1-800-434-4532
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Shopping Cart:
Backorder one
item online.
The backorder
is monitored
from the
Shopping Cart
Transactions
(includes the
dollar
amount).
SSD Global, Inc.
High Level Process Map of Plan “C” (total-shopping cart, total online shopping
experience). This method is giving the online customer messages and text selections
when an item is out-of-stock.
Text Box: This item has
been discontinued, but
is available at these
IKEA stores near you
(text box shows the
stores inventory of
item).
Bulk Backorder is
monitored as a
sale including
the dollar
amount.
Text Box:
Click here to
place a
backorder
online.
Shopping Cart:
To backorder
one item click
here.
Shopping
Cart:
Monitors
the one
item
backorder.
Shopping Cart: To
backorder more than
one item and /or
combination of items
that will qualify for the
Bulk Shipping
Discount click here.
Special
Order Form
for online
bulk order
items.
IMPROVE PHASE
Alternative Solutions Considered
The High Level Process Maps of Plans “A”, “B” and “C” are the potential solutions.
Recommended Solution(s)
See Appendix for the Capability Matrix that were used for each potential process solution.
The team voted for Plan “A”. This is the easiest plan to implement and the Customer
Service Department has always been capable to handle backorders and bulk shipping.
Plan “A” is the only plan that complies 100% with the project scope (time and constraints).
How will this be piloted?
The testing occurs within the two weeks that the project is left with the Web-Hosting
Department for testing and implementation. Critical testing will be given to look for any
errors in the application. Also, second test will be given to double check the testing results.
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Create a project plan using WBS
The Work Breakdown Sheet for the entire project revolves around the plan in the
Executive Summary. The first week consists of five two hour meetings with the Process
Improvement Team. Every two hour meeting takes care of one of the DMAIC steps. The
final process is submitted to the Web-Hosting Department for testing and implementation.
Since the team members are all Directors, they have a vested interest in seeing the project
work consistently well. The team continues to communicate through the control that is
established for an annual review of the process.
Roll out and evaluate: The following Histogram shows the dollar amount of sales directly
related to the changes made to the online ordering process. The baseline net monthly
increase was set at $5,000. The first month came in short, but the new process is giving a
substantial ROI starting in November within the simulated Histogram.
This graph is depicting late 2010 and early 2011 and the “Y” axis denotes net sales in
dollars.
The evaluate and correcting of the results are done by the Web-Hosting Department with
supervision and directing by team member Bob Host; also Director of the Web-Hosting
Department. The owner of this new process is Don Jensen Director of Online Sales and
the team has formed a “Sustainability Committee” that will meet monthly to discuss and
review the performance of online sales and how to improve the online shopping
experience.
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This informational and sales promotion idea is an improvement. This Advertisement will
appear on the IKEA Home Shopping Web Page (Online Catalog - First
Talk to an IKEA Customer Service Representative Today
about placing backorders and our
Bulk Shipping Discount.
800-434-4532
Page).
CONTROL PHASE
Poka-Yoke was implemented by the Web-Hosting Department to track all technical
problems that could happen with the new process. This is a fail-safe set of procedures
implemented by the Web-Hosting Department to keep this new process operating.
Sustainability is the key to the control. Now that Online Sales and the other departments
finally have some data to measure for future projects and research hopefully this will
create a catalyst for other data gathering projects. Sustainability and the Plan-Do-ActCheck is something that we believe is being accomplished by the team members that will
go back and direct their individual departments. A monthly “Sustainability Committee
Meeting” will be planned for the first Monday of every month. We want to sustain our
improvements and to help facilitate more improvements that will help to make the online
catalog a true extension of the IKEA Store.
The Transition Plan is to have this new process installed and operating within the online
catalog within the project scope timeline. Don Jensen is the process owner and should be
contacted with any concerns, problems or emergencies.
The re-writing and updating of all standard operating procedures and policies will be
supervised by Don Jensen and submitted to IKEA by October 1, 2010.
ROI benefit is recorded monthly.
Official close-out of the project will be October 1, 2010. After all of the documentation has
been submitted to IKEA.
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APPENDICES
Capability Studies (Matrix – Evaluation) and Project Charter:
Evaluation of New Process "A" - Voted on by each team member (Directors)
Scores range from 1 to 2. One designates that the process will comply within the project constraints.
A score of 1 also designates that it complies and is an acceptable process.
Two designates that the process needs additional time and resources.
Online
Sales
Customer
Service
WareHouse
WebHosting
Accounts
Payable
Time
Requirements
1
1
1
1
1
Resources
Needed
1
1
1
1
1
Equipment
Needed
1
1
1
1
1
Training
Required
1
1
1
1
1
Testing Time
1
1
1
1
1
Evaluation of New Process "B" - Voted on by each team member (Directors)
Scores range from 1 to 2. One designates that the process will comply within the project constraints.
A score of 1 also designates that it complies and is an acceptable process.
A score of 2 designates that the process needs additional time and resources.
Online
Sales
Customer
Service
WareHouse
WebHosting
Accounts
Payable
Time
Requirements
1
1
1
1
2
Resources
Needed
1
1
1
1
2
Equipment
Needed
1
1
1
1
2
Training
Required
1
1
1
1
2
Testing Time
1
1
1
1
2
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Evaluation of New Process "C" - Voted on by each team member (Directors)
Scores range from 1 to 2. One designates that the process will comply within the project constraints.
A score of 1 also designates that it complies and is an acceptable process.
Two designates that the process needs additional time and resources.
Online
Sales
Customer
Service
WareHouse
WebHosting
Accounts
Payable
Time
Requirements
2
2
2
2
2
Resources
Needed
2
2
2
2
2
Equipment
Needed
2
2
2
2
2
Training
Required
2
2
2
2
2
Testing Time
2
2
2
2
2
SSD Global Student Project Charter
Student Name: Don Jensen
Student Program date: 08/21/2010
Student Company and position: Student Only
Project Name: IKEA Group
Prepared By
Document Owner(s)
Project/Organization Role
Don Jensen
Student
Project Charter Version Control
Version
st
1 Draft
Date
Author
Change Description
08/21/10
Don Jensen
Online Orders (Cart) Process
Improvement
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TABLE OF CONTENTS
1
PROJECT CHARTER PURPOSE ........................................................................ 17
2
PROJECT EXECUTIVE SUMMARY .................................................................. 17
3
PROJECT OVERVIEW ......................................................................................... 17
4
PROJECT SCOPE................................................................................................... 18
4.1 GOALS AND OBJECTIVES.................................................................................. 18
4.2 DEPARTMENTAL STATEMENTS OF WORK (SOW).................................... 18
4.3 ORGANIZATIONAL IMPACTS .......................................................................... 18
4.4 PROJECT DELIVERABLES................................................................................. 19
4.5 DELIVERABLES OUT OF SCOPE ...................................................................... 19
5
PROJECT CONDITIONS ...................................................................................... 19
5.1 PROJECT ASSUMPTIONS, ISSUES, RISKS, CONSTRAINTS………............. 19
6
PROJECT REFERENCES ..................................................................................... 20
7
PROJECTED
ROI……………………………………………………………………………………..
8 PROJECT COMPLETION DATE,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,
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1
PROJECT CHARTER PURPOSE
The project charter defines the scope, objectives, and overall approach for the work to be
completed. It is a critical element for initiating, planning, executing, controlling, and
assessing the project. It should be the single point of reference on the project for project goals
and objectives, scope, organization, estimates, work plan, and budget. In addition, it serves as
a contract between the Project Team and the Project Sponsors, stating what will be delivered
according to the budget, time constraints, risks, resources, and standards agreed upon for the
project.
2
PROJECT EXECUTIVE SUMMARY
 Project goal: increased sales.
 Objectives: Process improvement of the online ordering process; making it more helpful
and user friendly.
 Scope: Improve the online ordering process for out-of-stock items.
 Assumptions: Those online sales that have been lost due to current process.
 Risks: None foreseeable.
 Costs: Calculated hourly by the Web-Hosting Department and considered a standard work
order (requisition for work).
 Timeline: One month including the pilot test (one week is accounted as slack). The Online
Process Improvement team is allotted two per day for one week. The Web-Hosting
Department is allotted two hours per day for two weeks.
 Approach: Having the Web-Hosting Department include informational messages and a
method of placing back-orders while the customer is already in the Online Shopping Cart.
 Organization: This is the IKEA Group, a global company with Store, Catalog/Phone, and
Online Sales.
3
PROJECT OVERVIEW
“IKEA Group” is a global company with global concerns and is also the global leader in the
manufacturing and marketing of house hold furniture. The mission/vision statement for the
corporation is “Create a better everyday life for the many”.
The business case: A company sponsored process improvement team is looking for ways to increase
Online Sales. One existing process they found that could lose customers is within the Online
Shopping/Ordering Cart. If someone orders an item online and that same item happens to be out of
stock at the warehouse, red letters immediately appear “Not Buyable”. The fact that there are no
helpful messages or specific directions that are given to explain why the item is “Not Buyable”; this
places the buyer in a dead zone and is not good quality. The buyer is told that the item is not
available, but is not told why, or how to find out what to do. Sure, the knowledgeable buyer will call
Customer Service (800-434-4532) and have this explained to them. Overall, this process is not
increasing the online shopping experience.
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It’s not explaining if the item is out of stock or discontinued and it is not taking back orders. We
are trying to avoid a bad customer experience from this process and the possible loss of a new
customer. We want to create more of a quality online shopping experience.
4
PROJECT SCOPE
To improve the online shopping experience concerning out of stock and discontinued items by
enhancing the online shopping cart with a process improvement (taking a back order online, or
explaining that the item has been discontinued). This is accomplished through the addition of Web
Text and Message Boxes to the existing Online Shopping Cart. Also, these ordering (input) and
informational (output) statements will be in every language that is represented by North American
Sales (English, French, Spanish and Chinese-Mandarin). This work request is then submitted to the
Web-Hosting Department for implementation.
4.1
4.2
4.3
Goals and Objectives
Goals
Objectives
The project will
provide an improved
system for handling
online orders that
contain out of stock or
discontinued
merchandise.
1. Develop a system that will improve online sales by
providing the ability to place back orders and
provide helpful informational messages such as
“This item is discontinued, please purchase at an
IKEA Store”.
2. This system must be approved as “Feasible” by the
Web-Hosting Department.
Departmental Statements of Work (SOW)
Departmental SOW
Owner/Prime
Due Date/Sequence
Online Process
Improvement Team
Don Jensen, Team
Leader
One Week from project
start date.
Web-Hosting
Department
Web-Hosting Director
Two Weeks after
receiving the work order.
Organizational Impacts
Organization
All internal departments involved are
working together to implement a
change.
Impact to and Participation of
Organization
Impacting the Organization through
Process Improvement.
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4.4
Project Deliverables
Milestone
Deliverable
1. The Online Process
Improvement Team



Deliverable 1) Team and Project Charter
Deliverable 2) New Online Cart System Plan
Deliverable 3) Approval by the Web-Hosting
Department
2. Implementation of
technical changes by
the Web-Hosting
Department

Deliverable 1) Approval of the New Online Cart
System Plan
Deliverable 2) Implementation of the New
Online Cart System
Deliverable 3) Pilot-Testing of the new system
before permanent installation


3. Permanent Addition
to the Online Cart
4.5

Transition Plan and the monitoring of Online
Sales after the implementation to show on a
Histogram the increase in Online Sales.
Deliverables Out of Scope
Any online process improvements outside of the “Cart” area are out of scope; as are process
improvements concerning Store and Catalog/Phone Sales.
5
PROJECT CONDITIONS
All project conditions are stable and ready to be started.
5.1
Project Assumptions, Issues, risks, and constraints
The only assumption is that IKEA already has lost online sales due to the existing “Cart” process.
We don’t foresee any constraints, risks, or issues with this process improvement. If an
unforeseeable event happens, we have one week of slack allowed for such an occurrence.
Status &
Resolution
Owner
Description
Company is
facilitating the
change.
Existing process
owner is the
company.
Foresee no
issues.
Don Jensen new
process owner.
Web-Hosting will
provide the
technical skills.
Foresee no
issues.
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SSD Global, Inc.
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PROJECT REFERENCES
Milestone
Deliverable
The Process Improvement
Team
Within the Project Report
Implementation of
technical changes by the
Web-Hosting Department.
Within the Project Report
Permanent addition to the
Online “Cart”
Within the Project Report
PROJECTED RETURN ON INVESTMENT OR PROJECTED SAVINGS:
$5,000/month net sales from Online Sales.
This project should be completed by: September 15, 2010
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