Improve Issue Book Management

Improving the “Volume Direct Operations United States Public Sector” Issue Book

Management

Yellow Belt Candidates: Hiram Alvarez & Julio SolanoChampion: María SolisTeam: Edgar Gonzalez, Mariana Loera, Alejandra Rodriguez, Dalila Pompa, José Flores, Rajna Smilanova, Lorena Gutierrez, María Espindola.Financial Representative: Eduardo Tabares


Management

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Acronyms and DefinitionsDEFINE

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AH: Admin Hold N/A: Not ApplicableAVDO: Americas Volume Direct Operations OCT: Order Cycle TimeAvg.: Average PS: Public SectorBKO: Back Order PSG: Personal Systems Group

BU: Business UnitPSOF: Public Sector Order Fulfillment

CE: Corporate enterprise RTG: Reports To GoCS: Customer Support SMB: Small and Medium business

CSR: Customer Support RepresentativeSOTAT: Sales Order Turn Around Time

DCE: Direct Customer Experience TAT: Turn Around TimeDisco: Discontinued TCE: Total Customer ExperienceEOM: Employ of the month TL: Team LeadFPR: Focal Point Review US: United StatesGBS: Global Business Services USD: US DollarsGEM: Government, Education, Medical VO: Volume OperationsIT: Information Technology WIP: Work in progressMI5R: Houston warehouse/facilities X: Discontinued Mixed: Mixed Warehouses


Management

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Business Context of Project

• US Public Sector Order Management provides customer support to the US Public Sector customers and their orders. Incorrect management of the Issue Book cause a significant increase in e-mail and phone calls “requests”, escalations, order aging, customer dissatisfaction and unnecessary effort, which impacts on overall team’s performance metrics.

• Then open order book (gem1000.xls report) for the US Public Sector team is a list with all the alive orders (not fulfilled yet) at a certain time, and it contains lots of useful data such as dates, aging and order value.

• Open book plus a built report “current inputs” give as a result the orders that need to have extra manual work in order to be correctly routed to production or correctly placed in the order line for each warehouse, these orders build the “Issue Book”.

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Management

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The issue book was not being included in any of the CSR metrics nor activity and therefore we didn't really know how and/or if is being assisted and there are three main topics:

Not Routing, stands for all those orders that are being held by an unavailable item from being drop to the factory to be configured, a clear example can be a desktop ordered by a customer along with its monitor, but the monitor may be in back order by that time, the order won't drop to manufacturing until this back order item gets available and is assigned to the order. This will delay the order from being fulfilled for an undetermined time (until the item gets availability), so if we proactively let the customer know and split this item, the desktop can start the configuration process and ship.

Mixed, stands for the mixed warehouse cases in the book, meaning that in the order are many different items that are supposed to be fulfilled in different warehouses, the real issue that held this ordered from dropping or shipping is if they have product from a Houston warehouse (MI5R), in these cases we will need to separate the items either the MI5R flagged or the rest of the order but taking care of leaving the non-tangible items that are to be left in the Houston order.

Disco, stands for the orders that contain at least 1 item "X" stock code flagged, the X stands for the discontinued items. CSRs will need to verify if the item will be fulfilled or if will need to be transitioned.For those cases that have more than one issue, it will only be identified with 1, the most important since the order should be worked and fixed all in once and not issue by issue.By taking this approach, we expect to reduce the time that an order is "open" in the our system and gets invoiced.

Business Context of Project

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Management

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Project Title: Improving the “Volume Direct Operations United States Public Sector” Issue Book Management

Project Definition: Increase the Issue Book assistance rate by improving the metric method and changing the work culture.

Processes Changed: Issue Book Assistance (issue book management)

Total Estimated Project Savings: Validated soft savings up to $ 51,223.33

Executive Summary DEFINE

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Process was stable and predictable before the project started.

Process was stable and predictable before the project started.

1st Improvement: Team Lead and Supervisors notified about the trends and assistance rate.2nd Improvement: Team Leads and Supervisors aware of activity and goals, and the Customer Support Representative work is noticed and measured.

1st Improvement: Team Lead and Supervisors notified about the trends and assistance rate.2nd Improvement: Team Leads and Supervisors aware of activity and goals, and the Customer Support Representative work is noticed and measured.

Assistance Rate


Management

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Methods and Tools Used

Define Measure Analyze Improve Control• Problem

Statement• Project

Charter• Team

Structure• Value Chain

Alignment• Enterprise

Improvement Plan

• SIPOC• Baseline

Project Value Calculations

• Project Schedule/Flexibility Matrix

• Critical to Quality Tree

• Data Collection Plan• Baseline of Primary Metric Process Stability & Capability• Baseline of Secondary Metric Process Stability & Capability• Lean Assessment Matrix• Baseline Process Flow Chart•Measure Phase Conclusions

• Cause and Effect Diagram• Analyze Phase Conclusions

• Improved Process Flow Chart• Improved

Value Stream Map• Demonstratio

n of Improvements – Primary Metric• Demonstratio

n of Improvements – Secondary Metric• Improve

Phase Conclusions

• Control Plan• Leveraging

Opportunities• Follow up

issues• Team

Recognition

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Management

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Improving the Issue Book Management

Problem Statement

• HP AVDO PS, Order Management provides customer support to the US Public Sector customers and their orders. Incorrect management of the Issue Book cause a significant increase in e-mail and phone calls “requests”, escalations, order aging, customer dissatisfaction and unnecessary effort, which impacts on overall team’s performance metrics

• Describe the pain and problems with the process from

− Customer’s perspective: Order TAT increases, due to the orders are not configured until the problem is resolved maybe several days after the order gets placed.

− HP’s perspective: Volume request from customer such emails and phone calls also increases, the DCE also gets affected and the urgent activities due to the high volume takes time from the necessary activities.

− Employees perspective: Employs need to invest more time in answering the emails and the calls rather than having the issue solved since day 0 or 1 (if possible) also because they receive higher volumes of angry customer calls.

Lack of standardized process, team performance measure and metrics to

achieve, results in an unassisted process and long waiting times and

customer dissatisfaction.

Lack of standardized process, team performance measure and metrics to

achieve, results in an unassisted process and long waiting times and

customer dissatisfaction.

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Management

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Project Charter

Project Title:

– Improving the “Volume Direct Operations United States Public Sector” Issue Book Management

Project Definition: • Project Objective: Increase the Issue Book assistance rate by improving

the metric method and changing the work culture.• Project Scope and Boundaries: AVDO United States Public Sector

Purchase Orders.• Project Timeline: November 2010 to March 2011

Primary Metric / Goal: • Assisted rate for the issue book / Goal 80% assistance rate (we did not

have a metric).

Secondary Metric / Goal: • Average age for PSG (Not Routing) assistance / Goal 3.5 business days

to be assisted from 5.12 business days.

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Potential Project BenefitsCustomer (type of customer): • Increase customer satisfaction:

− By attending the orders from day 0, we will avoid aged orders in the open order book, customer will not complain about being contacted days latter to resolve a simple error/issue with the orders.

• Reduce customer order’s TAT:− By attending the orders from day 0, the order won’t be sit waiting for resolution to

just start to be fulfilled, it will drop into the WIP status as soon as is assisted.

Financial: • No hard savings

Internal Productivity: • Saving valuable minutes per day to the CSR’s and TL’s:

− Time saved for the team leads when they assign the new problematic orders, saves time during audit process and when grading CSR performance rate for the activity.

− For the CSR time saved, when they get the workload directly and only update a single box instead of explaining and sending an email back to their team leads.

• CSR Score card based on facts/data:− Data is storage and analyzed, we now have a database with daily gathered data to

easier the work audits and the decision making processes.

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Management

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Team Structure

Executive Sponsor(s): Dennis Pryor

Project Champion: María Solis

Project Lead: Hiram Alvarez & Julio Solano

Steering Team:• Director / L4 Manager of Project: Dennis Pryor• Financial Representative: Eduardo Tabares• Mentor: Raúl Chávez

Core Team & Process owners:• Edgar González, Mariana Loera, Alejandra Rodríguez,

Dalila Pompa, José Flores, Rajna Smilanova, Lorena Gutiérrez, María Espindola.

Extended Team:• US PS Supervisors & US PS Customer Support

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Management

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Value Chain AlignmentTo Organizational Metrics

Delivery to CashOrder to DeliveryOffering to Order

Support & Service the

Product

Level 1 (Satellite Level)

Metric

Level 2 (30,000-ft-

level) Metric

Revenue

Gross Profit

SG&A % of Revenue

VoW Scores

PC Client share by country

Warr Cost/Unit

Warr Cost % of Rev

Inventory DOS SC Cost/ Unit

SC Cost % of Rev

Penetration Rate

Attach GM $

CSAT

Direct OTD90% Fill Rate

Marketing spend as %rev

Direct Revenue

HH Share

Workstation Share

Legend

Time to Market*

Indirect Revenue

Channel DTFC

Factor share by segment

PC Clients, DT and NB share

Forecast Accuracy

Logistics cost% of revenue

Mktg & Ops Cost to serve

Reserves / AR

Bad Debt Write-Off / AR

Customer Experience

Define the Product Offering

CustomersInvoicing & Collection

Market the Product

Supply -Demand Matching

Strategic Planning &

Improvement Initiatives

TCE Analysis

Business Reporting

Sell Product & Take Order

ACP Scores Partner Experience

Source & Deliver Product

Design the

Experience

OPEX

COS

OTO

% e-orders (VDO/ CO)

Catalog Completeness

Cust Data Setup: CBN

Setup 90% Fill Rate

OTS Fill Rate DTFC (Channel)

SOTAT %

OTS per BU, per PL

Order Entry per BU

Aged Backlog per BU

DTFC per BU

Field Inventory

Aged Disputes (VDO)

New Disputes (VDO)

Clean Order Rate % (VDO/

CO)SLO Attainment

Physical Claims TAT (channel)

Financial Claims TAT

(channel)

Catalog SLA Attainment

Field InventoryNb of IT3 / nb of

D69 / Aging

Aged DisputesWeekly DRS /

Weekly pandora

New DisputesWeekly DRS /

Weekly pandora

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Management

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Enterprise Improvement PlanAlignment to Organization Strategies

Level 1 Metric(s) Organizational

Strategies

Level 2 Metric(s) Improvement Project Title

• Assisted rate for the issue book (SOTAT %)

StrategicImplement Value Tracking Process

Financial

Achieve 64% Satisfaction (+6%)

OperationalImprove Order

Status/Backlog with GBS

People

Develop and train the AVDO team to support all dimensions of VO mission

• Avg. Age backlog for PSG (Aged Backlog per BU)

• Improving the “Volume Direct Operations United States Public Sector” Issue Book Management

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Management

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Project SIPOC Issue book publish for assistance

Suppliers Inputs Process Outputs Customers

•Reporting team•Reports To Go

• gem1000 report• Mixed• Disco• BKO All• Email Fraud

Open Order Book

Inputs Report

Fulfillment macro

AH Issue Book Macro

•Issue Book• CSR assistance rate•CSR Volumes•Region Volumes •Region Rates

•PS Managers•PS Team Leads

Pull the reports

Build the inputs

file

Run the Macro

Add the snapshot

time, save as

GEM

Copy and

paste the old data

Run the access macro

Publish the book

in the SharePoin

t

DEFINE

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The process is managed by Quality leads

The process is managed by Quality leads

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Project Value Summary TableBaseline – Before Improvements

Validated by: Eduardo Tabares

Date: April 7th, 2011



Soft Savings CategoryBaseline CODND

before improvementsEstimated %

SavingsEstimated Project

SavingsImproved CODND

After Improvements

Salaried employee costs to perform all process activities

$1,828,800.00 3.00% $ 54,864.00 $ 1,773,936.00

Salaried employee costs to assign and audit activities

$ 203,200.00 5.00% $ 10,160.00 $ 193,040.00

Improved TCEThere will also be efficiency savings and TCE increases related to the TAT reduction and

reduction of the number of reworks, but they are difficult to evaluate, as there is no dedicated metric in place.

Total Soft $ 2,032,000.00 3.2% $ 65,024.00 $ 1,966,976.00

Hard Savings CategoryBaseline CODND

(before improvements)

Estimated % Savings

Estimated Project Savings

Improved CODND (After

Improvements)

Total Hard NA NA NA NA

Grand Total $ 2,032,000.00 3.2% $ 65,024.00 $ 1,966,976.00

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Management


Management

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Project Value Calculations 1/2Baseline – Before Improvements

Soft savings

Reassigning the transactional activities among the team related to the issue book management

Benefits = # of resources that could are assigned among the team for the activities = 72 Minutes Per Year: 112,500 Current Number of Employees CSR = 72 Current Number of Employees TL = 8 Saved per TL: 6,000: (5%) * FTE Cost ($25,400.00) = $1,270.00 Saved per CSR: 3,250 (3%) * FTE Cost ($25,400.00) = $762.00 Total savings: (#TL*$1354.67) + (#CSR * $733.78.33) Total Savings: $10,160.00 + 54,864.00 = $ 65,024.00 Cost for the entire team = 80 * $25,400 = $2,032,000.00 Saved %: $65,024.00 / $2,032,000.00 = 3.2 %

Benefits = (2,032,000.00 * 3.2%) = $65,024.00Baseline CODND before improvements = $2,032,000.00Baseline CODND after improvements = ($2,032,000.00 - $65,024.00) = $1,966,976.00

There will also be efficiency savings and TCE increases related to the TAT reduction and reduction of the number of reworks, but they are difficult to evaluate, as there is no dedicated metric in place.

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Management

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Project Schedule and Flexibility Matrix

Flexibility Matrix

Most Flexible Moderately Flexible

Least Flexible

Time

Resources

Objective

Implemented and data collected.Objective is the Least Flexible:

After collecting data, the goal for the rate assistance was imposed and will only have revision (if necessary) time frame flexible according to the business needs.

Implemented and data collected.Objective is the Least Flexible:

After collecting data, the goal for the rate assistance was imposed and will only have revision (if necessary) time frame flexible according to the business needs.

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Project Schedule October November December January February March

Define Phase

Meassure Phase

Analize Phase

Improve Phase

Control Phase


Management

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Critical to Quality Tree

NeedWhat does the customer need?

DriverWhat would that mean (general, hard to measure)?

Critical to Quality CharacteristicsWhat would that mean (specific, easy to measure)?

Data Source

Team leads and CSR need a measure of the performance of the CSR in the order assistance activity.

A tool that ensures and rates the correct assistance for the open orders

A board that shows the orders that need further manual assistance

An accurate measure of the assisted orders vs. the non assisted ones.

Assistance rate: The assistance percentage of orders stuck in the system due to one or more of the 3 main topics, that this project attends. Not Routing, Mixed Warehouse and Discontinued item.

RTG: gem1000 report & PSOF open order book file

AH Issue book

Move the orders to production as soon as the systems allows.

Increase the DCE by delivering the orders in timely manner.

TAT assistance rate: BU (PSG) average time when these PSG orders are assisted and pushed to production.

AH Issue book

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Management

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Data Collection Plan

Define the measure

Source of the measure Timeframe

Sampling / subgrouping plan

(all, days, weeks, month)

Method to measure, collect, and/or analyze

data

What Where When Frequency / Instances How

Daily Open Order book assistance

rate

Resolvers CSR and TL

11/10/10

through

03/31/11 and beyond

Daily / Monthly Excel spreadsheet /

dynamic tables and trend

graphics / E-mail

Daily Open Order book assisted in

PSG

Resolvers CSR and TL

11/10/10

through

03/31/11 and beyond

Weekly and monthly

Excel spreadsheet /

dynamic tables and trend

graphics / E-mail

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Both daily measures continues and will be continued with the new process

Both daily measures continues and will be continued with the new process


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Primary MetricAssisted rate for the issue book

Operational Definition of Metric

Average assisted rate calculated in a daily basis.

Data Type Continues, untransformed daily average

Time Frame November 2010 – December 2010

Process Stability Statement Process is stable and predictable but not capable.

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Assistance RateProcess is stable and

predictable

Process is stable and predictable


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Secondary Metric Average age for PSG (Not Routing) assistanceOperational Definition

of MetricMean of PSG Assistance TAT process measured daily basis.

Data Type Continues, untransformed daily average

Time Frame November 2010 – December 2011

Process Stability Statement

Process is mostly stable, with one special cause due to holidays.

Process Capability Statement

With a baseline mean of 5.12 days TAT, the process is in WIP of meeting the 3.5 days goal.

DEFINE

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PSG Orders Assistance TAT




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Lean Assessment Matrix

Lean Area Project Importance

Category Principal None Some Major

Workplace Organization X

Workplace Standardized work X

Workplace Visual controls X

People Effectiveness X

People Quality at the source X

System Tool reliability X

System Cellular flow X

System Batch reduction or elimination X

System Pull vs push system X

System Point of use systems X

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Workplace category was

the most impacted

because we implemented the metric to

standardize the work.

Workplace category was

the most impacted

because we implemented the metric to

standardize the work.


Management

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Baseline Process FlowchartLean Assessment Before - Swim Lane

Flow Chart

Green processes circulated are the

ones that are mainly affected

(will be improved)

Green processes circulated are the

ones that are mainly affected

(will be improved)

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Measure Phase Conclusions

– Primary metric – Stable and predictable, but assistance rate is yet to low, since there is no goal, the team is not committed with this issue book assistance activity.

– Secondary metric – This is mostly stable and predictable, also the number of days to get the order assisted is way to high and requires to be reduced.

– Lean Assessment: Process complicated and with many hands off that may occur into many manual mistakes and extra efforts.

– Lean Tools used: Planning the data collection may focus the process into its own improvement, also it may help to define the required next steps in the process.

– Process Mapping, Detected process redundancies, they don’t add any value to it and can have disconnections.

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Cause and Effect DiagramWith 5-Why Method

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Management

We found the most common causes to be the lack of goals, metrics and training causing a reactive mode.

We found the most common causes to be the lack of goals, metrics and training causing a reactive mode.


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Analyze Phase Conclusions

– Conclusions from Cause & Effect diagram

• The main reasons for the activity to be Ignored were:−Lack of metrics−Lack of goals−Reactive mode

The activity was not being assisted, we’ve found that CSR is not measured based on a metric and supervisors and team leads are not aware of the complete status or not of the activity.

The lack of action taken, causes a reactive activity mode, once the orders are aged and the customer is inquiring them and the workload increases. This also affects the customer satisfaction in a negative way.

By ignoring this activity the team will receive many other request via email and phone related to the orders, increasing the rework volumes and increasing the need of invest more time and money since customer is now probably unhappy about HP’s order management/processes.

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Improved Process FlowchartLean Assessment After - Swim Lane Flow Chart

Key takeaways:Complexity in process has been reduced by half of handoffs.

Key takeaways:Complexity in process has been reduced by half of handoffs.

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Summary of ImprovementsProcess Changes Made

Before After

No metric associated Activity properly measure

CSR not accountable of activity CSR ownership

No goals for activity Enough data to establish goals

Reactive mode Proactive mode

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Primary MetricAssisted rate for the issue book

Operational Definition of Metric

Average assisted rate daily basis.

Data Type Continuous, untransformed daily

Time Frame December 2010 – March 2011

Process Stability Statement

Process mostly stable special cause was during the implementation period.

Process Change 1: Formal training and request for this SharePoint to be assisted daily basis, low assistance rate showed to the attendees (TL & Managers).

Process Change 2: TL advised and metric explained, manager supporting the new data and metrics to be achieved.



DEFINE

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Assistance Rate


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Secondary Metric Average age for PSG (Not Routing) assistanceOperational Definition of Metric Mean PSG Assistance TAT from process as measured daily

Data Type Attribute, untransformed Daily grouping

Time Frame December 2010 – March 2011

Process Stability Statement Process is stable and predictable as evidenced by the lack of special causes

Process Capability Statement With a baseline mean of 5.12 TAT (in days) , the process is in WIP of meeting the 3.5 goal.





DEFINE

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PSG Orders Assistance TAT

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Project Value Summary Table After Improvements

Soft Savings CategoryBaseline CODND

before improvementsEstimated %

SavingsEstimated Project

SavingsImproved CODND

After Improvements

Salaried employee costs to perform all process activities

$1,828,800.00 2.29% $ 41,910.00 $ 1,786,890.00

Salaried employee costs to assign and audit activities

$ 203,200.00 4.58% $ 9,313.33 $ 193,886.67

Improved TCEThere will also be efficiency savings and TCE increases related to the TAT reduction and

reduction of the number of reworks, but they are difficult to evaluate, as there is no dedicated metric in place.

Total Soft $ 2,032,000.00 2.52% $ 51,223.33 $ 1,980,776.67

Hard Savings CategoryBaseline CODND

(before improvements)

Estimated % Savings

Estimated Project Savings

Improved CODND (After

Improvements)

Total Hard NA NA NA NA

Grand Total $ 2,032,000.00 2.52% $ 51,223.33 $ 1,980,776.67

DEFINE

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Management






Management

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Project Value Calculations 1/2 After Improvements

Soft savings Reassigning the transactional activities among the team related to the issue book

managementBenefits = # of resources that could are assigned among the team for the activities = 72

Minutes Per Year: 112,500 Current Number of Employees CSR = 72 Current Number of Employees TL = 8 Saved per TL: 5,720 (saved 4.58%) * FTE Cost ($25,400.00) = $1,164.17 Saved per CSR: 2,860 (saved 2.29%) * FTE Cost ($25,400.00) = $582.33 Total savings: (#TL*$1164.17) + (#CSR * $582.33) Total Savings: $9313.33 + 41910.00 = $ 51,223.33 Cost for the entire team = 80 * $25,400 = $2,032,000.00 Saved %: $51,223.33 / $2,032,000.00 = 2.52 %

Benefits = (2,032,000.00 * 2.52%) = $51,223.33Baseline CODND before improvements = $2,032,000.00Baseline CODND after improvements = ($2,032,000.00 - $51,223.33) = $1,980,776.67

There will also be efficiency savings and TCE increases related to the TAT reduction and reduction of the number of reworks, but they are difficult to evaluate, as there is no dedicated metric in place.

DEFINE

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ANALYZEIMPROVE

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Management

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Improve Phase Conclusions

– Summarize the Improve Phase: Most of the improvements came from standardizing the work among the teams, measure the volumes and assistance and base in gathered data we are now able to establish SMART goals.

– Discuss before and after improvements for primary metric: Before we did not know where we were at and where we wanted to be, since there was not enough data and the activity was always attended in a reactive way so no standardized way to work was available/designed.

– Discuss before and after improvements for secondary metric: Started to gather data and storage to analyze the business behavior, now we have bases to establish and calculate future goals, also we now can see who does and who does not assist the assigned orders without the need of having a customer complaining about their orders being ignored or having the team lead manually reviewing order by order..

– Final project value estimate: Soft savings of $ 51,223.33 and also affects the TCE in a positive way, it helps to improve the TAT of orders helping to get them invoiced sooner.

DEFINE

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Management33

Control Plan

Improving the “Volume Direct Operations United States Public Sector” Issue Book ManagementControl Plan

Category

Task/Action

Control Plan Owner

Start Date /

Frequency

TargetCorrective

Action

Processes

Daily snapshot

Graphic delivered to Supervisors and Team Leads

Hiram Alvarez & Julio Solano

Current on going

Available, daily basis at 100%

TL to recognize or admonish the CSR.

Processes

AH Issue Book uploading

Leave available the data for the activity

Hiram Alvarez & Julio Solano

Daily Basis

Available before 10 AM at 100%

No aplicable

PeopleAssist orders

Dynamic table showing results to TL’s and supervisors

Customer Support Team Leads

Daily Basis

At least 80% of the orders updated in status.

Score for the CSR’s FPR

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Leveraging Opportunities

List possible areas for leveraging the

SMB&CE

DEFINE

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ANALYZEIMPROVE

CONTROL

Both business also assist their open order books with a few differences against PS but the 3 main topics are the same, their macro can also be standardized and published in a SharePoint to help in the data gathering and goal establishment.

Both business also assist their open order books with a few differences against PS but the 3 main topics are the same, their macro can also be standardized and published in a SharePoint to help in the data gathering and goal establishment.


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Follow Up Issues

– Areas for additional work

• Issue 1− Avoid deleting data from the SharePoint

− Avoid over-refreshing status that don’t need to be refreshed.

− Avoid using the Fixed status IF the order is not applicable to get this status (not fixed)

• Issue 2− Establish an audit processes for the NON-Refreshable statuses

• Team leads to assist with this, except for the Fixed comment that the Quality Team should also publish a table with the caught failures.

DEFINE

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Next Steps

– Include possible Duplicate orders

– Include over 25 days order status

DEFINE

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CONTROL


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Project Balanced Scorecard

Financial

– Soft saving for over $51,223.33 USD

Operational

– Improved operational efficiencies

– Improved TCE with HP’s processes

– Improve CSR scoring processes

Cultural change• Proactive mode

•New culture of working the Issue Orders

• CSR accountable of making sure the order routes/remain corrected.

Personal

– Expertise in project development

– Trainings were accessible and a great help for developing this project

– Belt trainings were helpful

– Learning is a continuous activity

DEFINE

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Management

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Team Recognition

– Core Team: Mariana Loera, Edgar González, Alejandra Rodríguez, Dalila Pompa, José Flores, Rajna Smilanova, Lorena Gutiérrez, María Espindola.

– Financial Representative: Eduardo Tabares

– Mentor: Raúl Chávez

– Denis Pryor & María Solis, for sponsoring and supporting this project.

– Extended Team: María Solis, Yuridia Jiménez, Luz Coria, Diego Torres

DEFINE

MEASURE

ANALYZEIMPROVE

CONTROL

Improve Issue Book Management

Documents

Transcript of Improve Issue Book Management