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www.thelabconsulting.com [email protected] 201.526.1200 Improve Smarter. Supply Chain Operations: Distribution, Sales and Support Finding Non-Technology “Industrialization” Improvements
www.thelabconsulting.com [email protected] 201.526.1200 Improve Smarter.
Supply Chain Operations: Distribution, Sales and Support
Finding Non-Technology “Industrialization” Improvements
1 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
History, Approach and Work StyleDiverse Clients and Industries
Recent Clients History, Approach and Work Style
History…• Founded in Cambridge, MA (1993) by alumni of the world’s largest consultancies
• Targeted an overlooked segment: “Non-technology” operations improvements
– Comprise 70% of all available improvements
– Hide in plain sight
– Concentrated in Knowledge Worker areas
• Fortune 500 Clients – 60% in Services Industries, 40% in Supply Chain Industries
• More than 500 engagements completed since 1993
• On average, 30% of engagements include multiple, international locations
• Currently headquartered in Houston, TX
The Lab Approach…• Exclusive focus on non-technology improvement:
– No capital investment
– No outsourcing
– No regulatory involvement
• Uses the world’s largest database of improvement templates
– Most operations activities are similar (70% or more similarity)
– Consequently, improvements are similar
– The Lab’s templates avoid paying to “reinvent the wheel”
• Provide a self-funding, money-back guarantee on each phase of every engagement
• Two-step project approach “self-funds” in 6 to 8 months
• Delivers 2-5x return within one year of implementation launch
• Minimizes client risk at every step, beginning at week one
Work Style…• Frugal analytical design, avoids “over analysis,” aligns objectives of both client and consultant
• Incorporate existing client work-to-date: analysis and improvement
• Low key, non-disruptive to the business, respectful of clients’ time
• Fact-based, rigorous, collaborative, non-threatening and non-arrogant
• The Lab’s work product, templates and tools are transferred to client teams
Clients engage The Lab to find more improvements and accelerate results.
FAQs from Internal Teams
What methodologies does The Lab use?
A
Q
Any and all that work.The Lab’s improvement templates incorporate proven methodologies: Lean Six Sigma, Voice of the Customer, Benchmarking, Leading Practices, Business Process Mapping and others.
Doesn’t The Lab find the same improvements?
A
Q
No.The Lab’s improvement templates identify 3-5x more Non-Technology Improvements than even the best internal teams.
Never.Internal teams provide roughly two-thirds of our new client introductions. The Lab can transfer templates to internal teams to increase effectiveness.
Does The Lab replace internal teams?
A
Q
2 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
“Industrialization” Opportunities: Factories “Upstairs” & DownstairsBusiness Processes and Methods (Expenses) Can Be Standardized into Valuable Intangible Capital (Assets)
Finance
Mfg. Plant Manager
Plant Ops Manager
Production 100Intake Finishing
300
Scheduling
COO
CEO
Research & Development
Other Business Line Factories
1
2
3 “Upstairs Factories”Enterprise Level
KNOWLEDGE WORK
MANUAL WORK
“Upstairs Factories”Plant & Network Level
“ Downstairs Factory”
Manual Labor Plant Equipment Waste, Scrap
EXAMPLE
EXAMPLE
EXAMPLE
Tangible CapitalIntangible Capital“Competencies”
Conventional Shop Floor “Industrialization”
Note:
1: The accounting treatment will not change, but performance and value can rise dramatically.
Industrial Engineering
Kaizen Teams
Quality Management
Marketing Sales Force
Production 200
Field Sales & Support
Quote to Cash
Customer Service
Procure to Pay
Contact Centers
Materials Management
Distribution
Supply Chain Operations
3 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
An Overview: Non-Technology ImprovementsInefficient Business Processes and Customer Over-Service Dominate the List
Major Challenges to Finding Non-Technology Improvements
1
2
3
4
Find new places to look for improvement:a. Knowledge Workb. “Upstairs Factories”
Discover new ways to see opportunity:Virtuous Waste
Adapt familiar methods to new areas:Industrialization
Visualizing the value:Knowledge Work Industrialization
The Vast Majority of BusinessImprovements Are “Non-Technology”
Class I Improvements
Technology neutral
Class II ImprovementsTechnology dependent
75%
25%
Class I Means No Technological, Strategic or Regulatory Change
Technology
No
Yes
Class I
Class II
Product/Service
No
Yes
Business/ Distribution
Strategy
No
Yes
Physical
Infrastructure
No
Yes
Regulatory
No
Yes
Non-Technology Improvements Target Four Groups of “Competencies”
Measurement Imbalance
• Over-emphasized metrics:
• Under-emphasized metrics:
Under-Managed Capacity
• Failure to document, quantify and manage work tasks and organizational capacity
Over-Served, Mis-Served Customers, Markets
• Organizations’ efforts are unbalanced:
– High priorities under-served
– Low priorities over-served
• Markets are similarly mis-served
Inefficient Business Processes
• Typically 25–40% of business process work steps represent Virtuous Waste
– Rework
– Over-service
• 75% of these tasks can be eliminated in six months, without technology
– Productivity
– Quality
– Unit Cost
– Customers
– Revenue – Volume
15%
10%
20%
55%
– Redundancy
– Missing data
April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc. 4 of 11
Overcome the Challenges: Find Non-Technology ImprovementThree Perspectives Fundamentally Change the Conventional Improvement Approach
New Places to Look: Knowledge Work
New Uses for Familiar Methods: Industrialization
New Ways to See Opportunity: Virtuous Waste
Sources: 1 W. Reinhardt, B. Schmidt, P. Sloep and H. Drachsler, “Knowledge Worker Roles and Actions—
Results of Two Empirical Studies,” Knowledge and Process Management, 18 (2011): pp 150–174. 2 Ian Brinkley, et al., Knowledge Workers and Knowledge Work, (London: The Work Foundation, 2009), p 52.
Knowledge Workers:
have ‘many’ knowledge tasks
have only ‘some’ or ‘few’ knowledge tasks: STANDARDIZE
33%
67%
• Closing Tasks: Preventable Rework
• Ad Hoc Reporting: Excessive, Avoidable Levels
• Accountant Procedures: Inconsistent Tasks
• A/P Invoice Processing: Poor Guidelines
• Cost Allocation: Inadequate Procedures
• Audit: Improve Consistency, Coordination
• Excessive Reporting
– Over 10,000 management reports
– Few or no standards
• Cataloging and Content
– No report directory or schedule
– No “Bill of Material”
• Authorization guidelines
– “Anyone” can request reports• Intake Errors
– G/L entries
– Chart of accounts
– Posting disputes
• Requests
– Drop everything
– Not controlled
REPORT
The Finance Group “Factory” Analogy
Intake Improvements 20% of Total “In Plant”
Improvements 60% of TotalOutbound Product
Improvements 20% of Total
Common perception says that Knowledge Workers “solve
non-routine problems…that require creative thinking.” 1
However, observations show that two-thirds of
“Knowledge Workers” actually toil at mundane,
repetitious tasks – and 42% feel over-skilled for their job.2
Intangible waste• Incorrect orders• Customer over-service• Sales downtimeis perceived as unavoidable.
Remediation seen as “virtuous activity”• Saving revenue• Serving customers• Helping sales staffMinimal effort is made to reduce “Virtuous Waste.”
Knowledge Workers spend an average of one-third of their time on Virtuous Waste.
Tangible waste• Scrap• Returned goods• Idle timeis viewed as avoidable.
Remediation efforts seek to reduce the waste at the source.
5 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
Virtuous Waste: Customers’ Statements Are Often MisinterpretedBetter Understanding Can Deliver More and Simpler Improvement Opportunities
Conventional Informal Methods
• Speak with Sales Reps
• Review customer inquiries,
complaints
Conventional Formal Methods
• Customer satisfaction surveys
• “User Needs” surveys
• Net Promoter Score (NPS) index
• Marketing surveys, analytics
– Focus groups
– Questionnaires
Conventional “Voice ofthe Customer” techniques are helpful, but often fail to recognize differences in perception.
Customer Value Model (CVM): Compares the priorities of customers (internal or external) as perceived by multiple parties — customers, management, front-line employees — to the service elements and service levels provided. Key improvements/operating measures are prioritized to improve alignment with the CVM and reduce over-service, under-service and mis-service.
ClientCo’s Internal Six Sigma Team
• ClientCo perception: “Customers want their first check sooner.”
• ClientCo purchased a technology upgrade– Cost: $2.7 million– Lead time: 26 months
• New technology reduces check issue cycle time by 2/3.
The Lab’s Customer Value Model (CVM)
• Customer perception: “Nobody told me when to expect the first check.”
• ClientCo response: “Retirees never listen. The info is in their pocket folder.”
• User-unfriendly pocket folder:– Over one inch thick– 60 loose leaf pages
• The Lab’s non-technology solution:– Placed Post-it® note on pocket folder– Eliminated 60% of “first check” inquiries
Customer Needs
Prompt first payment
General information
Courteous service
One-stop shopping
Admin. quality
2.
1.
3.
4.
5.
Customer Needs
Investment security
Admin. quality
Personalized service
General information
Accessibility
2.
1.
3.
4.
5.
ClientCo Perceptions
Customer Perceptions“Where is my first
monthly pension check?”
“Where is my first monthly pension
check?”
“Faster!”
“When?”Software Upgrade
Post-it® Note
6 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
Phase I: Analysis and Design (7-8 weeks) Phase II: Implementation (Typically 3-6 months)
Process Improvement Records
Self-Funding Business Case & Work Plan
End-to-End Analysis
August 20xx
Improving Financial Services Operations:The North American Improvement (NAI) Initiative
Process Improvement
Records
Approved by:
Data Tracked by:
Time frame:
X
X
X
X
X
X
X
TBD Date Originated TBD
Date Assigned TBD
Planned Completion TBD
Actual Completion TBD
X Week One
Week Two
Week Three
X Week Four
X Week Five
Week Six
Week Seven
Date:
IMPROVEMENT PLAN RECORD
Workstream - #20 CART Inbound Data Quality
Location/ Process CART Inbound Data QualityClientCo
Opportunities Key Improvement Opportunity
Impact Benefit per Year
Areas Addressed Work Plan Actions
Policy
Training
Accuracy/Quality
Service/Timeliness
Customer
Other
Cost/Productivity Financial Benefits Operational Benefits
System
Process Change
Other
Location/Area Impacted Solution
Area 2
Area 3
Area 4
Area 5
Key Dates
Area 1
Call Center
PCM
CMB
Branches
CART
Data Tracking OutputDepartment Impacted
Solutions Decision Log Controls
Solution #:
0026, 0116, 0186, 0197, 0227, 0249, 0297, 0422, 0446, 0461, 0543, 0548
1. Increased clarity on policies and guidelines. 2. Elimination of redundancies in processes. 3. Increased customer satisfaction. 4. Fewer touch points between CART and front office.
1. Impacted teams include CART, Branches, Contact Center and PIB 2. Benefits will be realized through reduced rework, decreased cycle time and more accounts being opened. 3. Targeted Benefit: $280K-$360k
All accounts opened online go to the CART team without any pre-review. These accounts are opened automatically, but about 30% are not qualified and must be closed following CART review, wasting time and generating customer complaints. CART requires that prior to manually faxing the application packet to CART, all ID information must be handwritten on the photocopy even if the ID is perfectly legible, which is redundant work that adds no value. When faxing 50+ page packages to CART for review, one incorrect page can cause CART to require the entire package to be resent. It can take 5-15 minutes per package depending on the speed of the fax machine, time that might be needlessly doubled. Online account opening questions do not currently address all KYC questions; therefore, 100% of accounts require follow-up with the customer. This causes unnecessary follow-up and delays in the account opening process.
1. Observe and analyze end to end account opening process in CART.
2. Analyze incoming volumes of account openings tasks.
3. Validate amount of times that the front line incorrectly enters information into the account application
4. Validate online channel has a rejection rate of 30%.
5. Validate whether online channel has all of the required KYC information that is needed for CART team.
6. Partner with PIB team to work on understanding reasoning for online channel not having all of the requirements and how to institute a preliminary risk check online.
7. Identify CART and front line employees that make recurring errors.
8. Collect cycle time information of reaching back out to the customer every time an internal error occurs.
9. Identify "nice to haves" vs. "need to haves" through partnership with CART SME and front line SME
10. Observe the churn and handoffs involved in account onboarding to validate time impact of errors.
11. Input error log for each CART member and front office team members..
12. Create a list of most common inbound and outbound data errors
13. Educate individual CART employees and front line employees with the highest errors and the new established best practices.
14. Monitor inbound data quality change after best practices are in place.
15. Keep inbound data quality tool in place to monitor improvement on inbound data.
1. Implement inbound data quality tracker for a series of weeks to establish primary sources of errors. Uncover CART employees and front line employees that provide the most error prone data. Implement best practices to curtail and limit the data errors that create the most rework.
2. Data Requirement
• Incoming volume of applications..
• Amount of time spent reviewing an application
• Workforce delegated to account openings
• Amount of applications that are sent back to the customer for more information
• CART employees with the most errors sent to front line/customers
• Front line analysts with the most recurring errors sent back to CART team.
• Cycle time of the account opening process.
Map Contributors
Vina TrieuElaine DuongAngela WillamsNancy RamirezJohn B.WalterMacaria MartinezJoe Turda
LEGEND
Activity Description
Decision Box
Excel/AccessCalculation
Low-Value Added Activity
Quoted Class I Opportunity
#
Quoted Class II Opportunity
#
Industry Best Practice#
Best Practice In Use#
Key Performance Indicator
Comment, Additional Information
List
Important ProcessDetail
System Cycle-Time / Time
Live Photos & Scans
Process Split
ClientCo Branches
New Account Review Team
Branches generate a signature card in
System G and gather necessary
documentation from the customer
All documentation,signature card, andsignature specimen
card are placed in to a bag
All bags are placed in to a large bag at the end of the day and sent to Mail
Services
Mail Services separates all bags received from
the branches each morning and distributes them to New Account
Review
New Account Review divides the bags in
amongst the processors
Processors are responsible for an average of 50 branches per FTE
Processors open their bags and remove the signature specimen
cards to be hand delivered to Account
Services
11 FTE
New Accounts Review receives an average of 1500 new account reviews per day
Each FTE works an average of 140 new account reviews per day
80% of account reviews are personal accounts while 20% are business accounts
Processor removes the Transmittal letter in
each bag that lists the account documentation
within the bag
80% of a processor’s time is spent on business account reviews which represent 20% of total accounts reviewed
The Processor checks the hard copy
documents received in the bag against the
account information in System A
Does the information
match?
The processor pulls up first account for review
in System A
Does System A indicate that the account needs to
be reviewed?
If the account is a new personal account with no added nuances and the signature card has been uploaded by the branch in to System F, then the account does not need to be reviewed.
Processor moves on to next account review
NO
YES
40% of all accounts do not require a review
Record all account review information in
System E
YES
Separate and batch account documentation at the end of the day to be picked up by System
F imaging
Record all account review information and
errors in System ENO Follow-up with branches
on all outstanding errors
Processors follow-up with all outstanding errors that are approaching the account closing deadline
Processor manually picks up batched
account hard copy documentation from the previous day’s workload
6 FTE
Processor scans hard copies in to System F
Assign index number to each scanned image
Check index number and images to the hard copy documentation for
accuracy and completion
Do they match?
Processor moves on to check next account in
System FYES
Processor corrects the error and then moves on to check the next account in System F
NO1 FTE performs all follow up on outstanding errors
Client Operations
Function Group
Customer Service
Operations
The branch requests a ‘line of credit’ for a
customer
The request is placed into the OCF pending ‘line of credit requests’ folder (automatically)
80% of ‘Open Line of Credit’ requests are automatically sent to the Pending queue folder
Email box receives ‘the line of credit’ request
Anything that is left in the email box that did not get auto moved is
moved manually to pending ‘line of credit
requests’ folder
20% of requests are manually moved to pending line of credit folder - 1 FTE spends a little time doing this
Check the pending folder and process the
‘line of credit’ (CashReserve) request
Is this a previously
closedaccount?
E-mail branch request and 8 screen shots of
System A account information to Credit
Center
‘Open’ System G cash reserve manually
Based on inquiry record,FICA score, Credit line approval, Branchemployee making inquiry,referral (not critical, can be blank)
Enter maintenance tab on System G and
manually change date based on approval date
of cash reserve
Is line of credit approved from
System H Inquiry
Record?
Reject the request
YES
System G System G
80% of inquiries will need the date changed in System G. All requests that are approved with a previous
date will be changed.
Send Email to the bank branch of the Cash
Reserve approval, andconfirmation of cash
reserve
Input all information from System H in to
System G
System G
A customer reports a lost checkbook, lost
debit card resulting incash reserve transfer from ‘old checking’ to new checking account
Email box checkbook request from Branch to
pending folder
Access the ‘Cash Reserve Transfer’ email template and copy and
paste original email
Is the request for transfer filled out
properly ?
Check account title information on the old
and new checking account
YES
Branch supplies the missing information for
the transfer
NO
On emailAccount title has to be the same, copy and paste original email (credit center wants an explanation on why transferring),
Attach 11 screen shots for the old and new
account from System C and System A
Attach branch explanation of why the cash reserve transfer is
required
Email the Request for approval to the ClientCo
Credit Center
The cash reserve transfer email is
received from the OCF Group
Review the customers account on the email
Was Cash Reserveclosed by
credit center previously?
Decline the request and communicate decision to
OCF Group
The Credit center could have previously closed the account due to a customer bad credit rating/ score and closed in quarterly process
YES
Approve the request and communicate
decision to OCF GroupNO
Notify the customer with the decision and include
contact information in case of questions
NO
YES
NO
Retail Request Review and Processing Commercial Request Review and Processing
System FSystem E
System ASystem A
System E System F
System F
System F
Select the update button to open the cash
account
Is the cash account
request from a previous day?
No further action is required
NO
YES
Other OCF Work StreamsChange of AddressesRedeem Savings BondsCheck OrdersFee ReversalsIncentivesWelcome BonusesException CodesStatement MaintenanceFee WaiversACH BlockStop Payment ReleasesAccount ReactivationVOD“0” Balance ReportInterest ReportingWiresBank by MailReturn MailOffice of the President Requests
Check Inquiry record System J for credit
report, and credit line approval amount
Credit Center reviews request
Does the credit center approve the request?
YES
System J
Reject the request
5-6 Cash Account requests come in daily
5-6 transfer requests come in daily
Processor monitors e-mail box for deposit or withdrawal requests
from Non-BankFinancial Institutions.
Processor takes the information provided in the e-mail request and creates a fund transfer
request
Does the tax ID# in the e-
mail match the ID# in System
A?
Complete the transfer template on the shared
drive and send the template to the Wire
Transfer Department to process
NO
Electronically transfer the deposit or
withdrawal on System AYES
Enter all transfer information in to the
PromontorySpreadsheet
Check to make sure that the information entered
in to the Promontory Spreadsheet balances against the Total Bank Solutions Spreadsheet
Do the spreadsheets
balance?
The balance can not be more than 1 cent off.
Enter in to the FI site that requested the transfer and submit ClientCo’s balance
YES
Investigate and attempt to locate the source of
the errorNO
Can the error be fixed by the
processor?
YES
Processor fixes the error and checks to
make sure everything balances
Enter in to the FI site that requested the transfer and submit ClientCo’s balance
Processor sends an e-mail or calls the
relationship manager informing them of the
imbalance
NO
The relationship manager contacts the client to get the error
resolved
System A
Receives an average of 5-6 requests per day
The transfer will be rejected if the FI transfer requests has more than 6 transactions outside of money market accounts.
Front Office Analyst enters client request
information in to System B
System B assigns a case number and sends
it to its appropriate queue
Examples of Requests
ü Adjustmentsü Collectionsü Missing Itemü Encoding Errorü Domestic and
Foreign Collection
ü Stop Payment
Special Handling clients skip the Front Office and send e-mail requests directly to the Research Team
Cases prioritized based off of client priority ranking and urgency of request
Processor performs research on the request
Request research can take any where from 1 day to 6 months based on the complexity of the request
Is a resolution found?
The request escalates to the Case Team to research and review
NO
The Processor logs on to System B and inputs
the resolution information in to the
existing case
YES
The Processor takes the necessary steps to
complete the transaction
Transactions may fall under 17different work flows in order for the process to be completed
Processor sends follow up communication on all
cases that have been outstanding for more
than 2 weeks
Research average 10-30 new requests per day.
7-10 cases are completed on a daily basis
25% of all cases require communication with entities outside of ClientCo
System C
System B
System C System A
System A
System D
Requests from the CSD Front Office come in to the customer service queue in System B
Request Types
ü Cashier Checkü Advancesü OLA Transfersü Foreign Draft
Issuanceü Foreign/Canadian
Deposits
The queue is prioritized by clients with priority
status and urgent requests
Processor actions the first request in the
queue and looks for accuracy and authenticity
Does anything look
suspicious?
Processor completes the request and logs all
information in the production log
NO
Processor investigates anything that looks
suspicious and attempts to validate the
information provided in the request
YESCan the
information be validated?
The processor may request that the FO associate place an outbound call to the client to validate the information provided
NO
YES
Processor completes the request and logs all
information in the production log
Does the client validate the information?
YES
The request is rejected and the FO notifies the
clientNO
System B
The physical check from the client is received by
Customer Services
The Processor calls Foreign Exchange for
the correct foreign exchange rate
Is there a special rate involved?
Processor checks for special deal rate on
System I
YES
Processor fills out the jacket and deposit slip
utilizing the correct foreign exchange rate
NO
The check, jacket, anddeposit slip are sent to Proof to be processed at the end of the day
5-10 checks are received each day
SampleCustomer
Service Request
System I
Processor opens first request in the New
Account queue
Prints off all attached worksheets
Processor enters all account information
provided in the case in to System G
Processor checks System A to see if the
client is an existing customer
Is the client an existing
customer?YES
Processor calls Check Systems to see if the client has any records
NO
Does the client have any records?
NO
Return the case to the FO and log the reason
for rejection and all other notes in System B
YES
System G generates an account number and the
processor e-mails the account number to the relationship manager initiating the request
Processor logs all notes in System B
Prints the clarified case and files the printed worksheet and case
Normally about 5 pages to be filed per new account request
Quality Control picks up the filed cases the
following morning for review
An average of 30-50 cases are received each day
System B
System A System BSystem G System G
Courier goes to the State Department and picks up all warrants and delivers them to
Vendor A
Vendor A scans all warrants and send the images and a customer
log to BOS
Item Processing sends an e-mail each morning providing all other state warrant and WIC check
images
Processors hand write GL tickets for each item
coming in from Item Processing
Processor fills out a deposit slip for each
warrant
The State Department sends notifications of any adjustments that
need to be made to the warrants
The processor types debit notification for the
funding of state warrants and WIC
checks
Are there any adjustment to
be made?YES
The processor hand writes GL tickets for
each of the adjustments
NO
All deposit slips and other GL tickets get sent
to Proof
The GL tickets are then sent to the GL
Adjustment Team for processing
An average of 30-75 warrants are received each day.
Typewriters are used to type all debit notifications.
New Account Review - Retail
Client Operations Function – Cash Reserves Process
Research
System F Imaging Team
Credit Center
Lost Card, Lost Checkbook, Transfer Cash Reserve from Earlier Checking Account to New Checking Account
Composing the email with the ‘copy and paste’ of the original email, the 11
screen shots of old and new account information, and the reason for transfer takes 12 minutes and occurs 5 times a
day.
New Accounts - Commercial
Canadian Deposits
Government
Non – Bank Financial InstitutionsCustomer Service Queue
No volume or productivity reporting exists for Government and Non-Bank Financial Institution deposit and withdrawal requests.
1
The entire Promontory spreadsheet is password protected. If cells need to be altered or fixed, only IT can fix it, sometimes up to a day later, delaying the customer request processing.
2
The Research team spends 10-15 minutes a day manually sorting through open case files in System B in order to perform their bi-weekly follow-up communication. This manual process diverts the Research teams attention away from primary task of processing requests.3
Front Office analysts assign the wrong case type to 5-10% of all requests coming from commercial customers. CSO Analysts take 2-3 minutes per error to return the case and explain the source of the error4
Front Office Analysts will sometimes group multiple cases from one client under one case number. When those errors happen, accuracy in volume tracking is hindered.
5
60% of the time the additional information tab in the System B case file for Cashier Check Requests are not filled out by the Front Office Analyst. BOS analysts spend an additional 1 minute fixing these incomplete case files.6
An average of 10 BOS analysts spend 30-60 minutes a day utilizing a typewriter to manually create debit and credit ticket receipts in order to send archaic carbon copies off to clients.
7
BOS receives Bank by Mail checks and must spend time reviewing them for accuracy before sending them to Proof a wasted effort as Bank by Mail checks do not require review.
8
Supervisors and Work Directors in BOS are spending 25% of their time on lower level front line tasks due to inadequate staffing and task alignment.
9
BOS supervisors are spending an average of 1 hour per day inputting and following up on employee time cards. This is a low value-add task diverting supervisors from team development and management.10
5% of all signature cards are not scanned in to System F by the branches. The System F Imaging Team spends an additional 4-6 hours per day scanning in the missed signature cards.11
10% of Shared Services KQI weekly reports sent to the branches have errors. The New Accounts Review teams spends an average of 3-5 hours in branch resolution communication for each erroneous report. 12
Some branches miss or come close to missing deadlines to correct new account errors flagged on the high priority exception report. One Processor on the New Accounts Team spends 30 minutes daily following-up with these branches.13
Each account package sent in to the New Account Team for review has duplicate confirmation pages. Each processor takes 5 sec per file to remove and shred these duplicate pages. 14
Branch and New Account Review supervisors perform duplicate Enhanced Due Diligence Process reviews. These redundant reviews take just the New Account supervisors 3-5 hours per day.15
Lack of communication for process changes lead to extended process implementation times.
16
There is no standard update/review process for the Standard Operations Manual. Reported errors may not be corrected for up to 6-12 months. Each New Account Review FTE spends an average of 30 minutes a week communicating with branches on errors derived from issues with the Standard Operations Manual. 17
20% of all cash account requests sent from branches to OCF are incorrect or incomplete. OCF processors spend an additional 2-3 minutes on each issue on "error e-mails" back to branch to correct the errors.18
80% of all welcome bonus requests coming in to OCF are due to erroneous codes being entered by the branches. OCF processors spend 2-3 minutes per welcome bonus request fixing these code errors. 19
1 FTE on the Commercial New Accounts Team spends 4-6 hours per day correcting field relationship managers' interest rate errors on new accounts.
20
The BOS Customer Service Team spends 1-2 hours per day hand writing deposit slips to send to Proof for processing. This manual, low value added process is being completed by 5 skilled processors.
21
Construct a daily plan versus actual approach and utilize management reports to control the work routine. 1
LP
Work from one new account file (preferably electronic) and seek to limit the manual copying of specific new account documents and adding to the hard copy file.
2LP
Create weekly activity report to track volumes and plan work3
LP
Create an integrated data warehousing repository which allows the easy transfer and sharing of data between department functions and systems.
4LP
Definitive service level agreements (SLAs) should be agreed upon and continuously monitored5
LPDevelop easily measurable, short-term production and quality metrics, such as documents scanned per hour, percentage of documents with errors, etc.
6LP
Ensure that image exchange systems include robust indexing and audit trail features, since there is no paper trail.7
LP
Ensure that there are adequate security controls to protect the imaging system and confidential customer information.
8LP
Ensure that newly-entered information is automatically updated in all related systems to eliminate redundant data entry and reduce the potential for errors.
9LP
Devise a checklist/procedure that mandates the way inbound documents have to be handled and includes the provision of signatures between staff in charge of different parts of the document control process.
10LP
Develop standards for classifying and routing incoming documents [e.g., complete/incomplete, simple/complex, internal/external, high/low priority, etc.].
11LP
Develop a role and responsibility chart that documents all tasks, responsibilities, and timeliness expectations for all steps of a process.
12LP
Achieve straight through processing for new business by replacing spreadsheets and manual processes for quoting, approval and new account setup using smart forms, automated workflow and integrated to back-end systems.
13LP
Converting legacy data to a newer system allows reporting to be more accurate and easy to reconcile, greatly reducing costs.
14LP
Meet to review the success of internal service level agreements in operation with upstream and downstream transitioning partners.
15LP
Post key service and productivity indicators for operations and update weekly with attainment percentages. Develop competitions between teams to achieve and exceed service and productivity targets consistently.
16LP
Ensure processes are documented and training is in place to maintain compliance and consistency17
LPRecognize individuals and teams in non-monetary ways, such as celebrating with department luncheons, team building events, contests and games, or community service projects as a team.
18LP
Reduce the time required to process transactions and address client inquiries by having all necessary information readily available with automated processes and systems.
19LP
All file material must be in chronological order. Discard all duplicate file material. Multiple volume files should be numbered.
20LP
Calculate unit costs daily for work items based on labor costs so all levels of managers have an immediate, bottom-line understanding of the impact of productivity swings.
21LP
Use materiality limits to reduce entry and account detail and manage time spent on small items. Correction of errors and adjustments, if immaterial, are done in the following month's reconciliation.
22LP
Develop standard capacity modeling and forecasting systems across all departments to increase accountability, determine proper staffing levels and improve resource sharing.
23LP
Document all processing and servicing routines across the organization for training purposes and operational consistency.
24LP
Emphasize employees' role in the business process with an understanding of upstream and downstream impacts instead of being task-oriented.
25LP
Ensure standardization of all inbound forms, documents, and data elements to allow for smooth work flow and to reduce the potential for error.
26LP
Excessive data checking and rechecking removes accountability from users and creates an atmosphere of "someone else will catch it." Assign clear quality standards and accountability for errors and follow up when errors occur.
27LP
Involve agents in continuous process improvement in a structured and results oriented fashion, such as focus groups.28
LP Perform random audits of documents/application packages as they come into a processing area to identify and quantify opportunities for data improvement.
31LP
Tier staffing levels to accommodate peak hours, days or weeks. Utilize seasonal, part-time and contract workers to avoid staffing to peak demand levels or overstaffing during lower demand times.
32LP
On almost all of the 3 to 4 daily new daily accounts, branches send the wrong code for opening the $50 account bonus. This creates 4 to 5 minutes rework for BOS once and the Branch twice.22
300 branches are unfamiliar with System G for the Cash Reserve Overdraft protection. About 5 times a day they unsuccessfully try e-forms to change the account, leading to 4 to 5 minutes rework each time.23
An ineffective project requirement documentation process without proper front-end accountability for senior management or analysts results in compressed back-end project cycle timelines.24
Resource constraints and poor technology testing environments slow the new product-to-market offerings. The perception is that senior management and retail do not appreciate these hurdles.25
There are analysts all over this company. Their true value-add and potential redundancies need to be assessed, hopefully eliminating silos and perceived "turf protection."
26
Without proper, consistent front-end projects requirements documentation, appropriate input and stakeholders only enter later in projects. This delays and extends project timelines.
27
There is poor documentation of processes and best practices as well as prior projects and enhancement. The lack of historical reference enables lost knowledge and repeated future errors.28
Defect management on major initiatives is disconnected as System Integration Testing (SIT) tests specific pieces instead of end to end processes, failing to find errors. A majority of end-to-end testing falls upon the small group at Defect Management who struggle to meet enterprise-wide workload demands.
29
The testing environment at ClientCo is not truly representative of the production environment, leaving less than optimal testing.
30
As UAT occurs across several teams at ClientCo, there is redundant testing occurring.
31
The Workbench QC tool has not been fully developed and implemented bank wide. Fragmented implementation results in a lack of continuity and contributes to the ongoing siloed environment of ClientCo.32
ClientCo uses a ghost system for pre-audits right now on the legacy applications that increases handle times and creates lengthy workarounds.
33
Up-front project business requirement documentation is often populated with "nice-to-have"s versus core requirements for base-level implementation. This increases the odds of ineffective execution, wasted effort and frustration.34
The UAT process remains very manual intensive, a costly and slower methodology.
35
August 20xx
Improving Financial Services Operations:The North American Improvement (NAI) Initiative
Existing Data Assessment
23 © Lab Consulting Partnership, Inc.
Account Executives with Lower Net Sales Make Fewer Calls
Net Sales vs. Total Calls by Account Executives(August 2013 - March 2014)
0
500K
1000K
1500K
2000K
2500K
3000K
3500K
0
500
1000
1500
2000
Account Executives
Tota
l Net
Sal
es
Total Calls
Net Sales Total Calls
Improving Financial Services Operations:The North American Improvement (NAI) Initiative
Key Opportunity Summaries
August 20xx
4 of XMonth Day, Year | Deliverable.Area.ClientCo.Initiative | © Lab Consulting Partnership, Inc.
Opportunity
Key Opportunity #1Process Improvement
1. Collect documentation, review and identify:
– Processes that could be improved, streamlined
– Low value add activities within processes
– Opportunities to improve processes/service based on interviews and observations
2. Perform gap analyses to determine:
– Any low value add activities/inefficiencies that cannot be changed [e.g., regulatory/risk related]
– Actions required to redesign processes
3. Form a cross-functional team charged with revising processes so that they are:
– Streamlined with minimized handoffs and no duplication of activities
– High value-added
– Cost effective
4. Rationalize and standardize processes through application of industry leading practices.
5. Identify and eliminate manual processes where automated tools are available. Prioritize others for future automation.
6. Test new processes [automated and manual aspects]:
– Measure and document efficiency and effectiveness of new processes
– Revise as necessary
7. Create and maintain documentation and “FAQ” tools, preferably on the intranet.
8. Designate a team or individuals to document and maintain revised process documentation and procedures.
• Expeditedissueresolution
• Additionalresourcesfreeduptoaddressissues
• Consistenthandlingof,andresponseto,processingneedsandbarriers
• Process,cycletimes
• Productivity-individualandarea
• Errortrackingbyareaandprocess
• Processingcosts
• Increasedproductivityandorganizationalcapacity
• Clearlydefinedoutcomesandoutputs
• Removalofhighlymanualandpaper-heavyprocesses
• Betteroverallunderstandingofcomplianceandregulationsaswellaschanges and updates
• Redesignandexecuteimprovementopportunitiesthathelpfixprocesses
• Initiatestepsandtoolstocorrectoperatingdisciplineinadequacies
• Eliminateworkaroundsand“creative”adaptationstoprocesseslacking straight through workflows
• Updateandutilizetheprocessmanualtohelpguidestaffunfamiliarwith the current and new processes
• Useandconstantlyupdatetheprocessmanualthathasbeenestablished in the organization. Review the manual after every major procedure change so that proper standards and processes are maintained
• Eliminatemanualentriestominimizereworkanderrorsduetohavingmultiple systems and inputs for the same information.
• Identifyandstandardizetheseworkaroundsacrossareastoleverageleading practices and align with long-term technology improvements and current employee skill set
Implementation Approach Target Benefits
1.017 1.041 1.050 1.051 1.075 1.085 1.089 1.109 1.156 1.162 1.163 2.012 2.021 2.022 2.028 2.029 2.030 2.031 2.045 2.046 2.054 2.066 2.071 2.076 2.093 2.094 2.095 2.101 2.102 2.136 2.137
Objective
Individual Improvements
Key Metrics
Customer Impact
Installation delivers 50% of improvement benefits
Jointly Design Improvement Plan
• Activity-level improvements
• Organizational validation
• Key Opportunity Summaries
• Sponsor-led prioritization
Create Process Improvement Records
• Operational ‘change orders’
• Implementation work steps
• Improvement targets
• ‘Hard-dollar’ benefits
Senior Executive Sponsor Role
PIR
Finalize Outputs, Prep for Launch
• Business Case (ledger-line)
• Implementation Plan
– Non-technology
– Self-funding
Analyze Operations, Processes
• Standard analysis plan
• 6 analytical tools
• Collaborative review
• Weekly updates
• Announce the project • Prevent ‘false precision’ • Review findings • Favor action and resultsEstablish a cycle:
‘Lather, rinse, repeat’Optimization delivers remaining
50% of improvement benefit
Create, Refine Capacity Models
• Standard activities
• Unit productivity
• Workload forecasting
• Backlog management
Redesign Jobs, Organizations
• Job redesign:
– Job tasks, skills
– Performance goals
• Organization options:
– Resize
– Redeploy
Establish PIR Installation Cycle
• Implement change
• Limited ‘pilot’ scale
• Monitor; optimize
• Implement full scale
1
23
Job Position and Organization Change
Change Installation Cycle
1Implement
‘Pilot Stage’ Process Change
3Refine End-to-End
‘Future State’ Processes; Scale up
2Optimize
Change with Capacity Model
CAPACITY
M O D E L
‘Lock up’ gains; measure and continuously improve
Install Desk-Level Standards: ‘Placemats’
• Standardize desk-level tasks (Placemats)
• Tune up/add new metrics, e.g.,– Ease of business– Value (customer view)– Revenue lift
PLACEMAT
Operating Routines and Reports
Improving Financial Services Operations:The North American Improvement (NAI) Initiative
Placemat
Month, Day, Year
Improving Financial Services Operations:The North American Improvement (NAI) Initiative
Organizational Map
Month, Day, Year
September 24, 2013 | po.sgo.13.75.01.OrgChart.Poster | © Lab Consulting Partnership, Inc. 1 of 3
Organizational Map
John DoeVice President
340 FTEs
Employee 1Director,
Business Leadership
Employee 6Manager
Employee 4Manager
Employee 10
Manager
Employee 11
Manager
Employee 12
Manager
Employee 13
Manager
Employee 14
Manager
Employee 15
Manager
Employee 16
Manager
Employee 17
Manager
Employee 7Manager
Employee 5Manager
Employee 18
Manager
Employee 19
Manager
Employee 20
Manager
Employee 21
Manager
Employee 8Manager
Employee 9Manager
Employee 3Director, Associated
Communications
Employee 2Director,
Shared Solutions
6 of 6Spring 20XX | po.E2E.ImpApproach.FSO1.Insurance | © Lab Consulting Partnership, Inc.
3. Work Products and Business Metrics
Work Products
• LifeApplications
• DisabilityProducts
• AnnuityProducts
• Broker/DealerInvestments
Business Metric Target
Volume (Agent productivity)
• 2.5to4.0Lifepoliciesissuedpermonth
Quality - % In Good Order:
• AgencyBaseline:20%withtargetat80%
• UWBaseline:73%withtargetat90%
Daily Staffing
Analyst Productivity
• 7-8applicationsperFTEperday
Unit Cost
• 35%reductionbasedonNOGOreductiontarget
Service - Cycle Time
• Reduce4-5daysofcycletimeforNOGOapplications
1. Overview: New Business Processing Key Activities by Participant
7. New Lean Visual Management Tools
Agents/Assistants
• Prospect• Contact• SelectProduct
– FactFind– Illustration– Quote(UWorXRAE)
• Selectcorrectform(s)• Complete/submitform• Follow-up
– AttendingPhysicianStatement(APS)and/orparamed
– NOGOs– Other(Payment,etc.)
New Business Analyst (NBA)
• Reviewsandscrubsapps– Quickfix– Agent-clientcontact
• Enterstrackinginto“mill”• Dataentersorscans/sends
apptooffshoredataentry• Postentryscrub• Sendstomgt.forreview• Trackmilldatatoclosecase
– Requirements(APS,etc.)– Bottlenecks(NOGO,etc.)– Notifications(Issued,etc.)
Agency Management
• Performssuitabilityreview– Clientneeds– Package– Accuracy
• Setsservicestandards• ProvidesreportstoAgents
– Issued-Not-Paid– Pending– NOGOs– Cycletime
• Trainsacrossgroupsonprocess
Underwriting/Shared Service
• ReviewforIGOanduploadsapplication
• Performlevel2analysisanddetailede-review
• Sendpersonalhistoryresults• RequestAPSifrequired• Follow-uponfinancial,
interview,examresults• NotifyNBAonNOGOs• Decide(ifdeclined,review
re-insuranceoption)• Issueordeclineandnotify
2. Average Agency Organization
New Business Support Agency staff Sales
Ops Manager
(1)
NewBusinessManager
(1)
NewBusiness Analyst
(5-7)
Agent Managers
(8)
Agents/ Producers
(120)
Personal Assistants
(60)
4. New Application Processing
Ag
en
cy
Pa
ram
ed
ica
l V
en
do
r
Off
sho
re
Gro
up
(I
nd
ia)
Un
de
rwri
tin
gS
ha
red
S
erv
ice
s
Agent Agency NBA
• Receiveapplications• PerformLifeapplicationScrubbing/processing
• IsApplicationNOGO?
Offshore Group (India)
• DataCollection• Review/ErrorReporting;IsitNOGO?
Underwriting
• ApplicationReview• IssueorDeclinePolicy• OrderandReviewAPS(ifnecessary)
Shared Services
• DistributionofPolicy to Agent
• Addresspayment• Reviewfor1035
Agency NBA
• Askedtocheckparamed?
Paramedical Vendor
• VendorSetsAppointment
• ParamedicalProcessing
Agency NBA
• ReviewSuitabilityandcheckifsuitable
Agency NBA
• Scandocuments• SubmitscantoOffshoreGroup
Agency NBA
• Check“Mill”for- Outstandingrequirements
- Decisionrequired- Issued-NotPaid
• Sendnotifications
Agency NBA (ACP)/Agent
• Collectadditionalpost-IssuerequirementsfromAgent/Client
No
Yes
YesYes
No No No Yes
Yes
Yes
No
5. Case Management Leading Practice Installation
Application Processing• Trainagentsandassts.oneFormsand
SmartOfficepre-population• RequireXRAEtoautomaterisk
assessment• Educateagentsandstaffonleading
practice illustration tools• SupportAPSresolutiontoissuecase
quickly• Expediteparamedschedulingandfollow-
up• UseNOGOpreventioninstructionplacemat• Remove“false”NOGOsthatcreaterework
The“Mill”TrackerandReportingTools• Rolloutstandardmillwithrequiredand
optionalfields• Createmillusageroutinestoreduce
NOGOsandcasecycletimes• CreateanddistributestandardIssued-Not-
PaidandPendingreports
Work Level Management and Performance Improvement Tools• Alignagentstoacross-trainedanalyst,with
aback-up• Consolidateactivitiestoonepositionto
reducerework• Segmentagentsbyperformancefor
targetedsupportlevel• IntroduceCapacityModel-work
forecastingtool• LinkMilltodailyhuddletohelpevenout
theworkamongstaff• Implementquarterlysurveytomeasure
satisfactionlevels
Agency-UnderwriterNotificationRoutines• NBAfollowupwithUWtoissue,whenno
outstandingrequirements• NBAfollowupwithagentonobtainingbank
draftdata,postissue• NBAfollowupwithagentonUWdecline
Capacity
Model
6. Standardized Agent Feedback - MOR Routine
NBAforwardsIssued-Not-PaidandPendingReportsfromUnderwritingtoSalesManagerwhomeetswithSalesAgent
NBAcompletesNOGOandcycletimeintracker.NBA/OperationsmanagersforwardreportstoSalesManager,whoreviewswithAgent
NBA, Sales Manager
NBA, NBA Manager, Sales Manager
Weekly
Monthly to Quarterly
Activty Accountable Frequency
Standard “Mill” Tracker
Case Manager Case Status Agent Name 1 GDC Split 1[Dollars]
Customer Name[Last Name, First Name]
Underwriter Name[Last Name, First Name] Case # Policy Origination Application Received
with Funds
Face Amount[Input Check or Transfer
for Annuity]Annual Premium
Line of Business[List "Other" in General
Comments]
Policy Type[List "Other" in General
Comments]
Policy Duration [Years - primarily for Term]
Date of Client Signature
Date Received in Agency
Date Released to Underwriting Date Case Issued IGO / NOGO General Comments
[Free Form Text]
Eileen Figueroa Agency Pending Simon, Daniel 557.00$ Soulouque, Pierre Smith 214026133 MetLife Initial Draft 100,000$ 893$ Annuity Term 15 02/06/14 02/08/14 02/09/14 02/20/14 NOGOJackie Litchmore Agency Pending Courrejolles, Ivan 3,711.00$ Lopez, Lilian Smith 214025343 MetLife Check 500,000$ 3,286$ Annuity Whole 02/06/14 02/08/14 02/09/14 02/20/14 NOGO add'l GLT20Jackie Litchmore Agency Pending Higgins, Glenrick 252.00$ Lawrence, Roan Smith 214026209 MetLife Initial Draft 500,000$ 442$ Annuity Term 20 02/06/14 02/08/14 02/09/14 02/20/14 IGOJackie Litchmore Agency Pending Higgins, Glenrick 165.00$ Lawrence, Jamar Smith 214026213 MetLife Initial Draft 25,000$ 282$ Life Whole 02/06/14 02/08/14 02/09/14 02/20/14 NOGODaniela Rivera Agency Pending Share Brennan, Amy 184.00$ Lorenzo, Alberto Smith 214026241 MetLife None 500,000$ 204$ Life Term 10 02/06/14 02/08/14 02/09/14 02/20/14 NOGOJackie Litchmore Agency Pending Cabrera, Ariel 1,625.00$ ZAMPIERI, ALDO Smith 214026250 MetLife Check 500,000$ 1,273$ Life Term 15 02/06/14 02/08/14 02/09/14 02/20/14 IGODaniela Rivera Agency Pending Palmer, Ted 1,985.00$ Perez, Phil Smith 214026514 MetLife None 1,000,000$ 3,009$ Broker Dealer Term 20 02/06/14 02/08/14 02/09/14 02/20/14 NOGOEileen Figueroa Agency Pending Price, Christopher 33,106.00$ Gomez, Ricardo Smith 214026776 MetLife None 5,004,000$ 32,370$ Broker Dealer MFFS 02/06/14 02/08/14 02/09/14 02/20/14 NOGO add'l GLT20Ismaetha Emile Agency Pending Zhang, Janet Lu 1,443.00$ Sooknanan, Chris Smith 214026793 MetLife Initial Draft 1,000,000$ 1,443$ Broker Dealer Term 30 02/06/14 02/08/14 02/09/14 02/20/14 IGOEileen Figueroa Agency Pending Simon, Daniel 557.00$ Soulouque, Pierre Smith 214026133 MetLife Initial Draft 100,000$ 893$ Annuity Term 15 02/06/14 02/08/14 02/09/14 02/20/14 NOGOJackie Litchmore Agency Pending Courrejolles, Ivan 3,711.00$ Lopez, Lilian Smith 214025343 MetLife Check 500,000$ 3,286$ Annuity Whole 02/06/14 02/08/14 02/09/14 02/20/14 NOGO add'l GLT20Jackie Litchmore Agency Pending Higgins, Glenrick 252.00$ Lawrence, Roan Smith 214026209 MetLife Initial Draft 500,000$ 442$ Annuity Term 20 02/06/14 02/08/14 02/09/14 02/20/14 IGOJackie Litchmore Agency Pending Higgins, Glenrick 165.00$ Lawrence, Jamar Smith 214026213 MetLife Initial Draft 25,000$ 282$ Life Whole 02/06/14 02/08/14 02/09/14 02/20/14 NOGODaniela Rivera Agency Pending Share Brennan, Amy 184.00$ Lorenzo, Alberto Smith 214026241 MetLife None 500,000$ 204$ Life Term 10 02/06/14 02/08/14 02/09/14 02/20/14 NOGOJackie Litchmore Agency Pending Cabrera, Ariel 1,625.00$ ZAMPIERI, ALDO Smith 214026250 MetLife Check 500,000$ 1,273$ Life Term 15 02/06/14 02/08/14 02/09/14 02/20/14 IGODaniela Rivera Agency Pending Palmer, Ted 1,985.00$ Perez, Phil Smith 214026514 MetLife None 1,000,000$ 3,009$ Broker Dealer Term 20 02/06/14 02/08/14 02/09/14 02/20/14 NOGOEileen Figueroa Agency Pending Price, Christopher 33,106.00$ Gomez, Ricardo Smith 214026776 MetLife None 5,004,000$ 32,370$ Broker Dealer MFFS 02/06/14 02/08/14 02/09/14 02/20/14 NOGO add'l GLT20Ismaetha Emile Agency Pending Zhang, Janet Lu 1,443.00$ Sooknanan, Chris Smith 214026793 MetLife Initial Draft 1,000,000$ 1,443$ Broker Dealer Term 30 02/06/14 02/08/14 02/09/14 02/20/14 IGOEileen Figueroa Agency Pending Simon, Daniel 557.00$ Soulouque, Pierre Smith 214026133 MetLife Initial Draft 100,000$ 893$ Annuity Term 15 02/06/14 02/08/14 02/09/14 02/20/14 NOGOJackie Litchmore Agency Pending Courrejolles, Ivan 3,711.00$ Lopez, Lilian Smith 214025343 MetLife Check 500,000$ 3,286$ Annuity Whole 02/06/14 02/08/14 02/09/14 02/20/14 NOGO add'l GLT20Jackie Litchmore Agency Pending Higgins, Glenrick 252.00$ Lawrence, Roan Smith 214026209 MetLife Initial Draft 500,000$ 442$ Annuity Term 20 02/06/14 02/08/14 02/09/14 02/20/14 IGOJackie Litchmore Agency Pending Higgins, Glenrick 165.00$ Lawrence, Jamar Smith 214026213 MetLife Initial Draft 25,000$ 282$ Life Whole 02/06/14 02/08/14 02/09/14 02/20/14 NOGODaniela Rivera Agency Pending Share Brennan, Amy 184.00$ Lorenzo, Alberto Smith 214026241 MetLife None 500,000$ 204$ Life Term 10 02/06/14 02/08/14 02/09/14 02/20/14 NOGOJackie Litchmore Agency Pending Cabrera, Ariel 1,625.00$ ZAMPIERI, ALDO Smith 214026250 MetLife Check 500,000$ 1,273$ Life Term 15 02/06/14 02/08/14 02/09/14 02/20/14 IGODaniela Rivera Agency Pending Palmer, Ted 1,985.00$ Perez, Phil Smith 214026514 MetLife None 1,000,000$ 3,009$ Broker Dealer Term 20 02/06/14 02/08/14 02/09/14 02/20/14 NOGOEileen Figueroa Agency Pending Price, Christopher 33,106.00$ Gomez, Ricardo Smith 214026776 MetLife None 5,004,000$ 32,370$ Broker Dealer MFFS 02/06/14 02/08/14 02/09/14 02/20/14 NOGO add'l GLT20Ismaetha Emile Agency Pending Zhang, Janet Lu 1,443.00$ Sooknanan, Chris Smith 214026793 MetLife Initial Draft 1,000,000$ 1,443$ Broker Dealer Term 30 02/06/14 02/08/14 02/09/14 02/20/14 IGO
• ExpeditesCasetoIssue
NOGO and Cycle Time MOR
• Providesfeedbackonerroranddelayrootcauses
Service Level Surveys
• AssessesservicelevelattainmentusingQualtrax
• ReviewNOGOplacemat• Submitapplication• ReviewParamedplacemattocheckifParamedisrequired?
Detailed Instruction Sheets
• Providesbasicinstructionstosimplifyprocess
March 26, 2014© Lab Consulting Partnership, Inc.
es.sgo1.13.32.09.Placemat.14032620 of 28
Placemat H-1: NOGO Prevention Guide for Standard Life Application
Page 1 Page 3 Page 4Policy Number
Application for Life InsuranceCompany (Check the appropriate ONE.) Metropolitan Life Insurance Company General American Life Insurance CompanyNew England Life Insurance Company MetLife Investors USA Insurance CompanyMetLife Investors Insurance CompanyThe Company indicated in this section is referred to as "the Company".
For Additional Insureds please complete the Additional Insureds Supplement form.First Name Middle Name Last Name
Permanent Address City State Zip
Country of Legal Residence Date of Birth E-Mail Address
Primary Phone Number Alternate Phone Number Preferred Time to Call From To Sex
Place of Birth Social Security or Tax ID Number Earned Annual Income Net Worth
U.S. Driver's License If not licensed, please indicate other form of ID: Passport Government Issued Photo ID Issuer of ID ID Number Issue Date (if any) Expiration Date (if any)
Name of Employer Employer City State Zip Position/Duties
NON U.S. CITIZENS ONLY - Country of Citizenship Green Card/Visa Type Expiration Date
Country of Permanent Residence ID Number Years in the U.S.
Complete ONLY if the Owner is NOT the Proposed Insured.OWNER - TRUST / BUSINESS ENTITY - Name of Entity Tax ID Number Trustee / Owner State
Trust Business Entity Charity Qualified Pension Plan Complete the appropriate required form(s).OWNER - OTHER INDIVIDUAL First Name Middle Name Last Name
Permanent Address City State Zip
Country of Legal Residence Citizenship Social Security or Tax ID Number Date of Birth Phone Number
E-Mail Address Earned Annual Income Net Worth Relationship to Proposed Insured
Please indicate form of ID: U.S. Driver's License Passport Government Issued Photo IDIssuer of ID ID Number Issue Date (if any) Expiration Date (if any)
Check if ownership should revert to Insured upon Owner and Contingent Owner’s deaths.
ENB-7-07-MA
SECTION II - About the Owner
SECTION I - About the Proposed Insured
AMPM PMAM FemaleMale
1 of 7
(07/07) eF
Does the Proposed Insured or Owner have any existing or applied for life insurance or annuities with this or any other company? Proposed Insured Yes NoOwner Yes NoIf YES, please provide details of any existing or applied for Life Insurance on the Proposed Insured only.
Company Amount of Insurance Year of Issue Status
Existing Applied ForApplied ForExistingExisting Applied ForExisting Applied For
In connection with this application, has there been, or will there be with this or any other company any: surrender transaction; loan; withdrawal; lapse; reduction or redirection of premium/consideration; or change transaction (except conversions) involving an annuity or other life insurance?
If YES, complete Replacement Questionnaire AND any other state required replacement forms or 1035 exchange forms.Yes No
If Proposed Insured is financially dependent on another individual, indicate individual providing support:Spouse Child Parent OtherAmount of insurance on individual providing support. Existing Insurance Insurance Applied ForIf Proposed Insured is a minor, are all siblings equally insured? Yes NoIf NO, please provide details:
PREMIUM PAYORProposed Insured Owner (If NOT the Proposed Insured.) Other (Complete the box below.)
Other Premium Payor Name Social Security or Tax ID Number Relationship to Proposed Insured or Owner
Reason this Person is the Payor
Permanent Address City State Zip
PAYMENT MODE (Check the appropriate ONE.) Billing Mode: Annual Semi-Annual QuarterlyMonthly Draft per Debit Authorization (See next page.)Monthly Draft per Existing Electronic Payment Number
Special Account: Government Allotment Salary Deduction List Bill If Special Account, provide Employer Group Number (EGN) or List Bill Number
INITIAL PAYMENT Method of Collection:Amount Collected with Application Initial Premium by Electronic Funds Transfer (Must be at least a monthly amount.)Check (Must be at least 1/12 of an annual premium.)
SOURCE OF CURRENT AND FUTURE PAYMENTS (Check ALL that apply.)Earned Income Savings LoansUse of Values in another Life Insurance/Annuity Contract Other
ENB-7-07-MA
Mutual Fund/Brokerage Account Money Market FundCertificate of Deposit
SECTION V - About Existing or Applied for Insurance
SECTION VI - About Payment Information
3 of 7
(07/07) eF
DEBIT AUTHORIZATION Available only if the bank account holder is the Owner and/or Proposed Insured. All others please complete the Electronic Payment (EP) Account Agreement form.The undersigned (“I”) hereby authorize the Company with whom I am completing this application to initiate debit entries through Metropolitan Life Insurance Company to the deposit account designated below, at the Financial Institution named below, using the Automated Clearing House. I authorize: 1. Monthly recurring debits; AND 2. Debits made from time to time, as I authorize. This authorization is to remain in full force and effect until the Company has received written notification from me of its termination at such time and in such manner as to afford the Company and the Financial Institution a reasonable opportunity to act on it.Monthly Debit Date: Issue Date of the PolicyDebit Date on the of each month
Bank Account Type: Checking Savings
Bank Routing Number Bank Account Number
Name of Financial Institution
Note: Please attach a voided check or deposit slip to Section IX - Additional Information.We cannot establish banking services from starter checks, cash management, brokerage, or mutual fund checks. We cannot establish banking services from foreign banks UNLESS the check is being paid in U.S. Dollars through a U.S. correspondent bank (the U.S. correspondent bank name must be on the check).
Use Section IX - Additional Information if necessary.
1. Within the past three years has the Proposed Insured flown in a plane other than as a passenger on a commercial airline or does he or she have plans for such activity within the next year? Yes No
If YES, please complete a separate Aviation Risk Supplement form for the Proposed Insured.2. Within the past three years has the Proposed Insured participated in or does he or she plan to participate in any of the following? Yes No Underwater sports - SCUBA diving, skin diving, or similar activities Racing sports - motorcycle, auto, motor boat or similar activities Sky sports - skydiving, hang gliding, parachuting, ballooning or similar activities Rock or mountain climbing or similar activities Bungee jumping or similar activities If YES, please complete a separate Avocation Risk Supplement form for the Proposed Insured.
3. Has the Proposed Insured traveled or resided outside the U.S. or Canada within the past two years; or does he or she plan to travel or reside outside the U.S or Canada within the next two years? NOTE: That a "YES" answer may result in higher rates or in a denial of coverage. If YES, please provide details.
Yes No
Past Future Duration (weeks) Cities and Countries Purpose
4. Has the Proposed Insured EVER used tobacco or nicotine products in any form (e.g., cigars, cigarettes, cigarillos, pipes, chewing tobacco, nicotine patches, or nicotine gum)? If YES, please provide details. Yes No
Product(s) Frequency / Amount Date Last Used
ENB-7-07-MA
SECTION VII - General Risk Questions
4 of 7
(07/07) eF
• CountryofResidence-MetLifeneedsthecountryandnotcounty.
• Preferredtimetocallshouldbefilledin(e.g.,4:00pmEST–8:00pmEST).
• PlaceofBirth–HomeOfficeneedsState.
• NameofEmployer-Ifnotemployedoutsidethehome,fillinchild,student,homemaker,retiredforthe“Positions/Duties”slot.
• Zipcodeforemployer.
• Earnedincomeandnetworth–Mustbeincludedforbothinsuredandownerifapplicable.
Page 2For additional Beneficiaries, use Section IX - Additional Information.Check here if the Owner is the Primary Beneficiary. For Primary or Contingent Beneficiaries who are NOT the Owner, complete the table below.
Beneficiary Type Name (First, Middle, Last) Date of Birth Relationship to Proposed Insured Social Security Number (Optional)
Percentage of Proceeds (if not equal)PrimaryPrimaryContingentPrimaryContingentCheck here to include all living and future natural or adopted children of the Proposed Insured as Contingent Beneficiaries. (Name all living children above.) If a Custodian is acting on behalf of a minor Beneficiary listed above, please use Co-Owner/Contingent Owner and UTMA Designations Supplement form. Federal law states that if someone with special needs has assets over $2,000, they may lose eligibility for government benefits.
Check the desired coverage(s).
Universal Life Variable Life Product Name
Face Amount*
Riders and Details
Coverage Continuation (UL only) Disability Waiver:Specified PremiumMonthly Deduction (VUL only)Death Benefit OptionDefinition of Life Insurance:Guideline Premium TestCash Value Accumulation TestPlanned PremiumYear 1Years 2 toYears to (UL only)
Whole LifeProduct Name
Face Amount*
Riders and Details
Disability WaiverDividend Options:Paid-Up AdditionsOther, please specify:
Automatic Premium Loan Requested
Term Life
Product Name
Face Amount*
Riders and Details
Disability Waiver:Convertible Non-Convertible
For a full list of riders and options, please consult with your Producer. Note: Some riders may require supplement forms to be completed. For Variable Life products, please complete the Variable Life Supplement form. * If Face Amount is equal to or exceeds $1,000,000, please complete the Personal Financial Information form.
ADDITIONAL OPTIONSOne Time (Single) Payment Amount 1035 Exchange Amount Requested Policy Date Save Age
POLICY OPTIONSAlternate Policy: Product, Face Amount and DetailsAdditional Policy: Product, Face Amount and DetailsGroup Conversion Only Group Conversion Alternative } Please complete the Group Conversion Supplement form for either choice.
ENB-7-07-MA
SECTION IV - About Proposed Coverage
SECTION III - About the Beneficiary / Beneficiaries
2 of 7
(07/07) eF
• PlanofInsurance–ForTermplans,specifynumberofyears,10,15,20,30.
• PlanofInsurance–EVUL,HomeOfficeneedsdeathbenefitoption,definitionoflifeinsurance,plannedpremium(modalpremium).
• PlanofInsurance–GAUL,needsdeathbenefitoption,definitionoflifeinsurance,plannedpremium(annualamount),#ofyearspayableandsubsequentpremiumamount.
• Ifgroupconversionorgroupconversionalternative,markappropriateboxandfilloutGroupConversionSupplement.
• SectionV,existingorappliedforinsurance-confirmbothinsuredandownerboxesaremarked.
• Provideamountofinsuranceandyearofissue,markboxforexistingorappliedfor.
• Iftheproposedinsuredisfinanciallydependentonanotherindividual,filloutthegraybox(homemaker,child,etc.).
• SectionVI–Markboxforpremiumpayer.
• SectionVI–Ifchoosinginitialpremiumbyelectronicfunds,youmustfillin“amountcollectedwithapplication.”
• Iftheapplicanthasanexistingorpreviouspolicythatneedstobeexchangedorreplaced,verifytheappropriateboxischeckedandreplacementquestionnaireisfilledout.
• DebitAuthorization–Markboxforeitherissuedateorspecifydebitdatefordraft,checkboxforeithercheckingorsavings.HomeOfficeneedsavoidcheck(willnotacceptdepositslip).
• DebitAuthorization-Ifaccountholderisotherthantheinsuredorowner,aseparateEPformmustbecompletedandsignedbytheaccountholder.
• SectionVII-Ensurecustomerunderstandsquestions,andanswerstheriskquestionscorrectly.Ifanyanswersare“Yes”,donotforgettofillouttheaviationandavocationsupplementaryforms.
Note: Utilized for Case Management Initiative #9
Issued-Not-Paid Report
Offer Made Data Provided: 21-‐MarIssued Not Paid Data Provided: 21-‐Mar
Office ARIZONA FIN ASSOC
Agent Count Premium $ Avg of Days Since Issue/Offer Outstanding Reqs Insured Name Underwriter Rating ClassDAVID TELLES
ISSUED -‐ NOT PAID 1 $24,659 9 0214017902 1 $24,659 9 0 HOFFPAUIR, EDGAR KATHY GARCIA ELITE/PREF PLUS
OFFER MADE 2 $6,028 8 6214023267 1 $4,269 2 3 WILLIAM CHILDERS KASIE FREAUF -‐214023200 1 $1,759 13 3 MAGDALENA CHILDERS KASIE FREAUF -‐
AARON KHAFIOFFER MADE 1 $21,376 1 3
214018545 1 $21,376 1 3 MEIR GUL KATHY GARCIA -‐
PAUL MCGHIEISSUED -‐ NOT PAID 1 $10,699 4 0
214017919 1 $10,699 4 0 REYNOLDS, PATRICK KATHY GARCIA RATED
THOMAS BROOKSOFFER MADE 2 $8,933 11 8
214019299 1 $6,904 9 5 ROBERT KINGSBURY MARSHA FOX -‐214019307 1 $2,029 13 3 TRACEY KINGSBURY MARSHA FOX -‐
JOHN JACOBSOFFER MADE 1 $8,839 17 3
213230102 1 $8,839 17 3 PAUL GUESS MICHAEL BAUCOM -‐
ROBERT SHULTSISSUED -‐ NOT PAID 2 $2,981 15 0
214011079 1 $2,578 23 0 MEALEY, TEDDY CHRISTINA HENDERSON RATED214022414 1 $403 7 0 SHIPLEY, BARBARA KASIE FREAUF STANDARD
OFFER MADE 4 $5,515 3 9214020497 1 $2,364 6 2 EUTIMIO SCHAMBER JENNIFER HALSO -‐214019962 1 $2,145 3 3 THOMAS CONRAD KATHY GARCIA -‐214029168 1 $514 2 2 CASHAE DAVIS JACKIE LAI -‐214029158 1 $493 1 2 JAMAL COOPER JACKIE LAI -‐
HOWARD RUBINISSUED -‐ NOT PAID 1 $2,400 28 0
214014406 1 $2,400 28 0 RIDGES, BRADLEY KASIE FREAUF STANDARDOFFER MADE 5 $5,795 6 13
214027094 1 $2,765 3 5 MACARIO GALVAN CHRISTINA HENDERSON -‐214027095 1 $1,249 7 2 JACLYN GALVAN CHRISTINA HENDERSON -‐214029152 1 $672 6 2 HUNTER LIKINS KATHY GARCIA -‐214029160 1 $566 6 2 JERA LIKINS KATHY GARCIA -‐214029154 1 $543 6 2 KAYA LIKINS KATHY GARCIA -‐
ALFRED MATT JR.OFFER MADE 4 $7,520 14 8
214018624 1 $2,207 23 2 KEN BEVINS JACKIE LAI -‐214018647 1 $2,114 15 2 RICHARD MATTHEWS KATHY GARCIA -‐214027904 1 $1,639 3 2 MARIN FILIP JACKIE LAI -‐214018671 1 $1,560 13 2 LU ANN MATTHEWS KATHY GARCIA -‐
JENNIE LAMISSUED -‐ NOT PAID 1 $759 3 0
214021925 1 $759 3 0 NGUYEN, BICHTHUY JACKIE LAI STANDARDOFFER MADE 4 $6,471 13 13
214007995 1 $4,968 1 4 LAN NGUYEN CHRISTINA HENDERSON -‐214012595 1 $784 2 3 DIEM-‐TRANG TRAN MARSHA FOX -‐214012591 1 $607 36 3 TOAN NGUYEN MARSHA FOX -‐214019977 1 $112 13 3 TONY TRAN JENNIFER HALSO -‐
RYAN GREEN
Outstanding Applications: Offer Made & Issued Not Paid
• ExpeditesIssuedCasestoPay
Capacity Model-MOR
Area: New Business Analysts 3/28/14
Loc Los Angeles 3/10/14
Mgr The Lab
Emp 12
Dates Jan 2014 - Dec 2014
ACT. NO. ACTIVITY UNIT OF MEASURE FREQUENCY VOLUME DAILY
VOLUME KVI TIME [mins]
STD HOURS
% OF STD HOURS ACTIVITY COMMENT
1. Annuities application processing and scrubbing Application Monthly 50 2.37 1.Yes 5.50 0.22 1%
2. Annuity: Reading/responding to case message Case Message Monthly 499 23.74 Non-KVI 1 1.77 0.70 4%
3. Annuity: Live communication with Agent/ UW [Proprietary] Call/ Discussion Monthly 25 1.19 Non-KVI 1 2.58 0.05 0%
4. Annuity: NOGO research Item Monthly 46 2.21 Non-KVI 1 3.22 0.12 1%
5. Annuity: NOGO related communication Item Monthly 46 2.21 Non-KVI 1 1.97 0.07 0%
6. Annuity: Notify agent on cases paid/ placed Application Monthly 50 2.37 Non-KVI 1 1.00 0.04 0%
7. Annuity: Submit and Coordinate Suitability Review Application Monthly 40 1.90 Non-KVI 1 3.90 0.12 1%
8. Annuity -‐ Check logging onto AOC -‐ Inbound Checks Monthly 5 0.24 Non-KVI 1 2.57 0.01 0%
9. Faxing/Imaging pages back into the case if missing Application Monthly 7 0.33 Non-KVI 1 17.50 0.10 1%
10. Annuity -‐ Processing of AOC -‐ Inbound Checks Monthly 200 9.52 Non-KVI 1 12.50 1.98 12%
11. Life Application -‐ processing and scrubbing Application Monthly 185 8.83 2.Yes 10.37 1.53 9%
12. Life Application: Reading/ responding to case message Case Message Monthly 2782 132.48 Non-KVI 2 1.73 3.83 23%
13. Life Application: Live communication with Agent/ UW [Proprietary] Call/ Discussion Monthly 185 8.83 Non-KVI 2 2.58 0.38 2%
14. Order Paramedical Item Monthly 93 4.42 Non-KVI 2 2.28 0.17 1%
15. Paramedical Follow-‐up Call/ Discussion Monthly 185 8.83 Non-KVI 2 2.45 0.36 2%
16. APS Follow-‐up Call/ Discussion Monthly 121 5.74 Non-KVI 2 5.70 0.55 3%
17. Preliminary Applications Application Monthly 9 0.44 Non-KVI 2 2.00 0.01 0%
18. Life: Case Scanning and Submission Application Monthly 278 13.25 Non-KVI 2 5.25 1.16 7%
19. Life: Check item in scan and image bin Application Monthly 278 13.25 Non-KVI 2 2.57 0.57 3%
20. Life: Check if issued cases are paid Application Monthly 0 0.00 Non-KVI 2 0.33 - 0%
21. Life: NOGO research Item Monthly 93 4.42 Non-KVI 2 3.22 0.24 1%
22. Life: NOGO related communication Item Monthly 93 4.42 Non-KVI 2 1.97 0.14 1%
23. Life: GOSC red/green edit resolution Item Monthly 93 4.42 Non-KVI 2 1.00 0.07 0%
24. Life: Mill Data Input and Application Tracking Item Monthly 185 8.83 Non-KVI 2 1.78 0.26 2%
25. Life: Print and file cases paid/ placed Application Monthly 185 8.83 Non-KVI 2 1.00 0.15 1%
26. Life Suitability Review Application Monthly 185 8.83 Non-KVI 2 3.90 0.57 3%
27. Life check scanning and depositing -‐ Inbound Checks Monthly 176 8.39 Non-KVI 2 2.57 0.36 2%
28. Disability Application processing and scrubbing Application Monthly 2 0.11 3.Yes 20.00 0.04 0%
29. DI: Data Collection Case Message Monthly 2 0.11 Non-KVI 3 10.00 0.02 0%
30. DI: Reading/ responding to case message Call/ Discussion Monthly 34 1.61 Non-KVI 3 1.73 0.05 0%
31. DI: Live communication with Agent/ UW [Proprietary] Call/ Discussion Monthly 2 0.11 Non-KVI 3 2.58 0.00 0%
32. DI: NOGO research Item Monthly 0 0.01 Non-KVI 3 1.00 0.00 0%
33. DI: NOGO related communication Item Monthly 0 0.00 Non-KVI 3 1.97 - 0%
34. DI: Suitability review Application Monthly 2 0.11 Non-KVI 3 3.90 0.01 0%
35. DI: Pring and file cases paid/ placed Application Monthly 2 0.11 Non-KVI 3 1.00 0.00 0%
36. DI: Check scanning and depositing Checks Monthly 1 0.03 Non-KVI 3 2.57 0.00 0%
37. Brokerage Application Processing and Scrubbing Application Monthly 57 2.74 4.Yes 3.50 0.16 1%
38. B-‐D Nogo Research Item Monthly 29 1.37 Non-KVI 4 1.00 0.02 0%
39. BD: Reading/ responding to case message Case Message Monthly 287 13.68 Non-KVI 4 1.73 0.40 2%
40. BD: Live communication with Agent/ UW [Proprietary] Call/ Discussion Monthly 115 5.47 Non-KVI 4 2.58 0.24 1%
41. Brokerage NOGO communication Call/ Discussion Monthly 29 1.37 Non-KVI 4 1.07 0.02 0%
42. Brokerage Suitability Review Application Monthly 57 2.74 Non-KVI 4 1.78 0.08 0%
43. Brokerage -‐ check scanning and depositing -‐ Inbound Checks Monthly 57 2.74 Non-KVI 4 2.57 0.12 1%
44. B-D: Log sheet tracking and reporting Application Monthly 57 2.74 Non-KVI 4 5.00 0.23 1%
45. Third Party Application Processing and scrubbing Application Monthly 30 1.41 5.Yes 5.45 0.13 1%
46. Third Party NOGO Research Item Monthly 15 0.70 Non-KVI 5 3.22 0.04 0%
47. Third Party NOGO Communication Item Monthly 15 0.70 Non-KVI 5 1.97 0.02 0%
48. Third Party Application Submission Application Monthly 30 1.41 Non-KVI 5 5.25 0.12 1%
49. Third Party B-‐D and VA Suitability Review Application Monthly 30 1.41 Non-KVI 5 3.90 0.09 1%
50. Term Conversions [Data Collection] Application Monthly 10 0.48 6.Yes 10.00 0.08 0%
51. Policy Change [Data entry] Application Monthly 10 0.48 7.Yes 10.00 0.08 0%
52. Generation of eLeads Application Daily 2 2.00 8.Yes 15.00 0.50 3%
53. Research of eLead polciies Application Daily 4 4.00 Non-KVI 8 10.00 0.67 4%
16.9
2.4
KVI 1: Annuities application processing and scrubbing 3.4
86.3
8.8
KVI 2: Life Application - processing and scrubbing 10.3
70.3
0.1
KVI 3: Disability Application processing and scrubbing 0.1
64.2
2.7
KVI 4: Brokerage Application Processing and Scrubbing 1.3
27.7
1.4
KVI 5: Third Party Application Processing and scrubbing 0.4
17.2
0.5
KVI 6: Term Conversions [Data Collection] 0.1
10.0
0.5
KVI 7: Policy Change [Data entry] 0.1
10.0
2.0
KVI 8: Generation of eLeads 1.2
35.0
Daily Volume of KVI 1: KVI 4: Brokerage Application Processing and Scrubbing
Composite Time per (1) KVI 1: KVI 2: Life Application - processing and scrubbing
Daily Hours Required by KVI 3
Daily Volume of KVI 1: KVI 5: Third Party Application Processing and scrubbing
Daily Volume of KVI 1: KVI 7: Policy Change [Data entry]
Daily Hours Required by KVI 6Composite Time per (1) KVI 1: KVI 6: Term Conversions [Data
Collection]
Composite Time per (1) KVI 1: KVI 3: Disability Application processing and scrubbing
Daily Hours Required by KVI 4Composite Time per (1) KVI 1: KVI 4: Brokerage Application
Processing and Scrubbing
Daily Volume of KVI 1: KVI 6: Term Conversions [Data Collection]
Daily Hours Required by KVI 5Composite Time per (1) KVI 1: KVI 5: Third Party Application
Processing and scrubbing
ACTIVITY LIST - New Business Analysts
Daily Volume of KVI 1: KVI 2: Life Application - processing and scrubbing
Daily Volume of KVI 1: KVI 3: Disability Application processing and scrubbing
Daily Hours Required by KVI 1
Revised Date:
Date Compiled:
Compiled By:
Total Daily Hours RequiredDaily Volume of KVI 1: KVI 1: Annuities application processing and
scrubbing
Composite Time per (1) KVI 1: KVI 1: Annuities application processing and scrubbing
Daily Hours Required by KVI 2
Daily Volume of KVI 1: KVI 8: Generation of eLeads
Daily Hours Required by KVI 7
Composite Time per (1) KVI 1: KVI 7: Policy Change [Data entry]
Daily Hours Required by KVI 8
Composite Time per (1) KVI 1: KVI 8: Generation of eLeads
• Providesagencystaffforecastingtool
• FactFindingandCaseDesign
•Use XRAE for risk, price estimate
3 of 39March 25, 2014
© Lab Consulting Partnership, Inc.
es.sgo1.13.32.09.Bridge.Agency.140325
Reporting Provides Visibility on an Individual Level, Showing Variance between Agents
NOGO Rates Vary between Agency Sales Directors (ASD), Ranging from 33% to 60%
New Business Life Application Tracking Shows High Level Root Cause Error Areas Driving NOGOs
Life Application NOGO Rate by Agents Reporting to Robert Piscatelli(Feb. 3 - Mar. 21, 2014)
Bridge Financial Life Application NOGO Error Detail(Feb. 3 - Mar. 21, 2014)
Bridge Financial Life Application Tracker Raw Data(Feb. 3 - Mar. 21, 2014)
Life Application NOGO Rate by ASD(Feb. 3 - Mar. 21, 2014)
Bridge Financial: MetLife Proprietary Life Application Tracking
Raw Data Tracker Allows for Simple Filtering by Agency Sales Director and Specific Agent to Identify Detail behind NOGOs
0
10
20
30
40
50
60
70
80
Piscatelli, Robert No Manager Kliss, Elena Begun, Robert
Num
ber
of A
pp
licat
ions
ASD
2133%
4267%
1739%
2761%
2760%
1840%
3251%
63 44 4563
3149%
NOGO
IGO
0
3
6
9
12
15
Fiore,Braken A
Francis Jr.,Robert Eros
Stuart,Diane
Howe,Philip
Banks,Keith
Vitale,Peter
Viglione,Francis
Rafferty,Thomas
Alberico,Matthew J
Perinelli,Michael J
Rozzi,Matthew
Num
ber
of A
pp
licat
ions
Agent
750%
327%
873%
120%
480%
3100% 2
100%
480% 1
20%1
100%1
100%1
100%1
100%1
100%
750%
11 5 5 3 2 1 1 1 1 114
NOGO
IGO
0
5
10
15
20
25
30
Err
or C
ount
Application Section/Location
Total = 96 Errors
27
20
17
14
6
4 43 1
28%
21%
18%
15%
6%
4% 4%3% 1%
SupplementalForms
Section V:About Existingor Applied for
Insurance
Section IV:About Proposed
Coverage
Section I:About Proposed
Insured
Section III:About the
Beneficiary
Section VI: Payment
Information
Section VII: General Risk Questions
Section VIII: PersonalPhysician
Section II:About the
Owner
Note: Part of Brooklyn office tracking files missing from last two weeks of data
Source: New Business Life Application tracker
Note: Part of Brooklyn office tracking files missing from last two weeks of data
Source: New Business Life Application tracker
Note: Part of Brooklyn office tracking files missing from last two weeks of data
Source: New Business Life Application tracker
PlacematAgency Support Group
Agent
ClientCo
The Lab’s Self-Funding Guarantee: The Lab guarantees that the financial benefits realized during the first full calendar year following the completion of the Implementation Phase will, at minimum, equal ClientCo’s investment in related professional fees and expenses. If the improvement program fails to deliver savings at least equal to our fees in the first year, The Lab will continue working without charge until it does, or refund the difference.
The Lab Methodology: Self-Funding Improvement Overview‘Start-to-Finish’ Roadmap
7 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
Process Mapping Reveals Virtuous Waste in Sales, Support & Distribution
Capture Complaint and Inform Home Delivery
Get Retailers Calls about Shortages / Overages or Other Delivery Problems
Is Call Due toProblem that can be Resolved By
Delivery?
Make Adjustment in System X
Advice Delivery of Problem and Resolution
Get (misdirected) Subscribers Calls
Wholesaler - Receive/negotiate/ agree with
publisher targetvolume for each
publication for theweek
Wholesaler - Decide (manually)
on volumes to drop ineach location using
guidelines provided by
computerized system
Wholesaler Produce Daily Manifest for each route
Wholesaler Produce totals sheet for each
driver + Totals for Truck taking multiple Drops
Enter New / Change Order or Changes into
Systems
Bring Hard Copy of Significant Changes to
Delivery
Notify (e-mail) Deliveryand Planning of Changes
Answer Calls from Single Copy Customers
Notify Delivery Foreman of Changes
Notify Engraving,Pressroom and Mailroom
of Changes
Coordinate Deliveryand Mailroom Timing
of Changeovers, Basedon Trucks’ Loading Status
Production Manager Receives Call from
Newsroom Regarding “Big News Story”
Any “Major Event” After 11:00 PM?
Continue with Production and Delivery
Plan
Modify Drop Plan (inSystem S) during the
night to maintain DeliverySchedule
Maintain Zone, Cluster,ZIP Information inSystem P process
Get Advertising andEditorial Information
and Maintain Circulation Draw File (Packages
Information) in System P
Review and Release Presses Schedule for
Daily Sections (based on Truck Schedule)
Maintain TrucksInformation before Setup
and System S process (Pre-established.Some seasonal
fluctuation. Use feedback from Delivery)
Modify Presses Plan (inSystem S) during the
night to maintain Production Schedule
Modify Inserters Plan(in System S) during the
night to maintain Production Schedule
Review and ReleaseDistribution Schedule forDaily Sections (Packages
to be Dropped by a specific truck in each
location) (based on Truck Schedule)
Modify Drop Plan (in System S) during the
night to maintain Delivery
Schedule (by foremanin conjunction with
Delivery)
Zones GroupsHD – Home Delivery
SC – Single CopyNE – Newspaper &
Education TPI – Third Party
Convert CustomerOrders and Advertising
File (from pre-print system) into Packages
and “Truck Schedule” (a combination of products
that go into a truck)
(Supposed to) Produce Labels Indicating which bundle goes into which Truck Continue to Ma l
Room
Review and ReleaseInserters’ Schedule for
Daily Sections (based on Truck Schedule)
Review and ReleaseDistribution Schedule forDaily Sections (Packages
to be Dropped by a specific truck in each
location) (based on Truck Schedule)
Plan Dayside Production
Send Informational e-mail to Delivery, Mailroom,
Wholesaler with: Final Paging, Bundles, Special Instructions for ClientCo.
Products, based on information shared at the
Production meeting
Modify Drop Plan (inSystem S) during the
night to maintain Delivery Schedule (by
foremanin conjunction with
Delivery)
Keep Track (manually)of Inventory of ColorsAlready Produced and
Placed into Pallets
Get Annual Budgetfrom Finance’s person
Assigned to Circulation
Get Quotes for NewEquipment, as specified
in Budget
Change Plan Input Parameters
Release / Load Colors into Trucks as they become available and based on
space availability on trucks
Perform Preventive
Maintenance on Fleet
Perform Repair of
Mechanical Problems
Store (daily) Issues for Back Orders
Receive and CaptureCustomer Orders for Back
Issues
Check / ApprovePayment for Orders for
Back Issues
Enter Order for BackIssues (into Access Based
Database)Pick and Mail Back Orders
Modify Delivery Planto maintain Production Schedule (in System S)
during production
Produce Distribution Sheets (for Relay and Wagons) and
Laydown Sheets (for Wagons) indicating which ClientCo Globe, ClientCo. Times and ClientCo. Post product goes into which
Trip
Provide Feedback onWeekly Meeting (to
review next week anddiscuss previous)
Update Trucks Profilewith Edition;
Distribution Type (predated);
Advertising Zone
Handle ShiftPaperwork to Driver (by
foreman)
Set-Up ClientCo. Postand ClientCo. Times’
Distribution
Manually Fill-up theDistribution Sheets
(foreman) indicatingwhich driver/truck is
assigned to which trip(the blank forms are
automatically Printed
Get from DriversStewart list of Drivers
Available for this night
Print the Galleys andManifest for each Trip
(Foreman)
Update Driver’s Job Pick (by seniority)
Assign (manually) Tripto Dock (continuously throughout each shift)
Maintain the DocksList (very seldom)
Enter Trip to Dockassignment into bundle
delivery (all the information from scratch
every time)
Platform Workers Come in
Location 2 ONLYCall Location 1 asking for
ClientCo. Quantities Required (inserted and non-
inserted)
Location 2 ONLYSend First ClientCo. Truck to Location 1
Location 1 ONLYReceive Second
ClientCo. Shuttle from Location 2
Location 1 ONLYReceive Third ClientCo. Shuttle from Location 2
(used for Single Copy Routes)
Receive Products inWholesaler’s Locations
(on Sundays: Main Sections)
Receive Pallets of Pre-Dates
Location 2 ONLYSend Second ClientCo.
Truck to Location 1
Location 2 ONLYSend Second ClientCo.
Truck to Location 1
Enter Orders into System X
No
Yes
Yes
No
Direct Trays to Appropriate Chute
Get Mileage Information Captured at Refueling
Produce Report(request manually)
Indicating Trucks Duefor Maintenance. Post the
Report
Set Parameters forFleet Maintenance,
based in Manufacturers Specifications
Perform Preventive Maintenance
Fill-UIndi
Enter
Second and Third Truck are Combined 75%
of the time
Use Relay T rucks to Deliver to Wholesalers, Distributors,
Warehouse location (Warehouse: Loc. 3 and Loc. 4 locations from Loc.
1 and Loc. 5 from Loc. 2)
Integrate among editorial, advertising, production and delivery functions (each one doing the best from their function's perspective), with an eye toward the optimization of the complete operation.
Rationalize the multiplicity of product s offered / promised. The goal is to improve delivery reliability and reduce fulfillment cost (while making sure advertising revenue and circulation a re not adversely affected.
Providing budget to Fleet Operations earlier in the Fall can potentially produce savings of 4% to 6% on new vehicle purchases.
Improve planning and operations inorder to reduce Stop / Start waste.
Measure compliance to the plan (which may need physical and logical integration of processes).
Improve mailroom's execution to plan. This is due to the number of products (permutations ) that we are expected to produce and deliver.
Improve processes to capture orders and generate manifest for NIE.
Make sure that changes in processes are followed through.
Check if advertising revenue will be affected by reducing the number of product permutations .
Make sure that there is a sequential flow from Circulation and Planning to Mail Room and Delivery
Check profitability of advertising zones / volumes combination. This analysis to include Delivery Expense vs. Advertising Income.
Clean current addresses in System X.
As sign IT person to Planning to deal with mas s database changes (rather than manual entry).
Establish a method to match editorial, advertising, production and delivery goals.
Create "Editorial Zones" that avoid crossing boundaries and avoid the need to create different packages. (Less packages means less runs which translates into less times thepressroom and mailroom have to stop, which translates into savings).
Cost out the effectiveness of creating "pure" delivery zones by advertising, to avoid zones with mixed products.
Check what is the degree of confidence that can actually deliver the promised products .
Consider utilizing a common counter so that a buffer is kept be tween Press and inserters, so that insertion does not have to stop when press stops
Include in Set-up and System S plan with a "Handling Allowance", for loses during the package creation process.
Create interface between systems to avoid the need for double entry of customer orders.
Make changes in System X to allow entry of orders for back is sues (rather than using the advertising system).
Work with supplier of inserts equipment and software to have them deliver according to their contract.
Eliminate the need for System P tool. Maintenance should be done in System S
Production should not be tied to the press due to the inconvenience if one of the ma chines we re to break down, it would only cause more backup downstream.
Make addresses in System X more structured. Add address validation.
Create a policy and procedure manual to document all operations.
Prioritize activities according tobusiness priorities rather thanattending to every request.
Establish procedures to communicate product-related and procedural changes to all relevant personnel simultaneously.
Define and communicate a company policy on minimum accuracy/quality standards.
Retain standardized logs containing detailed records of all transactions .
Establish a priori tized list ofimprovement projects, and keepstaff updated on progress.
Regularly issue reports chartingcurrent productivity measurements against past productivity metrics.
Construct a daily managementroutine; segment and define major activities, tasks, and timeframes to execute those tasks.
Conduct morning debriefs to outline work and any problem issues (maximum of fifteen minutes).
Distribute all management reports online.
Bundles often come to the dock unmarked and get loaded into trucks when they're not really certain where each bundle is supposed to go.
Check possibility of outsourcing selected routes. (Currently there are about 50 drivers handling the single copy delivery within the #128 loop - wagons). Drivers' shifts are 7.5 hours, but actual time required may be shorter or longer, leading to paying for unused time or for overtime.
Consider the addition of an additional staff in the Fleet Operations dept. ("It would be nice to have a clerk". "Any clerical work that can be done by a clerk is more time that I can spend overseeing more").
Enable more time for managers to deal with supervising, problem solving and process improvement activities by having routine data entry tasks (System P, System F) done by clerical personnel.
Consider the option of having contract suppliers manage the fuel inventory as been done with other liquids.
Study the feasibility of establishing VMI (Vendors Managed Inventory) for maintenance / spare parts.
Make a cost benefit analysis of the returns operation, especially considering the "padding" numbers embedded within the system.
Establish performance metrics that promote known, quantifiable goals, including budget responsibility. At present there is no infrastructure to do this.
Company and corporate goals and objectives are not known or understood many levels at ClientCo.’s Delivery.
Have Delivery Group enter Insurance claims on-line and provide claim No. to Fleet Management. This way, driver can take part in the filing process where it becomes closer to the source / more accurate.
Requesting earlier delivery of products from outside Publishers will help to avoid delays , reduce efforts to get them distributed on short notice and improve accuracy.
Mark each bundle so it is easilyidentified, reducing errors.
Measure retailers inquiries andcomplaints.
Install a system to deal with Sports Promotions and Sports Merchandise. System W (the systems used by Wholesaler) was design for newspapers. This will reduce backorders, Re-shipping, deferred orders and repeated invoicing.
Bundling a mix of products together, according to the needs of each final destination would simplify delivery
Replacing older (16') Relay Trucks with larger (24') trucks will reduce the number of trips per day. (Trucks depart on average at 50% to 100% capacity, which includes daily products as well as Sunday components).
Provide information and tools to pre-plan future trips to aid efficiency. This will improve truck utilization while cutting the number of dispatches for trucks.
Implement at Wholesaler, a system to scan returns (as it is done in Location 1). This will reduce the time required to process returns and will improve refund accuracy.
Produce Trend Reports showing fleet maintenance and repair trends. Utilize as a basis for proactive decisions.
Create a picture / graph Showing trends by truck (fleet routes) in order to analyze performance and enable "moreeven flow during the night".
Examine the prudence of obtaining newer vehicles (average age is 7 years -Range: 2 to 11).
Get automated production of Fleet Maintenance requirements. Can save (managerial) 2 - 3 hours (which can be used for supervision ). Also, can improve continuity in case of manager's absence.
Utilize Radio-frequency identification (RFID) scanning technology to track vehicles during repair and to also track the parts used in repair in order to follow vehicles in and out of use and to trigger automatic reorder for parts depleted.
Bundle delivery doesn't work effectively; once the bundles get to the stacker the software switches from System S problems occur with incorrect bundles to be placed on delivery trucks.
Drop quantities to each location point of other publisher's products can bedetermined automatically, saving time rather than dealing with this manually.
Employ a reordering system forequipment / maintenance parts. This will save foremen and mechanic time which can be reallocated to vehicle repairs and maintenance rather than administrativework.
Find a method to reduce the manual effort required for the creation of galleys and manifests .
Produce a report for the person in the platform loading the ClientCo. product to the truck, rather than relying upon a manual spreadsheet.
Reduce the number of manual copies made in the Delivery office, by having the computer print the correct amount needed. Also, teach how to use the double-side and staple copy features reducing time spent in manual work.
Revise the print purchasing process.
Implement electronic tablets to provide instructions to drivers and to collect trip/delivery information, rather Than printing paperwork and entering drivers' notations upon return.
Share / Communicate / Implement the 6-Sigmaresults.
Research the need to recoverfunctionality features that were lost when migration to System X occurred.
Make galleys and manifest more user friendly.
Use electronic systems to track package and truck status and make appropriate adjustment.
Sometimes we get Location 1 drivers who are supposed to be in Location 2, but they have to run other errands for ClientCo.and it delays them in getting to Location 2.
Need two sets of eyes in the delivery control room to observe and catch mistakes.
If truck loaders find a truck is short a certain amount of bundles, that truck cannot finish being loaded until afterthe next product has finished being produced and stacked.
Develop a "scorecard" fordistributors delivery quality (based on complaints?) vs. circulation. Analyze trends and perform Root CauseAnalysis.
Establish a "Change Management" effort to ensure that process change and organizational (cultural) change are done together.
Construct a formalized trainingprogram to educate all newemployees regarding the company's processes.
Develop an ongoing mechanism to communicate the company's strategy and any change in direction or rationale.
Develop uniform procedures,standards, and terms across key areas
Develop a skills flexibility chart that enables and ongoing view of employee capability andperformance.
Construct a daily plan versus actual approach and utilize management reports to control the work routine.
When the paper is not published or has been delayed to the extent that the single delivery deadline is not met, a representative should call thedealer/vendor to advise a revised Estimated time as soon as it is established.
The circulation staff should communicate with advertising to develop an in-depth knowledge of how circulation supports advertiser goals and to find innovative ways to deliver the advertiser's message to the reader.
Post key weekly and daily service and productivity goals, and update them at the end of every day.
Develop a "scorecard" showingpressroom, mailroom and delivery cost vs. circulation and service quality. Analyze trends. Perform Root Cause Analysis.
Ensure that all carriers arecontactable via cell phone or other two-way device while en route.
Supply all single-deliverypersonnel with contact numbers for their delivery locations so dealers can be notified of any delays orproblems.
Formally cross-train employees so they will have the flexibility to switch assignments and pitch in whenever and wherever they are needed.
System X
System X
System XSystem P System P System P
System S System S System S
System S
System W System W
System W
System S
System S
System B
System BSystem BSystem B
Beginning of each year
Everyday at 10 a.m.
By 10:30 p.m. Annually Initiate at 8 p.m.
As needed
Location 1: 9:00 PM Location 2: 2 At 9:30 PM; 2 At 10:30 PM 10 p.m.
11:30 p.m. / 12 a.m. 1:30 a.m. 2 a.m. 10:30
Location1 ONLYReceive First ClientCo.
Shuttle fromLocation 2
By 1 a.m. By 2 a.m. By 2:30 a.m.
Answer Customer Service Calls
Enter Orders into System X
Store-back Issue and Fulfillment Orders About 200 every 2 weeks
Planning Delivery
www.the labconsul t ing.com | Phone: 201.526.1200 | Fax: 201.526.1216 | in fo@thelabconsul t ing.com
Daily Routes Process
Legend
PROC
ESS
MAP
Impr
ove
Smar
ter
Planning
Delivery
Customer Service
Billing
Distribution:Daily Routes
Capture Complaint and Inform Home Delivery
Get Retailers Calls about Shortages / Overages or Other Delivery Problems
Is Call Due toProblem that can be Resolved By
Delivery?
Make Adjustment in System X
Advice Delivery of Problem and Resolution
Get (misdirected) Subscribers Calls
Wholesaler - Receive/negotiate/ agree with
publisher targetvolume for each
publication for theweek
Wholesaler - Decide (manually)
on volumes to drop ineach location using
guidelines provided by
computerized system
Wholesaler Produce Daily Manifest for each route
Wholesaler Produce totals sheet for each
driver + Totals for Truck taking multiple Drops
Enter New / Change Order or Changes into
Systems
Bring Hard Copy of Significant Changes to
Delivery
Notify (e-mail) Deliveryand Planning of Changes
Answer Calls from Single Copy Customers
Notify Delivery Foreman of Changes
Notify Engraving,Pressroom and Mailroom
of Changes
Coordinate Deliveryand Mailroom Timing
of Changeovers, Basedon Trucks’ Loading Status
Production Manager Receives Call from
Newsroom Regarding “Big News Story”
Any “Major Event” After 11:00 PM?
Continue with Production and Delivery
Plan
Modify Drop Plan (inSystem S) during the
night to maintain DeliverySchedule
Maintain Zone, Cluster,ZIP Information inSystem P process
Get Advertising andEditorial Information
and Maintain Circulation Draw File (Packages
Information) in System P
Review and Release Presses Schedule for
Daily Sections (based on Truck Schedule)
Maintain TrucksInformation before Setup
and System S process (Pre-established.Some seasonal
fluctuation. Use feedback from Delivery)
Modify Presses Plan (inSystem S) during the
night to maintain Production Schedule
Modify Inserters Plan(in System S) during the
night to maintain Production Schedule
Review and ReleaseDistribution Schedule forDaily Sections (Packages
to be Dropped by a specific truck in each
location) (based on Truck Schedule)
Modify Drop Plan (in System S) during the
night to maintain Delivery
Schedule (by foremanin conjunction with
Delivery)
Zones GroupsHD – Home Delivery
SC – Single CopyNE – Newspaper &
Education TPI – Third Party
Convert CustomerOrders and Advertising
File (from pre-print system) into Packages
and “Truck Schedule” (a combination of products
that go into a truck)
(Supposed to) Produce Labels Indicating which bundle goes into which Truck Continue to Ma l
Room
Review and ReleaseInserters’ Schedule for
Daily Sections (based on Truck Schedule)
Review and ReleaseDistribution Schedule forDaily Sections (Packages
to be Dropped by a specific truck in each
location) (based on Truck Schedule)
Plan Dayside Production
Send Informational e-mail to Delivery, Mailroom,
Wholesaler with: Final Paging, Bundles, Special Instructions for ClientCo.
Products, based on information shared at the
Production meeting
Modify Drop Plan (inSystem S) during the
night to maintain Delivery Schedule (by
foremanin conjunction with
Delivery)
Keep Track (manually)of Inventory of ColorsAlready Produced and
Placed into Pallets
Get Annual Budgetfrom Finance’s person
Assigned to Circulation
Get Quotes for NewEquipment, as specified
in Budget
Change Plan Input Parameters
Release / Load Colors into Trucks as they become available and based on
space availability on trucks
Perform Preventive
Maintenance on Fleet
Perform Repair of
Mechanical Problems
Store (daily) Issues for Back Orders
Receive and CaptureCustomer Orders for Back
Issues
Check / ApprovePayment for Orders for
Back Issues
Enter Order for BackIssues (into Access Based
Database)Pick and Mail Back Orders
Modify Delivery Planto maintain Production Schedule (in System S)
during production
Produce Distribution Sheets (for Relay and Wagons) and
Laydown Sheets (for Wagons) indicating which ClientCo Globe, ClientCo. Times and ClientCo. Post product goes into which
Trip
Provide Feedback onWeekly Meeting (to
review next week anddiscuss previous)
Update Trucks Profilewith Edition;
Distribution Type (predated);
Advertising Zone
Handle ShiftPaperwork to Driver (by
foreman)
Set-Up ClientCo. Postand ClientCo. Times’
Distribution
Manually Fill-up theDistribution Sheets
(foreman) indicatingwhich driver/truck is
assigned to which trip(the blank forms are
automatically Printed
Get from DriversStewart list of Drivers
Available for this night
Print the Galleys andManifest for each Trip
(Foreman)
Update Driver’s Job Pick (by seniority)
Assign (manually) Tripto Dock (continuously throughout each shift)
Maintain the DocksList (very seldom)
Enter Trip to Dockassignment into bundle
delivery (all the information from scratch
every time)
Platform Workers Come in
Location 2 ONLYCall Location 1 asking for
ClientCo. Quantities Required (inserted and non-
inserted)
Location 2 ONLYSend First ClientCo. Truck to Location 1
Location 1 ONLYReceive Second
ClientCo. Shuttle from Location 2
Location 1 ONLYReceive Third ClientCo. Shuttle from Location 2
(used for Single Copy Routes)
Location 2 ONLYReceive ClientCo. Shuttle
from Location 1
Receive Products inWholesaler’s Locations
(on Sundays: Main Sections)
Receive Pallets of Pre-Dates
Wholesaler - Collate / Insert Pre-Dates on
product
Sub-Contractors Pick-Up Products from
Wholesaler Location
Location 2 ONLYSend Second ClientCo.
Truck to Location 1
Location 2 ONLYSend Second ClientCo.
Truck to Location 1
Location 1 ONLYSend Second ClientCo.
Truck to Location 2
Enter Orders into System X
No
Yes
Yes
No
Wholesaler- Sub-Contract Local Distributors
Direct Trays to Appropriate Chute
Get Mileage Information Captured at Refueling
Produce Report(request manually)
Indicating Trucks Duefor Maintenance. Post the
Report
Set Parameters forFleet Maintenance,
based in Manufacturers Specifications
Perform Preventive Maintenance
Fill-Up (manual) CardIndicating Parts and
Labor Used
Enter Parts and Labor Consumed
Second and Third Truck are Combined 75%
of the time
Use Relay T rucks to Deliver to Wholesalers, Distributors,
Warehouse location (Warehouse: Loc. 3 and Loc. 4 locations from Loc.
1 and Loc. 5 from Loc. 2)
Use Relay T rucks to Deliver to Wholesaler Pre-determined Drop-off Locations (4 or 5
meeting points with wholesaler’s subcontractors
that do not pick-up from Wholesaller’s warehouses.
Use Wagons (or Route Trucks ) to Deliver to Retail locations (single copy, Boxes, vending machines),
Hawkers, Schools, Hotels and amenity account Locations
Receive Products inpre-determined (4 or 5)
Drop Off Locations
Distribute to Retailers(single copy) and home
delivery
Integrate among editorial, advertising, production and delivery functions (each one doing the best from their function's perspective), with an eye toward the optimization of the complete operation.
Rationalize the multiplicity of product s offered / promised. The goal is to improve delivery reliability and reduce fulfillment cost (while making sure advertising revenue and circulation a re not adversely affected.
Providing budget to Fleet Operations earlier in the Fall can potentially produce savings of 4% to 6% on new vehicle purchases.
Improve planning and operations inorder to reduce Stop / Start waste.
Measure compliance to the plan (which may need physical and logical integration of processes).
Improve mailroom's execution to plan. This is due to the number of products (permutations ) that we are expected to produce and deliver.
Improve processes to capture orders and generate manifest for NIE.
Make sure that changes in processes are followed through.
Check if advertising revenue will be affected by reducing the number of product permutations .
Make sure that there is a sequential flow from Circulation and Planning to Mail Room and Delivery
Check profitability of advertising zones / volumes combination. This analysis to include Delivery Expense vs. Advertising Income.
Clean current addresses in System X.
As sign IT person to Planning to deal with mas s database changes (rather than manual entry).
Establish a method to match editorial, advertising, production and delivery goals.
Create "Editorial Zones" that avoid crossing boundaries and avoid the need to create different packages. (Less packages means less runs which translates into less times thepressroom and mailroom have to stop, which translates into savings).
Cost out the effectiveness of creating "pure" delivery zones by advertising, to avoid zones with mixed products.
Check what is the degree of confidence that can actually deliver the promised products .
Consider utilizing a common counter so that a buffer is kept be tween Press and inserters, so that insertion does not have to stop when press stops
Include in Set-up and System S plan with a "Handling Allowance", for loses during the package creation process.
Create interface between systems to avoid the need for double entry of customer orders.
Make changes in System X to allow entry of orders for back is sues (rather than using the advertising system).
Work with supplier of inserts equipment and software to have them deliver according to their contract.
Eliminate the need for System P tool. Maintenance should be done in System S
Production should not be tied to the press due to the inconvenience if one of the ma chines we re to break down, it would only cause more backup downstream.
Make addresses in System X more structured. Add address validation.
Create a policy and procedure manual to document all operations.
Prioritize activities according tobusiness priorities rather thanattending to every request.
Establish procedures to communicate product-related and procedural changes to all relevant personnel simultaneously.
Define and communicate a company policy on minimum accuracy/quality standards.
Retain standardized logs containing detailed records of all transactions .
Establish a priori tized list ofimprovement projects, and keepstaff updated on progress.
Regularly issue reports chartingcurrent productivity measurements against past productivity metrics.
Construct a daily managementroutine; segment and define major activities, tasks, and timeframes to execute those tasks.
Conduct morning debriefs to outline work and any problem issues (maximum of fifteen minutes).
Distribute all management reports online.
Bundles often come to the dock unmarked and get loaded into trucks when they're not really certain where each bundle is supposed to go.
Check possibility of outsourcing selected routes. (Currently there are about 50 drivers handling the single copy delivery within the #128 loop - wagons). Drivers' shifts are 7.5 hours, but actual time required may be shorter or longer, leading to paying for unused time or for overtime.
Consider the addition of an additional staff in the Fleet Operations dept. ("It would be nice to have a clerk". "Any clerical work that can be done by a clerk is more time that I can spend overseeing more").
Enable more time for managers to deal with supervising, problem solving and process improvement activities by having routine data entry tasks (System P, System F) done by clerical personnel.
Consider the option of having contract suppliers manage the fuel inventory as been done with other liquids.
Study the feasibility of establishing VMI (Vendors Managed Inventory) for maintenance / spare parts.
Make a cost benefit analysis of the returns operation, especially considering the "padding" numbers embedded within the system.
Establish performance metrics that promote known, quantifiable goals, including budget responsibility. At present there is no infrastructure to do this.
Company and corporate goals and objectives are not known or understood many levels at ClientCo.’s Delivery.
Have Delivery Group enter Insurance claims on-line and provide claim No. to Fleet Management. This way, driver can take part in the filing process where it becomes closer to the source / more accurate.
Requesting earlier delivery of products from outside Publishers will help to avoid delays , reduce efforts to get them distributed on short notice and improve accuracy.
Mark each bundle so it is easilyidentified, reducing errors.
Measure retailers inquiries andcomplaints.
Install a system to deal with Sports Promotions and Sports Merchandise. System W (the systems used by Wholesaler) was design for newspapers. This will reduce backorders, Re-shipping, deferred orders and repeated invoicing.
Bundling a mix of products together, according to the needs of each final destination would simplify delivery
Replacing older (16') Relay Trucks with larger (24') trucks will reduce the number of trips per day. (Trucks depart on average at 50% to 100% capacity, which includes daily products as well as Sunday components).
Provide information and tools to pre-plan future trips to aid efficiency. This will improve truck utilization while cutting the number of dispatches for trucks.
Implement at Wholesaler, a system to scan returns (as it is done in Location 1). This will reduce the time required to process returns and will improve refund accuracy.
Produce Trend Reports showing fleet maintenance and repair trends. Utilize as a basis for proactive decisions.
Create a picture / graph Showing trends by truck (fleet routes) in order to analyze performance and enable "moreeven flow during the night".
Examine the prudence of obtaining newer vehicles (average age is 7 years -Range: 2 to 11).
Get automated production of Fleet Maintenance requirements. Can save (managerial) 2 - 3 hours (which can be used for supervision ). Also, can improve continuity in case of manager's absence.
Utilize Radio-frequency identification (RFID) scanning technology to track vehicles during repair and to also track the parts used in repair in order to follow vehicles in and out of use and to trigger automatic reorder for parts depleted.
Bundle delivery doesn't work effectively; once the bundles get to the stacker the software switches from System S problems occur with incorrect bundles to be placed on delivery trucks.
Drop quantities to each location point of other publisher's products can bedetermined automatically, saving time rather than dealing with this manually.
Employ a reordering system forequipment / maintenance parts. This will save foremen and mechanic time which can be reallocated to vehicle repairs and maintenance rather than administrativework.
Find a method to reduce the manual effort required for the creation of galleys and manifests .
Produce a report for the person in the platform loading the ClientCo. product to the truck, rather than relying upon a manual spreadsheet.
Reduce the number of manual copies made in the Delivery office, by having the computer print the correct amount needed. Also, teach how to use the double-side and staple copy features reducing time spent in manual work.
Revise the print purchasing process.
Implement electronic tablets to provide instructions to drivers and to collect trip/delivery information, rather Than printing paperwork and entering drivers' notations upon return.
Share / Communicate / Implement the 6-Sigmaresults.
Research the need to recoverfunctionality features that were lost when migration to System X occurred.
Make galleys and manifest more user friendly.
Use electronic systems to track package and truck status and make appropriate adjustment.
Sometimes we get Location 1 drivers who are supposed to be in Location 2, but they have to run other errands for ClientCo.and it delays them in getting to Location 2.
Need two sets of eyes in the delivery control room to observe and catch mistakes.
If truck loaders find a truck is short a certain amount of bundles, that truck cannot finish being loaded until afterthe next product has finished being produced and stacked.
Develop a "scorecard" fordistributors delivery quality (based on complaints?) vs. circulation. Analyze trends and perform Root CauseAnalysis.
Establish a "Change Management" effort to ensure that process change and organizational (cultural) change are done together.
Construct a formalized trainingprogram to educate all newemployees regarding the company's processes.
Develop an ongoing mechanism to communicate the company's strategy and any change in direction or rationale.
Develop uniform procedures,standards, and terms across key areas
Develop a skills flexibility chart that enables and ongoing view of employee capability andperformance.
Construct a daily plan versus actual approach and utilize management reports to control the work routine.
When the paper is not published or has been delayed to the extent that the single delivery deadline is not met, a representative should call thedealer/vendor to advise a revised Estimated time as soon as it is established.
The circulation staff should communicate with advertising to develop an in-depth knowledge of how circulation supports advertiser goals and to find innovative ways to deliver the advertiser's message to the reader.
Post key weekly and daily service and productivity goals, and update them at the end of every day.
Develop a "scorecard" showingpressroom, mailroom and delivery cost vs. circulation and service quality. Analyze trends. Perform Root Cause Analysis.
Ensure that all carriers arecontactable via cell phone or other two-way device while en route.
Supply all single-deliverypersonnel with contact numbers for their delivery locations so dealers can be notified of any delays orproblems.
Formally cross-train employees so they will have the flexibility to switch assignments and pitch in whenever and wherever they are needed.
System X
System X
System XSystem P System P System P
System S System S System S
System S
System W System W
System W
System S
System S
System B
System BSystem B System B
Beginning of each year
Everyday at 10 a.m.
By 10:30 p.m. Annually Initiate at 8 p.m.
As needed
Location 1: 9:00 PM Location 2: 2 At 9:30 PM; 2 At 10:30 PM 10 p.m.
11:30 p.m. / 12 a.m. 1:30 a.m. 2 a.m. 10:30 p.m.
Location1 ONLYReceive First ClientCo.
Shuttle fromLocation 2
By 1 a.m. By 2 a.m. By 2:30 a.m. By 11:30 p.m.
Answer Customer Service Calls
Enter Orders into System X
Store-back Issue and Fulfillment Orders About 200 every 2 weeks
Planning Delivery
Class I Improvement Activity Description
Low-Value-Added Activity DescriptionClass II Improvement
DecisionApplicable Leading Practice
Comment/Additional InformationKey Performance Indicator
Connection to Unmapped AreaAssorted Systems
Distribution | Order Management | Production | Procurement
Channel Design & Management
Fleet Management
Packaging
Third Party Logistics Management
Logistics Health & Safety
THE LAB’S SUPPLY CHAIN OPERATIONS PRACTICE AREAS
pm.sco7.DailyRoutes.150217
Capture Complaint andInform Home Deliveryr
Get Retailers Calls aboutShortages / Overages orOther Deliveryrr Problems
M
Get (misdirected)Subscribers Calls
Enter Orders intoSystem X
g g ,advertising, production anddeliveryr functions (each one doingthe best from their function'sperspective), with an eye e towardthe optimization of the completeoperation.
Meas(whiclogica
Make sure that changes inprocesses are followed through.
System X
Answer Customer Service Calls
Numerous non-technology improvements…
95 ImprovementsClass I
78%
Class II
22%
Change Required… Class I ® Class II ®
Technology capabilities NO YES
Physical infrastructure NO YES
Business/distribution strategy NO YES
Product/service offerings NO YES
Regulatory issues/approvals NO YES
Dailyute
Wholesaler Producetotals sheet for each
driver + Totals for Trucktaking multiple Drops
Get Annual Budgetfrom Finance’s person
Assigned to Circulation
Check profitabilitytt ofadvertising zones / volumescombination. This analysis toinclude Deliveryr Expense vs.Advertising Income.
Create "Editorial Zones" that avoidcrossing boundaries and avoid theneed to create difff erent packages.(Less packages means less runs whichtranslates into less times thepressroom and mailroom have tostop, which translates into savings).
Consider utilizing a commoncounter so that a bufff er is keptbe tween Press and inserters, sothat insertion does not have tostop when press stops
Regularly issue repcurrent productivitytmeasurements agaproductivityt metric
Conduct morning debriefsff tooutline work and any problemissues (maximum of fiftff eenminutes).
System W
System W
…targeting reduction of low-value work steps
Total Work Steps:335
0%
25%
50%
75%
100%
Low-value-added
Highlights work activities
related to lower-value-added
tasks, such as correcting
errors, rework, redundancies,
“checking the checkers,” etc…Value-added
64%
36%
activites activites
Review and ReleasePresses Schedule for
Daily Sections (based onTruck Schedule)
Zones GroupsHD – Home Deliveryr
SC – Single CopyNE – Newspaper &
EducationTPI – Third Partyt
Convert CustomerOrders and Advertising
File (from pre-printsystem) into Packages
and “Truck Schedule” (acombination of products
that go into a truck)
Review anInserters’ Sc
Daily SectionTruck Sch
Prioritize activities according tobusiness priorities rather thanattending to everyr request.
System S System S
System S
…deliver near-term financial & operating benefits
Improvements Opportunities by Timeframe
Timeframe Complexity Technology
Immediate Low None[1–2 months]
Secondary Moderate Some[3–6 months]
Long Term High Major[6+ months]
Total = 95
39%
25%
36%
o
Change Plan InputParameters
…enable self-funding improvement
Twelve month ROI: 3.5x
Benefits at full accrual
Project breakeven
Month Number
1 2 3 4 5 6 7 8 9 10 11 12
$-250K
$0K
$250K
$500K
$750K
30
260
410
745 1,110 1,440
-75 -150 -225 -240 -170 -160
Distribution: Daily Routes Process Map
LocatReceiveShuttle f
(used for Single CopyRoutes)
Location 2 ONLYSend Second ClientCo.
2 a.m. 10
Non-technology improvements (and benefits)
typically outnumber technology dependent improvements by a
3 to 1 margin.
Contact The Lab
201.526.1200
Activity-Level End-to-End Maps to Document 80-90% of the “Human Work Activity”
Legend
Class I Improvement Opportunities
Class II Improvement Opportunities
I
II
April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc. 8 of 11
Average Days to Complete Task(Average Difference in Days between Order Touches in Database)
Average Number of Touch Points per Order(Average Number of Times Status Occurs per Order)
Multiple “Touch Points” in the Sales Process Cause Long Order CyclesCompetitors’ Cycles are 50% or Less
On Average, Completing the “Processing” Portion of an Order Requires 4 Days
Excessive Touch Points in the Process Create Delays and Errors
0
3
6
9
12
15
ShipScratchQuote
ProductSubstitution
BidDesk
RejectErrorProductReview
ManagerReview
CreditReview
Wait for AEto Review
QuoteOrder
Num
ber
of O
ccur
renc
es
1.1 1.2 1.3 1.2 1.1 1.1 1.0 1.02.4 2.3 2.22.0
Avg
Range
Legend
Total AverageTouches perOrder (4.7)
Max: 39 Max: 21
0
10
20
30
40
Tim
e to
Com
ple
te T
ask
(Day
s)
8.7
3.81.0 0.5 0.04 0.06 0.7 1.4
4.9
Max: 60 Max: 66
Avg (4.0)
Avg
Range
Legend
2.3
Max: 70Max: 65 Days
Days
Order
Percent of Status
SALES
SALES SUPPORT
SUPPORT
44% 8% 4% 1% 1% 0.44% 0.08% 0.07%22%
Quote
17%
Wait for AE to Review
Credit Review
Manager Review
Product Review
Errored Order Reject Bid Desk Product
Substitution
9 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
Percentage of Subsidized Agents vs. Non-Subsidized Agents(August 20XX - March 20XX)
Sales Comp Virtuous Waste: Adds Delays, Touch Points and ErrorsHigher Subsidies or “Spiffs” — Intended to Accelerate — Cause Sales Reps to Hold Back Orders to Earn More
52%48%
40%
60%
39%
61%47%
53%
14%
86%
Non-Subsidized(Avg. 45%)
Subsidized(Avg. 55%)
Legend
Region 1 TotalTotal 90 AEs
Submitted
Submitted
AEs are consistent
Held
Region 1 - Individual AEs
Region 2 - Individual AEs
Region 3 - Individual AEs
Region 4 - Individual AEs
Region 5 - Individual AEs
Region 2 TotalTotal 71 AEs
Region 3 TotalTotal 61 AEs
Region 4 TotalTotal 32 AEs
Region 5 TotalTotal 14 AEs
Aug Sep Oct Nov Dec Jan Feb March Aug Sep Oct Nov Dec Jan Feb March Aug Sep Oct Nov Dec Jan Feb March Aug Sep Oct Nov Dec Jan Feb March Aug Sep Oct Nov Dec Jan Feb MarchAE 1 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 1 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 1 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 1 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 1 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 2 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 2 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 2 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 2 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 2 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 3 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 3 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 3 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 3 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 3 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 4 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 4 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 4 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 4 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 4 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 5 N-Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 5 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 5 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 5 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 5 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 6 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 6 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 6 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 6 N-Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 6 Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd
AE 7 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 7 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 7 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 7 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 7 Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 8 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 8 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 8 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 8 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 8 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 9 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 9 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 9 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 9 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 9 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 10 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 10 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 10 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 10 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 10 Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 11 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 11 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 11 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 11 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 11 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 12 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 12 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 12 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 12 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 12 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 13 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 13 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 13 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 13 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 13 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 14 N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd AE 14 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 14 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 14 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 14 N-Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 15 Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 15 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 15 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 15 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 16 Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 16 N-Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd AE 16 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 16 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 17 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 17 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 17 Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 17 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd
AE 18 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 18 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 18 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 18 Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd
AE 19 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 19 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 19 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 19 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 20 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 20 N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 20 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 20 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 21 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 21 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 21 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 21 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 22 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 22 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 22 Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 22 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 23 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 23 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 23 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 23 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 24 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 24 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 24 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 24 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd
AE 25 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 25 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 25 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 25 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 26 N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd AE 26 Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 26 Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 26 N-Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd
AE 27 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 27 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 27 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 27 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 28 Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 28 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 28 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 28 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 29 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 29 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 29 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 29 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 30 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 30 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 30 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 30 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 31 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 31 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 31 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 31 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 32 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 32 Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 32 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 32 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 33 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 33 Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd AE 33 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 34 N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 34 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 34 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 35 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd AE 35 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 35 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 36 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 36 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 36 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 37 N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd AE 37 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 37 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 38 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 38 N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd AE 38 Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 39 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 39 Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd AE 39 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 40 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 40 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 40 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 41 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 41 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 41 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 42 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 42 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 42 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 43 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd AE 43 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 43 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 44 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 44 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 44 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 45 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 45 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 45 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 46 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 46 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 46 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 47 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 47 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 47 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 48 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 48 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 48 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 49 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 49 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 49 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 50 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 50 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 50 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 51 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 51 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 51 Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 52 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 52 N-Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 52 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 53 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 53 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 53 Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 54 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 54 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 54 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 55 Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 55 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 55 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd
AE 56 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd AE 56 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 56 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd
AE 57 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 57 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 57 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 58 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 58 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 58 Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd
AE 59 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 59 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 59 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd
AE 60 Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 60 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 60 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 61 N-Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 61 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 61 Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd
AE 62 Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd AE 62 Sub'd Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 62 Sub'd Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 63 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 63 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 64 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 64 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 65 N-Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd AE 65 Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd
AE 66 Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd Sub'd N-Sub'd AE 66 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 67 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 67 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 68 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd AE 68 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 69 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd AE 69 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd
AE 70 N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd N-Sub'd AE 70 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 71 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd AE 71 Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd Sub'd N-Sub'd
AE 72 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 73 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 74 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 75 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd N-Sub'd N-Sub'd
AE 76 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 77 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 78 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 79 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 80 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 81 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd Sub'd
AE 82 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 83 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 84 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 85 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 86 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 87 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 88 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 89 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd Sub'd N-Sub'd
AE 90 Sub'd N-Sub'd Sub'd N-Sub'd Sub'd Sub'd Sub'd N-Sub'd
N-Sub'd Non-Subsidized Compensation:Quota Unmet Holding Back Orders for “Spiffs” Next Month
Sub'd Subsidized Compensation:Quota MetSubmitted Orders - No “Spiff” Available
Legend
Each sales team and almost every AE exhibits the same behavior — “offloading” sales into the following month when personally beneficial
AE90
AE1
Held
10 of 11April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc.
Total Net Sales by Account Executives(August 20XX - March 20XX; 8 months)
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
0%
20%
40%
60%
80%
100%
Tota
l Net
Sal
esP
ercentage of Total Net S
ales
Account Executives
20% 80%
$154MNet Sales (50%)
20% of Account Executives
Gross Margin
The “Long Tail” of Low Revenue ProducersTop Sales Producer Analysis
The Top 20% of Account Executives Are Responsible for 50% of Net Sales
“ Let’s keep adding sales people as long as they generate additional revenue.”
April 8, 2015 | MDM.Presentation.150408 | © Lab Consulting Partnership, Inc. 11 of 11
Cumulative Earnings by Account Executives(Nov 20XX to Mar 20XX; Total 254 AEs)
The Cost of “Virtuous Waste” in Sales: 17% of EarningsTotal Earnings by Account Executives
Almost 30% of Account Executives Are Unprofitable Driving Annual $2.6M in Earnings Erosion
Almost 90% of Unprofitable Account Executives Are Concentrated in Two Regions
Almost Half (44%) of Unprofitable AEs Have Been with ClientCo More than 2 Years
Unprofitable Employee Share by Sales Region(Nov 20XX to Mar 20XX)
Profitable Employee Share by Tenure Group(71% of Account Executives)
(Nov 20XX to Mar 20XX)
Unprofitable Employee Share by Tenure Group(29% of Account Executives)
(Nov 20XX to Mar 20XX)
Total: 73 AEs, 29% of Total AEs
66% Region 1(48)
Region 2 22%(16)
Regions 3-5 12%(9)
Percent of Account Executives
0% 10% 20% 30% 40% 50% 60% 70% 80%
1 to 2 Years
2 to 3 Years
3+ Years 67%
15%
17%
Percent of Account Executives
0% 10% 20% 30% 40% 50% 60%
1 to 2 Years
2 to 3 Years
3+ Years 29%
15%
56%
44%
-100K
100K
300K
500K
700K
900K
1,100K
-1,800,000
3,650,000
9,100,000
14,550,000
20,000,000
Tota
l Pro
fit ($
)C
umulative E
arnings
29% of AEs
“Cash Negative”$2.6M - 17% of Reported Earnings
71% of AEs
$15.7M
