Marketing Lean Six Sigma Review

8/8/2019 Marketing Lean Six Sigma Review

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2009 C4iSN Six Sigma Green Belt Project

GB Project Report Template Review

Student Name: Larry Pereira

City Liaison to Project / Project Coordinator: CoCo GoodProject Champion: Frank Ragan

Master Belt Mentor: H. T. Hsia

Date: Oct 23, 2009

Version 7.0


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General Requirement

Dated

Revision Controlled, especially on the ProjectCharter Slide numbered All charts accompanied with Observation and / or

Conclusion An index is needed A list of demonstrated tools with GB Candidates

name attached It is students responsibility to retain the hand-

written note from the review session and completethe assignment on time


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For the Business Case, Decision Making

Time

Cost

Scope Risk

Quality

Customer Satisfaction

Guideline: Six Elements


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Index

Topics

Slide Guide

To be completed later


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Project Charter-1

Elements of a Project Charter:

Business Case: Scorecard Citywide Marketing budget saving of approx 10 -15% Significantly improved communications between all five agencies and City Managers Office Coordinate brand and messaging from an overall perspective Making the most effective use of Tax Payers $$$ & resources moving forwardOpportunity Statement:Business Impact, Six Elements Unified Marketing Plan

Shared marketing budgets Shared marketing resources Making the most effective use of Tax Payers $$$ & resources moving forwardGoal Statement: Success Criteria Similar to Score CardProject Scope: Boundaries Via coordination of objectives, defining duties & processes, leveraging on opportunities topool resources, utilizing economies of scale via common suppliers where possible, demanding

volume discounts and other such business measures will result in cost savings of 10- 15%?(RANGE, OR SOLID AT 15%) - a much BIGGER bang for the buck for the Tax Payers of theCity of McKinney!!Project Plan: WBSReal Activities not DMAICTimeline at Month or QuarterTeam Selection:Name, Title, Role in the team (Details on # 6 & #17)

Rev 6.0


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Project Charter-2

Why should we do this?Tax Payer Savings Opportunistic Timing

Win-Win for all entitiesOverall Messaging & Brand coordination

(addl on #8)

What pain are we experiencing?Investment (sunk cost) in a strong & nationally recognizedbrand for McKinney is currently being diluted

What is wrong?Each city taxpayer funded entity creates their marketing plansand missions independently at the direction of their Board onbehalf of the City of McKinney (addl on #14)

What are the Improvements & Targets?Approx 10% -15% Cost SavingsEstablish Marketing ResponsibilitiesAvoid DuplicationAgree Approval Process Allow for Target Market specific Branding

(addl on #10)

What authority do we have?The City Council approves the budgets. The Council hasasked the City Manager to find a solution to the problem(addl on #15)

What processes are we addressing?Marketing budget expenditures and approvalsDivision of duties and responsibilities (which city taxpayer fundedentities market to whom) (addl on #16)What is not within scope?Anything outside of communications and marketing, includingoverall scope/mission of the city taxpayer funded entities(addl on #17)

How are we going to get this done?Appropriate meetingsData gatheringAppropriate #s crunchedProposal(s) made

(addl on #11)

When are we going to complete the work?TBD

(addl on #12)

Team SelectionDavid Pitstick - Director (MEDC)Ray Eckenrode/Bill Campbell - (MCDC)Diann Bayes - Director (MCVB)Ty Lake - Main Street Director (Downtown McKinney)Ken Weigand - Director (MADC)

Champion, Frank Regan, City ManagerMember-CoCo Good, Dir Marketing, City Mgrs OfficeGB Candidates-Larry Pereira, BB-H. T. Hsia

(on #18)

What responsibilities will they have?(On #19)

Rev 6.0


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McKINNEY CITIZENS

McKINNEY CITY COUNCIL

CITY OFMcKINNEY

MAIN STREETBOARD

Appointed fromVarious sources

MADCBOARD

(CouncilAppointed)

MCVBBOARD

(CouncilAppointed)

MEDCBOARD (4A)*

(CouncilAppointed)

MCDCBOARD (4B)*

(Council

Appointed)

CITY

MANAGER

(CM)

MAIN

TREET

DIRECTOR(CM makes director

staffing decisions)

AIR ORT

DIRECTOR(Board makes director

staffing decisions)

MCVB


staffing decisions)

MEDC


staffing decisions)

MCDC


staffing decisions)

Communications

& Marketing

Director

City

Departments

MEDC

ets

& Manages

Airport

Marketing

Budget

City Tax Pays Entities

*MEDC & MCDC are state regulated 4a and 4b entities, funded by cent sales tax

Frank Ragan - City Manager and City Council representative to the team Proj ct h

mpio

CoCo Good - City Communications and Marketing DirectorWill also act as Liaison between Larry and others mentioned here as required.

D

vidPit

tick- McKinney Economic Development Corporation Director (MEDC)

Mik Gib

o

- McKinney Community Development Corporation Director (MCDC)

Diann Bayes - McKinney Convention and Visitors Bureau Director (MCVB)Ty Lake - Main Street Director (Downtown McKinney)Ken Weigand - McKinney Airport Development Corporation Director (MADC)

Mkti g Budg t Mkti g Budg t Mkti g Budg t

Approx 900

Employees


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Why should we do this?

Why should we do this?

Via coordination of objectives, defining duties and processes, leveraging on

opportunities to pool resources, utilizing economies of scale via common supplierswhere possible, demanding volume discounts and other such business measures

will result in cost savings of 10 - 15%? (RANGE, OR SOLID AT 15%) - a much

BIGGER bang for the buck for the Tax Payers of the City of McKinney!!

Total available Marketing dollars for the City and where do they currently reside?

Collectively, through our city taxpayer funded entities, we have substantial marketingdollars that can be used to market and promote McKinney in the marketplace.

The housing of those budgets and resources independently throughout eachorganization requires that we work closely together in order to maximize our impact andget the most bang for the buck thereby complementing each others efforts. Thisprocess is lacking in its current state.

Potential Customers perception (image) of McKinney and subsequent potentialimpact Every experience a customer or prospect has with McKinney contributes to their

respective image (perception) of our city as a whole.

Marketing plans for each city taxpayer funded entity should be coordinated

As the combination of those plans is what is effectively should be the formal marketingapproach for the city overall which results in being our face to the marketplace.


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Why should we do this? cont.

Potential Impact

McKinney is currently at a point of enormous opportunity (ie. growth/explosion) With 2/ 3 of our community still left to build-out, we are officially one of the fastest growing

communities in America (5th f t t) and have received multiple national recognitions such asappearing on Mo M g zi B t Pl c to Liv list.

With the current, national/global economic slow down, and with a strong brand in place that unifiesthe city, this is an opportunistic time to leverage on the total picture by making the mosteffective use of Tax Payers dollars and resources moving forward - as we collectivelypromote a sustainable, well-rounded community and its niches, keeping us a highly sought-after

community for residents, businesses, visitors and others both, domestic and international. By coordinating our brand and messaging from an overall perspective, in a strategic and

organized fashion, we will speak with one voice about McKinney, all the while continuing to deep-dive within the overall brand to reach specific sub-target audiences and niche markets usingspecific focused/targeted messages for those groups as determined by subject matter expertstasked with that responsibility.

The goal is to provide a win-win for both the city as a whole and the city taxpayer fundedentities tasked with reaching target markets.

In addition, coordination of objectives, defining duties and processes, and leveraging onopportunities to pool resources results in a much BIGGER bang for the buck!!

Ample opportunities exist to l v r g r ourc d v co t through combined purchasingagreements, possible shared resources, better use of internal resources (less duplication of effort),more effective outsourcing agreements and other similar aspects of cost savings.


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What are our improvement objectives & targets?

What are our improvement objectives and targets?

Establish marketing responsibilities for each city taxpayer fundedentity to avoid duplication of effort who owns what marketinginitiatives and communications aspects.

Agree on an approval process for marketing plans, communicationsmaterials and other public outreach that will allow for target-marketspecific messaging and customization tailored to reach specific niche

audiences, while continuing to ensure McKinney is presenting acoordinated voice, image and brand that is also representative of thecommunity as a whole and satisfactory to the City Council.

Establish operating procedures and processes that will enablemarketing budgets and expenses to be coordinated formaximumReturns across organizations on behalf of the City of McKinney andits Tax Payers.

Identify cost savings of 10 - 15%, allowing the opportunity toreinvest those dollars in additional marketing opportunities and/orresources.


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How are we going to get this done?

How are we going to get this done?

Process

Via coordination of objectives

Defining duties and processes

Leveraging on opportunities to pool resources financial, human, electronics-machine, contractors/consultants

Utilizing economies of scale via common suppliers where possible Negotiating volume / group discounts from vendors/suppliers

Tools

DMAIC (Define, Measure, Analyze, Improve, Control Opportunities)

Process Mapping Current

Desired

Best Practices

Fish Bone Diagram


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How are we going to get this done? cont

Measures of Success (yet to be completed)

Score Card (What are the measures of success?) XXX

XXX

XXX


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What 'pain' are we experiencing?

What 'pain' are we experiencing?

Uncoordinated use of limited budget dollars can result in unnecessary and/orduplicated expenses that could be put to better use Non-clearly defined roles and responsibilities are unnecessarily causing turf

issues among some organizations Investment (sunk cost) in a strong and nationally recognized brand for McKinney

is currently being diluted Duplication of efforts and stretched or lack of resources in certain areas Communication and marketing 'gaps' or needs that may not be being addressed

by any organizations perceived mission for example, there has beendiscussion that golf courses are not marketed by any of the city taxpayer fundedentities and there needs to be a decision as to where that fits; the Airport isanother example as marketing dollars are housed within MEDC but airport andMEDC do not always agree on marketing needs and goals

Mixed messages being sent to McKinney target audiences potentially causingconfusion to consumers who view multiple materials and interact with different

city taxpayer funded agencies within the community Inefficiencies in use of resources; both personnel and financial, limiting what canbe achieved with current available resources

Lost opportunities, such as media effectiveness, when organizations speak ormake decisions independently, rather than as part of a larger, whole entity.


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What processes are we addressing?

What processes are we addressing?

Marketing budget expenditures and approvals

Division of duties and responsibilities (which city taxpayer fundedentities market to whom)

Approval of city taxpayer funded entity marketing plan(s), goals andtactics

City taxpayer funded entity marketing and communications contentand messaging approvals

City taxpayer funded entity marketing and communications graphicsapprovals (visual identity)


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Who are the team members?

Who are the team members?

Frank Ragan - City Manager and City Council representative to theteam Project Champion

CoCo Good - City Communications and Marketing Director Will also act as Liaison between Larry and others mentioned here as required.

David Pitstick - McKinney Economic Development Corporation

Director (MEDC) Ray Eckenrode/Bill Campbell - McKinney Community Development

Corporation (MCDC)

Diann Bayes - McKinney Convention and Visitors Bureau Director(MCVB)

Ty Lake - Main Street Director (Downtown McKinney)

Ken Weigand - McKinney Airport Development Corporation Director(MADC)

Chamber has been invited to participate


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Background Info

City Council Elected body with four Council members representing specific districts and three servingat-large, including the Mayor All of Council sets policy and direction citywide and hires and fires theCity Manager who serves as the chief executive for the organization and oversees the 900 city personnel

McKinney Convention and Visitors Bureau (MCVB) (promotes citywide tourism in McKinney) Boardmembers are appointed by City Council; Board has sole authority to hire and fire their executive director;funds are from hotel/motel tax that the city diverts to this organization

McKinney Economic Development Corporation (MEDC) (promotes the economic growth of McKinney) 4a funded cent sales tax - Board members are appointed by City Council; Board has sole authority

to hire and fire their executive director

McKinney Community Development Corporation (MCDC) (promotes quality of life in McKinney) 4bfunded cent sales tax - Board members are appointed by City Council; Board has sole authority tohire and fire their executive director

McKinney Main Street (promotes historic downtown McKinney) Staff are city funded (i.e. salaries),City Manager has authority to hire and fire the executive director; marketing and programming funds are

raised privately (sponsors) Board of Directors are partially appointed by the City Council and partiallyfunction specific or self-appointed by other board members

McKinney Airport Development Corporation Airport operations are city funded; marketing dollars arecurrently housed and managed by MEDC Board members are appointed by City Council; Board hassole authority to hire and fire their executive director


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Define:

ProductDefine:

CustomerDefine:

RequirementDefine:

Standard

Define:Process

Define:

VOCCTQ

Define:Data

Define Product and Characteristics

Tangible, Service, Information

Define Customer and CTQ Customer Requirement Driver/Need CTQ

WHERE TO START?


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Process Map

Overall Process Map: Two Steps Forward, Two Steps Backward

Swim-lane

Highlight your area of influence

No Floating Ends

Corpora

te

DC

To be onsidered


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Cause and Effect Diagram

Cause and Effect diagram = Ishikawa = Fishbone

Participants: XXX, XXX, XXX

CAUSES EFFECTProblem

Statement

CAUSES EFFECTProblem

Statement

To be ompleted


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5-WHYs

Example Source: University of Iowa Hospital & Clinics, 2004

To be ompleted


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Process Capability Analysis


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Quick Win

Process was ..

Now process is

Before:

After:

uc

i

n

nnin

i ! "

W# $

% &$ $ '

! "

i(

) 0

1

2 (

ic

KTO Plan

&Canx "No

Fills"

Release

KTO

Pick Cmnds

Created

To be onsidered


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List of Tools in Demonstration

List the tools and techniques

Identify the team members along with the above Document team members contribution to each tool

or technique

Partiall completed in other charts

To be ompleted


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