Rosario Di Lorenzo

Rosario Di Lorenzo 13. May 2009

How do I approach a Problem? and what could be the solution!

A Problem is always connect to other Organisations. Although I received many information from you I still do not know HOW the rest of the Service, Sales and last but not leas the Customer itself perceives the issue PTC Services is facing today. 2

Six Sigma

D

Define The Problem

1. What is the Problem? 2. Is the Problem impacting the Service? 3. Is the Problem affecting the Internal / External Customer?

M

Measure what you have

1. Do we have Data to analyze? 2. Do we need to create or request data? 3. What is the current performance? 4. When it was observed the first deviation?

A

Analyze Root Causes

1. Fishbone (potential root causes) 2. 5 Why's: Drill down from symptoms to root causes 3. Priority Matrix

I C 3

Identify possible solutions

Control The Solution

1. Team Work 2. Check for best solution (Pugh Matrix) 3. Analyze Solution using FMEA (Failure Mode and Effect Analysis)

1. Use Reports 2. Discuss results with the Team 3. Understand deviation (return to A )

D

Define The Problem

1. What is the Problem? 2. Is the Problem impacting the Service? 3. Is the Problem affecting the Internal / External Customer?

1

Today TSAMs work as individuals. Management has no real Control / Visibility on their activities nor how they are accomplishing their Duty.

2

Acting in their own shell, TSAMs do not communicate effectively with other Service Unit which is Key for a smoothly Service Delivery.

3

At this stage it is difficult to say who is effected, however the fact that Customers are renewing their contracts is a clear sign that the customer less perceive the problem we are facing today.

M

1

5

Measure what you have

1. Do we have Data to analyze? 2. Do we need to create or request data? 3. What is the current performance? 4. When it was observed the first deviation?

Currently we do not have any real data. However, looking at the Problem definition (Section D) we are presumably facing a real Communication or even an organisational problem.

2

In order to get more visibility Uwe was asked to collect data Interviewing the Teams affected. The results would probably give a better view of the situation of today. I would get the outcome.

3

It is difficult to measure TSAM performance today. The only real indicator seems to be that Customers renews their Premium Contract.

4

The Management believes to have recognized the first deviation right after the implementation of the Premium Service. We will see more in the next section

Poor Comm.

Wrong structure No TSAM Process

No Weekly Calls with Services

No Devel. Plan

No 1:1 with Manager

No enthusiasm No Team Spirit

Able to solve an Incident

No Company Identity

No Perf. Mapping TSAM Role is not clear to Service

Role is not clear to TSAM TSAM is wrong to the job

Job

Why “TSAM Role is not clear to Service?”, because nobody advertised the new role when it was introduced. Why “the new Role was never introduced?”, because the Mgm had to introduce the new strategy within a very short time.

No Mgm. guidance

Why “had to introduce the new strategy within a very short time?”, because the Product Life Cycle Team developed the new Strategy too late …. And so on …

TSAMs work as individuals

3

Low

Products

2

Personality

Frustration

Emotional

1

People

High

Commun.

Medium

Process

Impact on Problem

A

1. Fishbone (potential root causes) 2. 5 Why's: Drill down from symptoms to root causes 3. Priority Matrix

Analyze Root Causes

Difficult

Able to solve an Incident Poor No Team Comm. No Perf. Spirit Mapping TSAM Role is not clear to Service No Devel. Plan Role is not clear to TSAM Medium Ease of Fix

6

Very Easy

I Preamble

Implement possible solutions

1. Team Work 2. Check for best solution (Pugh Matrix / Stakeholder Analysis) 3. Analyze Solution using FMEA (Failure Mode and Effect Analysis)

A solution works only if it is clear and accepted for the whole Service Community (1+2). Here the most important recommendations based on the Information received in the last few days. Creativity Enhancers: In my career I realized that even where you get a clear buy-in you meet resistance afterwards. A good way to understand IF it is something real behind the resistance is to use tools like: Anti-Solution / Assumption Busting!!

Root EMEA PTC Service not clear

TSAM Job Role is not clear

No Dev. Plan No Per. Map.

No 1:1 with TSAM Leader

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Solution

Who

Target Groups

Advertise the EMEA Service Pitch

Stephane Pinault

EMEA Service Groups (Leaders), Sales Force, Onsite, ….

Clarify TSAM Role

TSAM Lead

Develop a Dev. Plan + Per. Map. (Templates) Set up weekly 1:1 with TSAMs

TSAM Lead.

TSAM Lead.

TSAMs Team

TSAMs Team

TSAMs Team

How F2F Meeting

F2F Meeting

1:1 or conf call

1:1 or conf call

I Root

1. Team Work 2. Check for best solution (Pugh Matrix / Stakeholder Analysis) 3. Analyze Solution using FMEA (Failure Mode and Effect Analysis)

Solution

Who

Lack of Communication within Services

Promote Technical Conf Calls (Forums)

SR Team leaders

Lack of Communication with Sales Force

Encourage Interaction

TSAM Lead

Develop Procedure (Customer 1:1, Performance Pres, etc.)

TSAM Leader

TSAMs

Build Relationship with Team

TSAM Lead

TSAMs

No TSAM Process

No enthusiasm No Team Spirit

8

Implement possible solutions

Target Groups TSAMs / SR Engineers / Partners

TSAMs / SR Engineers / Partners

How Conf calls

F2F

F2F

F2F

C

D

Control The Solution

M

1. Use Reports 2. Discuss results with the Team 3. Understand deviation (return to AI )

A

I

C

Deviation

y

9

n

OK

This is just the beginning. I believe there are more consideration you need to consider. As I mentioned in the first slide, …a Problem is always linked to different groups. I would be more then glad to help 

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