INSTRUCTIONS

1 Fill in the Kaizen form tab by following the steps that have been numbered for your convenience
2 Please make use of the tabs which are in sequence of analysis and solution identification
3 Get this Excel template reviewed by your manager or team lead and make changes accordingly
4 Click here to log onto the Kaizen portal and upload this Kaizen Report
5 Kindly make sure that you fill in all the tabs in this template
convenience

accordingly
 Click here for definitions of benefits category

Select Benefit Categories By

Highlighting

DiSC planning
Department Name:
Fiori Mobile Application for ATP check
Project Name:

constant queires on call / by emails /by tickets by business users on Av

Step 1. Problem Statement:

Step 2. Present Status (Old Process) Step 7: New Status

The new process re
0. Logging into SAP reports to check stock , inventory etc.
1. them to have rlee
1. Manual Calls to IT team for understanding the ATP quantities and why there is no Confirmations. 2. Download the fio
3. Use the fiori app
2. Emails to IT team from Business users to undersntad the ATP quantities , stock situations , issues
for sales order not confirming.

3. Support tickets for understanding STock , inventory , differnet types of stock availabel for STO
confirmations .

Step 3: Value Analysis Step 6: Solutions

Click here to do value analysis The solution impele

1. To develop a fiori
for ATP checks ,stoc
Step 4: Waste identification
Click here to do Waste identification

Step 5: Root Cause Analysis

Click here to do Root Cause Analysis & find solution to root cause

Submitted By: Dipti Mutha

Please enter your name as in HRIS records

efits category

Environment
Productivity

KAIZEN TEMPLATE
Delivery
Quality

Morale
Safety
Cost

Mumbai
Location:

s by business users on Available to Promise ( ATP ) quantities for Sales order confirmations not happening. Loss of Busienss user faith.

Step 7: New Status (New Process) Start Date: Nov-17

The new process requires Finish Date: Dec-17
1. them to have rleevant login credentials and mobile phone. Implemented By (Name of the person(s)):
2. Download the fiori app
3. Use the fiori app themselves to understand ATP quantties , stock inventory. Dipti Mutha - 01134

Tangible Benefits

10 percent time saved on finding

out the ATP related issues
Step 6: Solutions
10 percent reduction in support
The solution impelemented was tickets.
1. To develop a fiori application which can be accessed by User on their mobile phones
for ATP checks ,stocks, inventory poistions.

Reviewed By: Vishal Shah

Review by PM or Team Lead is recommended before upload in portal

of Busienss user faith.

Nov-17 Date when Problem statement was identified

Dec-17 Benefit realization date
Name of the person(s)):

Dipti Mutha - 011344

Benefits Intangible Benefits

Increased customer satisfaction
due to power in their hands .
aved on finding
ed issues

tion in support
Value Analysis
Description
This step is to identify the Value Add, Operational Value Add and Non Value Add
activities in the old process.Value Add (VA): Something the customer would pay for.
Even if the payment is theoretical, the principle here is that the customer would see the
activity as adding value to the output.
Operational Value Add (OVA): Activities the customer would not pay for, but are
essential to ensure the process or the business can run smoothly.
Non Value Add (NVA): An activity the customer would not pay for. It does not add value
to the unit from their perspective.

Activity (List down all the activities in the old process) Value Add
Logging into SAP reports to check stock , inventory etc. Value Add

Manual Calls to IT team for understanding the ATP quantities and why there
is no Confirmations.

Emails to IT team from Business users to undersntad the ATP quantities ,

stock situations , issues for sales order not confirming.

Support tickets for understanding STock , inventory , different types of stock

availabel for STO confirmations .
 Instruction
1. List all the activities/process steps from old process (process BEFORE
improvement)
2. Question each process step if it adds value or not. Based on this categorize the
activity as Value add/Operational Value add/Non-Value add.
3. Note : Each activity should fall into only ONE of the categories (VA/OVA/NVA)
4. There should be at least 1 NVA activity identified, which has been targeted for
improvement in the Root Cause Analysis (RCA) tab.

Value Add Operational Value Add Non Value Add/Waste

d

NVA

NVA

NVA
Waste Identification Matrix
Description
This is to determine the type of waste for each Non Value Adding activity.

Sr No Waste (From Value Analysis) Transportation Inventory Motion

Manual Calls to IT team for

understanding the ATP
quantities and why there is
no Confirmations.

Emails to IT team from

Business users to undersntad
the ATP quantities , stock
situations , issues for sales
order not confirming.

Support tickets for

understanding STock ,
inventory , different types of
stock availabel for STO
confirmations .
 Instruction
Once you have figured out the waste in the Value Analysis, find out what type of waste it is
from these seven types of waste and mark it.

Type of Waste

Wait Time Over Production Over Processing Defect

wait time over processing

wait time over processing

wait time over processing

Waste of Talent

waste of talent

waste of talent

waste of talent
Why Why Analysis
Description
Use this tool to identify the root cause of the problem. The "Symptom" is the waste/Non-Value add activity identified in the
Value Analysis & Waste identification tab.

Symptom Why Why

List down the identified wastes

They have ot wait

Users have ot wait for IT since dpeendancy on
Wait time to reply IT team

Users have to use The have to

differnet modes of apaproach IT team
Over processing processing there request by email /phone

Users spend
ocnsiderable time to get
to undersntand such time spent of
Waste of talent techincal details contacting IT team
 Instruction
alue add activity identified in the Write down the problem or symptom. Ask why there is a problem, then again ask why
Keep on repeating this till you reach a root cause

Why Why Why Root Cause

Because they themselves cannot

find out that info. If such
information avaialable to them
then will be happy
 Instruction
sk why there is a problem, then again ask why to the answer.
ot cause

Action Plan
This is the solution identified to solve the
problem

Fiori app on their mobile phones to

address ATP issues.
Examples and Definitions
Full form Description
P Productivity An average measure of efficiency in meeting a deliveravable

Q Quality To improve product and process quality

C Cost To reduce cost

D Delivery To meet delivery targets

S Safety The condition of being protected against physical, social,

financial, emotional, occupational pr other types of
consequences of failure, damage, error, accidents, harm or other
event which could beconsidered non-desirable.

M Morale The job satisfaction, outlook and feelings of well-being an

employee has within a workplace setting

E Environment Location where a certain given task is complete

 AMS Implementaion
1. Utilization of resources
2. Planned Vs actual

1. Number of tickets resolved per month

2. Number of tickets raised Vs Number of
tickets resolved
3. On time response
4. First pass yield (tickets resolved in first
attempt)
5. Backlog
1. Number of bad fixes 1. Defects in SIT, UAT, etc
2. Number of re opened tickets 2. Rework
3. Number of repetitice tickets
4. Defective tickets

1. Cost saved due to improvement 1. Cost saved due to improvement

2. Cost variance due to not meeting 2. Cost variance due to not
deadlines/targets meeting deadlines/targets
2. Overtime costs 2. Overtime costs
3. Unplanned cost 3. Unplanned cost

1. Turn around time (TAT) 1. Milestone sign off without

2. SLA for respose time delay
3. SLA for resolve time 2. % Deliverable on
4. Tickets Delivered On Time Effort/Schedule

1. ESAT / CSAT, 2. Attrition, 3. Abscenteesm, 4. 1. ESAT / CSAT, 2. Attrition, 3.

Lack of comittment, 5 Conflicts Abscenteesm, 4. Lack of
comittment, 5 Conflicts
 Testing
1. Number of test cases
executed vs planned
2. Planned vs unplanned test
cases
3. Defect removal efficiency
1. Cost saved due to
improvement
2. Cost variance due to not
meeting deadlines/targets
2. Overtime costs
3. Unplanned cost
1. % test cases coverage
1. ESAT / CSAT, 2. Attrition, 3.
Abscenteesm, 4. Lack of
comittment, 5 Conflicts
HR
1. Number of positions fulfilled on
time
2. TAT to resolve HR issues/queries
1. Quality of resumes
2. Zero errors in offer letters
3. Training content
1. Cost saved due to improvement
2. Cost variance due to not meeting
deadlines/targets
2. Overtime costs
3. Unplanned cost
1. Offer to board time
2. Onboarding time
3. Time to offer
1. Number of accidents
2. Number of safety related
suggestions
3. Cases of harassment
1. ESAT, 2. Attrition, 3. Abscenteesm,
4. Lack of comittment, 5 Conflicts