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Trend these errors are increasing?
severity (impact and importance)
It is critical or not) key process, key activites
billing has a lot of mistakes( key process)

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Group 2 (FAILLA, FAYOLLE, PIGNARD, PIRODON)

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Group 2 (FAILLA, FAYOLLE, PIGNARD, PIRODON)

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Methodology ? DMAIC

Define the problem : incorect transactions, checks and statements mailed incorrectly and difficulties getting these problems corrected

Measure : these impact more than 400 branch offices and they impact the costumers too

Analyze : we think it’s better to use the 5 whys tools or 5M analyzis

Improve :

-          Problem : incorect transactions, checks and statements mailed incorrectly and difficulties getting these problems corrected

-          Principal cause : lacks of training and competence control / qualification

-          Solution : training for employees and more controls, create an audit

Control : plan control, audit, risk analysis, KPI

Short run : ask an external finacial services to control the transaction, checks and statements

Long run : make more audits, regular qualification controls

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Group 1 (Christelle VALLE, Déborah BOYER, Yohan VERE, Onur SALAMAN, Paul DE PETRINI, Anthony COUCHELLOU)

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Group 1 (Christelle VALLE, Déborah BOYER, Yohan VERE, Onur SALAMAN, Paul DE PETRINI, Anthony COUCHELLOU)

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We can do an internal audit:

Data collection: Internal audit, an excel table to be able to sort
what: lot of incorrect transactions and mailed, is the mailing process wrong?
Who? a team a consulting firm? Either an external firm, or trusted people in each branch office, (managers)
tools: you can use DMAC; the SIpoc, and the mapping process
methodology: First, make a SIPOC, in order to be able to define the actors concerned, inputs and outputs. the mapping process will make it possible to ask the right questions to the actors, and to identify the localization of the problem of invoices in the process.
approach: Analyze; identify, locate, resolve; improve the process.
deployment: the 400 branch offices

What we can apply :
- Short run : put in place performance evaluation & ratios, key performance indicators such as satisfied return rate, satisfaction rate
- Long run : changing the process, recruit an employee for managing the process and control it, planify meetings to follow the process and indicators, standardize the process & the use of indicators.

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Group 5 (Andy Benoit, Marion Sager, Thomas Raguin, Benjamin Penitot, Corentin Gindre, Camille More)

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Group 5 (Andy Benoit, Marion Sager, Thomas Raguin, Benjamin Penitot, Corentin Gindre, Camille More)

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What : Incorrect transactions, checks and statements mailed incorrectly, and difficulties getting these problems corrected.
Who : We need more informations about the extent of the problems. Large extent of problems needs a consulting company but easy problems can be solved by an internal team.
Where: In every branch office which has the problem
Start at the head quarters to identify and solve the problem than standardise the solution and implement in each branch.
When : As soon as possible !

Short run :
- Find and isolate the agencies encountering problem.
- Create an audit of the different departments influencing directly the process, on the employees and on the interactions between the system and the services.
- Find the failing systems, services, or processes and search the root problems (is it generic or several isolated problems).
- Then establish an action plan with a risk analysis regarding the processes, the system and the customer. After that apply the action plan and report the impact of these actions. Depending on the report apply the action plan in every agency or create a particular action plan for every agency.

Tools needed :
- DMAIC Method
- Action plan
- Dashboard
- 5W Method
- Fishbone diagram
- Risk analysis
- RACI Matrix

Long term : Implement a dashboard and KPI to watch out for, and implement an audit plan to check the good practices put in place.

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Group 4:( Berne, Viricel, Wilfred, Ayessou, Debray)

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Group 4:( Berne, Viricel, Wilfred, Ayessou, Debray)

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To solve this problem, we act as follows :

=>Short term :

*It is necessary to identify the branches where the problem is the most important and frequent by collecting the data recorded by these companies.

*Visit these companies and discuss with the head of the teams concerned (Identify the teams concerned).

*Using tools such as SIPOC, DMAIC, Brainstorming, or flowchart to identify the source of problems.

* Need to investigate possible cause of problem

- Employees not properly trained or trained in recording transactions and statement shipments

- Computer errors (Incorrect entry data, inattention error, defect in the data collection, etc.)

*Put in place a detailed action plan to solve the problems identified.

* Explain the situation to employees and explain why we conducted this study and the purpose of the action plan discussed above.

=>Long terme

*Write a clear and effective procedure to explain to employees how to record transactions, how to send statements.

*Train company personnel in the positions affected by the problem, so that it does not reoccur

*Use a quality engineer to manage or implement a quality management system that will use quality tools to prevent the problem from occurring again.

*Measure the effectiveness of the solutions found using specific indicators (a summary dashboard can be used as a guide).

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Group 3 - Simon Halet, Ilhem Bouchemal, Antoine Vilers, Yash Rajindre, Adélie Foras

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Group 3 - Simon Halet, Ilhem Bouchemal, Antoine Vilers, Yash Rajindre, Adélie Foras

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1.  Identify the type of customers : internal or external

First of all, the final customer of the company is external because it is explained that it serves the general public. That’s them that are complaining. We can talk of a B to C company. But in another way, the problem shows that we can consider an intern customer of this process too, the unit that is concerned by collecting the money.

2. Data collection

identification of the branch offices causing problems

documentation about the types, number and frequency of these problems

investigation on the actual use of the tools set up by the executive unit

Did these errors occur before ? How often ? How was it handled ?

3. Who will handle the problem ?

Short run:

Define the problem, and the impact and all collaterals damages.

Necessary to engage all areas : Financial unit, customer service, technical unit... So it’s necessary to create a multi unit team to investigate to understand the causes : if it’s human error or software errors in data processing. Then this team will give a diagnosis and corrective actions to avoid management errors.

Long run:

A consulting firm that will search for the root causes and organize the implementation of improvements in the long run and that will involve the whole company using agile tools like DMAIC.

4. Actions : what kind of tools will be used and according to what methodology? Actions in the short and long run.

Conduct of change : reorganisation of internal work

Training for all workers to minimise future problems

Current investigation inside branch to maintain the good process

Control corrective measures and customer satisfactions

Deming wheel : plan, do, check, act

RACI > set charts of responsibility and accountability in order to identify and fix the problems sooner

In a nutshell :

short run > solving the problems ASAP

long run > be agile

conduct change in order to prevent problems from happening again

regular feedback and monitoring the improvement implementation

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You are CPI V.P. for a large financial services company that serves the general public. It has come to your attention that there have been quite a few complaints recently about incorrect transactions, checks and statements mailed incorrectly, and difficulties getting these problems corrected. The errors seem to be concentrated in a few of your more tan 400 branch offices, but you’re not sure.How do you address this problem both in the short run and the long run?

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You are CPI V.P. for a large financial services company that serves the general public. It has come to your attention that there have been quite a few complaints recently about incorrect transactions, checks and statements mailed incorrectly, and difficulties getting these problems corrected. The errors seem to be concentrated in a few of your more tan 400 branch offices, but you’re not sure.How do you address this problem both in the short run and the long run?