The Team 90 Quality Plan Summary


The Team 90 customers and stakeholders in alphabetical order are:

  1. Each quarter Team 90 will select 2 stakeholder groups and solicit needs, quality indicators and their value metrics.
  2. Team 90 will prioritize needs using value and other factors and publish findings.
  3. Team 90 will select the team projects and processes from the high priority items, which support theCleanAiraim.
  4. Team 90 will use PDSA on these projects.
  5. Team 90 will publish progress on these projects on theCleanAirIntranet plus other media as appropriate.

The Team 90 Innovation Plan Summary


Team 90 encourages team leaders to establish a system of standardized processes then empowering the team to continuous improve with documentation. Process improvement then is the job of those working in the process.

The Leaders set the goals for current process improvements but is free from the daily decisions to work on a plan to revolutionize the process and products through innovation.

Innovation is the job of the leadership unless it is not possible for the leader to disengage from the process improvement. This is systematic of a process in trouble or headed for trouble.

Innovation or reinvention is the responsibility to those working outside the process. A leader involved in process improvement or day to day process operations must defer that process innovation to others.

Team 90 has projects but does not have any operational processes. As such, Team 90 will be glad to assist other teams where the leadership finds it impossible to disengage from day to day process operations.

Team 90 has established an Idea Folder in the Team 90-Drop Folder to capture all ideas, which do not seem to have a receptive champion.

Team 90 is assisting Express with their system innovation, France with their new system innovation, and Denver with its new direction.
 
 

The Team 90 Partnershipping Plan Summary


Relationship Process

Long-term customer, vendor or partner relationships are a complex process that involves a range of activities. Potential partner profiling and qualification begins as filtering and prioritizing activities.

As the relationships progress, the work turns towards data capture, data analysis, knowledge creation, value creation, negotiation, planning and implementation.

Relationship Building

The foundations of business development have shifted. Now we are concerned with our contribution to our targeted customers success and our potential for their future value creation.

Each relationship must be viewed and managed both as part of a large, homogeneous company and as many unique individuals representing various keys to identifying and appreciating value opportunities.

These changes are revolutionary and forced us to shift our focus from promoting transactions (sales) to building relationships. The challenge now is to deliver the most value to the right customer at the right time. As much a science as an art, relationship development is a far more complex undertaking than traditional transaction selling. It requires more detailed information on customers and more sophisticated databases and analytical tools for manipulating that information; new techniques for customer problem identification, needs valuation and value positioning; and better methods for targeting customers, sorting needs, creating solutions, pooling resources and managing communication channels or networks, and lets not forget measuring performance.

The Steps are:

  1. Identify ideal partner profiles for strategic fits.
  2. Identify companies interested in highest value.
  3. Constantly collect and qualify companies.
  4. Look for fit with our ideal profile. Use a defined point system.
  5. Identify value of each need using customer metrics.
  6. Define method for working with each potential company.
  7. Develop an annual plan for each major partner with goals.
  8. Constantly increasing status, master service agreement, preferred vendor, sole source, multi year contract, alliance, and joint venture.
  9. Define the program for constantly finding new partners.
  10. Define the programs for constantly amazing partners.
  11. Assign relationship managers. Collect data and grow relationships.

Team 90 is working on major partnership development with Pittsburgh and The Trading Company.
 
 

Team 90 is committed to the concept that a leader should visit at least one Targeted or Major Customer Partner each quarter plus one vendor, internal or other partner each 6 months. The Customer Partner should be one of our top 100 priorities which is 70 best customers plus 30 targets.

Team 90 visit schedule:
 

QUARTER

CUSTOMER

VENDOR

INTERNAL

OTHER

1999 - 3rd

University of Chicago

EFCG

Pittsburgh 

Siemens

1999 - 4th

OMS

2000- 1st

Am Ref Fuel