1 / 11

ETM 5121 – Project Proposal by Kevin Leatherwood

Development of a New Project Management System For Kenmore Branded Products at Whirlpool Corporation. ETM 5121 – Project Proposal by Kevin Leatherwood. Project Introduction. Whirlpool Corporation Main Appliance Brands Whirlpool Kitchenaid Kenmore Kenmore Brand Organization

tamika
Download Presentation

ETM 5121 – Project Proposal by Kevin Leatherwood

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Development of a New Project Management System For Kenmore Branded Products at Whirlpool Corporation ETM 5121 – Project Proposal by Kevin Leatherwood

  2. Project Introduction • Whirlpool Corporation • Main Appliance Brands • Whirlpool • Kitchenaid • Kenmore • Kenmore Brand Organization • Market share dependence • Sears Marketing involvement • Whirlpool project management • C2C Project Management Structure • Stage-gate process • Minor, Major, Mega Project usages • Cross-brand alignment

  3. What is the Problem? • Dependency on Sears business causes friction within C2C process • Sears buyer responsible for final decisions regarding feature content and styling • Added step not accounted for in C2C structure • Project delays • Capital overspend • Quality regression • Change is needed to gain control

  4. Project Objectives • Align Kenmore brand decision-making with other brands • Reduce delays due to Kenmore marketing • Improve scorecard measures • Retain original intent of C2C process

  5. How to Measure? • Project Scorecard Measures • Early warning results • CUFT (Customer Usage Field Test) • Schedule • Production Date • Market Launch • Flooring Models • Product Quality • 1 MOL and 12 MOL Service Rates • Availability • Warehouse inventory vs demand

  6. Project Deliverables • Findings report from a benchmarking study of other main appliance categories • Dishwasher, Laundry, Cooking • C2C tollgate deliverables for Kenmore marketing function • Baseline of current project results for future comparisons • Final C2C structure revision for possible implementation

  7. Alternatives • Proposed Alternatives • Implement best practices from other main categories • Distinguish Kenmore brand timelines and deliverables from other project activity • Drive Kenmore brand projects through separate technology function

  8. Project Approach • Baseline existing process and knowledge • Chart existing C2C system • Map Kenmore brand organization for Refrigeration • Collect existing scorecard data • Compare Refrigeration to other categories • Benchmark Cooking, Dishwasher, Laundry • Collect existing scorecard data • Evaluate • List and prioritize best practices • Determine possible changes in Kenmore organization • Evaluate changes in C2C system • Apply measures to alternatives for best possible solution

  9. Evaluation Criteria • Minimized impact to existing C2C structure • Improved time to market • Improve decision-making flow • Minimized impact to ‘house’ brands • Minimized damage to Sears relationship • Time to implement • Cost to implement

  10. Project Plan

  11. Integration of ETM • Benchmarking • Robert Camp methodology • Problem Solving and Decision Making • Decision matrix • Marketing Management • Customer relationship management • Marketing concepts • Managing the Engineering and Technical Function • Management interaction/involvement • Identifying and solving problems

More Related