How Lush Cosmetics Saves Time on Project Setup

How Lush Cosmetics Saves Time on Project Setup


(Peppy music)
– Right, so this is Orangutan Soap that we launched as a charitable item in February. There was 14,600 pieces made. That’s how many orangutan’s are left in the wild at last count. When we first found out that
we were launching this soap, was sometime in December. When I found out about that, the first step that I take
is to go to the template that I have setup on TeamGantt, and I duplicate that
to setup a new project. And then each of the
subgroups that I have here are a different type of launch. So I would duplicate this, and then delete these
subgroups that I don’t need. My next step would be to add
the soap production teams from the Vancouver factory
and the Toronto factory. We already have all of the
support staff on this template, so I don’t have to add them each time. And then the production
room that needs to see it are the only people who need to be added. The next thing that I would do is I would setup up a section
for issues and then… like rename all of the subgroup headings and the name of the project. I then worked with our
distribution teams to figure out when are the products going
to be landing in stores, which is usually by two
days before a window starts so that if anything were to go a little bit wrong with shipping, we still have time to get
some product out to a store. With that in mind, we knew that we could start production as early as January 16th in order to have this out, which still allowed us
time for test batches, and our essential components, raw materials, molds,
would all be arriving in time for test batching. Next steps would be to create the sections or subgroups for the production rooms. So here’s our soap and
massage room in Toronto. Each of their key dates
were put into their subgroup and their team members
were tagged on those. So we’ve got the manager
of the department, the manager in training of the department, and a general room E-mail like user so that the other key people in the room all have access under one login and it’s less people for me to tag, and less accounts to manage. Then we have our distribution and our digital subgroups. So each of the distribution
teams will know when they’re expecting product, when they’re expected to start shipping, and when they need to have
their product in the stores by in order for us to go on
sale for that window date. Every Monday we have a production meeting where the managers, managers in training, some room representation, anywhere from inventory controllers, production planners, team leads. And then also the factory managers, some buying and procurement representation and other support staff all get together. We have a meeting to review what’s happening in the business, and we use TeamGantt as a
way to create an agenda. Since I label all of our Gantt charts with the date that their launching, it keeps it chronological,
which helps us to sort the items as we run through it. We can do it chronological, which is, I believe, the way that we all think as Gantt charts basically lead
that way, chronologically. It’s nice to have your
agenda that way as well. Using TeamGantt has been
a way to standardize the type of information that we’re sharing with the different departments and… like the user interface is a lot cleaner than using a spreadsheet, and I really appreciate
the two-way communication, how people who are tagged in a task can communicate to me through the program by making comments or by
updating their progress. Then I can see where
we’re at against a target, and it’s really valuable that way instead of having to E-mail them or instant message with them
to see where they’re at. I can just come on here and check.

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