Voices INSIDE TRACK
How is your team structured?
We have a fairly unique structure at Ricoh. I oversee four groups including the PMO, which has
its own senior leader reporting to me. The customer excellence group is responsible for all our
customer surveys and studies. As we get survey
results, we identify customer or process opportunities. The fact-based management group is the analytic arm of process improvement. Sometimes the
hardest part of process improvement and project
management is getting the right data to make the
right choice. The process re-engineering group has
process improvement and project management
expertise, and it leads strategic projects. Those
three groups make up my core team.
Ricoh was having a problem. Sure, its projects hit budget and schedule—but too often they weren’t fulfilling strate- gic objectives. To align and
standardize its project activity, the imaging and
electronics organization implemented a project management office (PMO) in 2011. But the
company decided a PMO was only part of the
answer. Ricoh also established process improvement groups to work alongside the PMO. Overseeing all of them is Meagan Moody, a 20-year
process improvement veteran who had served
as Ricoh’s process improvement director for five
years before becoming vice president.
Meagan Moody, vice
president of process
improvement, Ricoh USA
Inc., Duluth, Georgia, USA