(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.