Download - Inbound ing ing
1 Process Improvement Forum SPL&Technology | 8 September 2014
SPL&Technology – Process Improvement Forum 2014
Project : Inbound Productivity Improvement
Site : SPL-NCR
OPERATIONS EXCELLENCE
ORGANIZER
Nilobol W. (Director)
Kanittha K. (Sr. Contract Mgr)
Somporn A. (Operations Mgr)
• Wassawan J. (Sr. Warehouse Supervisor)• Siriwan M. (Program Coordinator Executive)• Somdej S. (Team Leader Operation)• Kowit C, Akekaluk P,Wilaiporn S, Seksun W (Warehouse coordinator)• Atsama T.(Logistic coorperation)
3 Process Improvement Forum SPL&Technology | 8 September 2014
CONTENTS
Process Background
Business Case / Problem Statement
Process and Data analysis
Solution / Action
Result and Summary
4 Process Improvement Forum SPL&Technology | 8 September 2014
PROCESS BACKGROUND
Business Case
Regarding to NCR's goods receiving is so though complication that consumes much time over standard given which effect to the work operation cost and performance . So would like to launch the Productivity Improvement activity to solve that matter under the efficiency set at 15% up as target by the condition of one hour per person.
Objectives
The project objective is to improve Inbound productivity from baseline of November 2013-February 2014. Improvement target 15% by applying DMAIC process improvement methodology
TIMELINE
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Due Date
Define and contain the
problem
Measure the Problem
Analyze the data and
determine the root cause
Improve performance
Control and Standardize
Example
DMAIC Phase March April May June July
Week-Month-2014
Update new process in Sop /WI
Verify Action plan
Gate Review w ith Director
PI Workshop 30-Apr
Performance/Action tracking 31-Jul
Verify Data Analysis Meeting 21-Mar
Data Collection 28-Mar
Leading&Lagging indicator
Tangible /Intangible benefit
Baseline and Target 22-Mar
Sw im Lane/Process Flow 28-Mar
Kick-off Meeting PI Advisor 21-Mar
Charter/VOC/SIPOC/ Problem definition tree
28-Mar
Activity 1 K.Owner
Activity Responsibility
Plan Actual
On going
Complete
Plan
Delay
BUSINESS CASE & PROBLEM STATEMENT
Customer Involvement or Critical to Business (Cost Saving)
7 Process Improvement Forum SPL&Technology | 8 September 2014
Process in inbound.
Receiving New buy
Rework Process(External & Internal)
Receiving Return parts
7
PROCESS AND DATA ANALYSIS
PROCESS AND DATA ANALYSIS
Process Map : Receiving New buy
8
New Buy Process
Ope
ratio
nLo
gisti
c Co
ordi
nato
r
NCR
Re
plen
ishm
ent
Team
Phase
S,M,L InvoiceInvoice , Invoice
Sticker Receive
Report
Sticker Label
Receive ReportWMET
GR Form
Location Record WMET
Repack Sticker Put Away
Put Away
GR Form
Goods Receive Form
Invoice
START
END
Receive Report WMET
ES
GR Form
Yes
No
Invoice
NCR PO
PO
9
PROCESS AND DATA ANALYSIS
Tool used for process analysis are Time Observation sheet and value analysis
Receiving New buy
Portion of Value Analysis
Value Analysis
•2 Value-added activities•3 Non value-added activities
•8 Value-enabling activities
Total 13 Steps ( about 1.76 Hours)
Item Steps Value Analysis
Avg
1นำ��รถเข็�นำ / พ�เลท ลงล ฟท� เพ��อไ ปร�บสิ นำค้��ท�� ชั้� �นำ 1 บร เวณล�นำโ หลดสิ นำค้�� 220.2000 VE
2ตรวจสิอบสิภ�พสิ นำค้��และจ��นำวนำกล(องสิ นำค้��ก�บ Sticker Air way bill บนำกล(องหร�อ เอกสิ�รนำ��สิ(งสิ นำค้�� 408.4000 VE
3นำ��รถเข็�นำ / พ�เลท ข็)�นำล ฟท� ม�ท�� ชั้� �นำ 2 และนำ��สิ นำค้��ว�งไ ว�ท�� Goods Receive area 392.5000 VE
4ตรวจสิอบจ��นำวนำข็องสิ นำค้��จร งก�บ Commercial Invoice พร�อมระบ+ข็นำ�ดสิ นำค้��เป,นำ L,M and S บนำเอกสิ�ร Invoice 578.0000 VE
5 เข็�ยนำ Goods receive Form แนำบไ ว�ก�บ Commercial invoice 167.5000 VE
6ห�โ ลเค้ชั้��นำว�งสิ นำค้��จ�ก Record ใ นำระบบ Wmet เข็�ยนำลงบนำเอกสิ�ร Invoice 307.1000 NVA
7 ร�บพ�ร�ท ใ นำระบบ ES จดเวล�ท�� ท�� ร�บเสิร�จลงใ นำ Goods Receive Form 205.2000 VA
8 ร�บพ�ร�ท ใ นำระบบ Wmet จดเวล�ท�� ท�� ร�บเสิร�จลงใ นำ Goods Receive Form 293.8000 NVA
9 พ มพ� Sticker Receipt label ออกม�โ ดยอ��งอ งจ�ก Receive report 541.7000 VE
10ตรวจสิอบ Sticker Receipt label ก�บ Receive report พร�อมลงชั้��อใ นำ Receive Report 254.7000 NVA
11 ลงชั้��อบนำ Sticker Receipt Label และนำ��ไ ปต ดบนำกล(องสิ นำค้�� 627.5000 VE
12 นำ��สิ นำค้��ไ ป Put away ข็)�นำ Location 2335.5000 VA
13 จดเวล�ท�� Put away สิ นำค้��เสิร�จลงใ นำ Goods Receive Form 22.0000 VE
Summarization
10
PROCESS AND DATA ANALYSIS
Process Map : Rework Process(External)
11
PROCESS AND DATA ANALYSIS
Tool used for process analysis are Time Observation sheet and value analysis
Rework Process(External)
Portion of Value Analysis
Value Analysis
•4 Value-added activities•1 Non value-added activities•18 Value-enabling activities
Total 23 Steps ( about 34
Hours)
Item Steps Value Analysis
Avg
1 นำ��พ�เลท ลงล ฟท� เพ��อไ ปร�บสิ นำค้��ท�� ชั้� �นำ 1 บร เวณล�นำโ หลดสิ นำค้�� 194.0000 VE
2
ตรวจสิอบจ��นำวนำกล(องสิ นำค้��, Part no.และ Serial no.ก�บเอกสิ�รนำ��สิ(งสิ นำค้��ข็อง Repair Vendor โ ดยละ เอ�ยด 536.9000 VE
3
นำ��สิ นำค้��เร�ยงใ สิ(พ�เลทข็)�นำล ฟท� ม�ชั้��นำ 2 ย�ง NCR operation โ ดยว�งใ นำบร เวณ Goods Receive area 435.6000 VE
4 เข็�ยนำ Goods receive Form แนำบไ ว�ก�บเอกสิ�รนำ��สิ(งสิ นำค้��ข็อง Repair Vendor 60.2000 VA
5
ห�โ ลเค้ชั้��นำว�งสิ นำค้��จ�ก Record ใ นำระบบ wmet เข็�ยนำลงบนำเอกสิ�รนำ��สิ(งสิ นำค้��ข็อง Repair Vendor 307.5000 NVA
6 ร�บพ�ร�ท ใ นำระบบ ES จดเวล�ท�� ท�� ร�บเสิร�จลงใ นำ Goods Receive Form 507.5000 VA
7 ร�บพ�ร�ท ใ นำระบบ Wmet จดเวล�ท�� ท�� ร�บเสิร�จลงใ นำ Goods Receive Form 585.6000 VE
8
พ มพ� Receive Report จ�ก Wmet ออกม� 1 ชั้+ด ตรวจสิอบก�บเอกสิ�รนำ��สิ(งสิ นำค้��ข็อง Repair Vendor 180.6000 VE
9 พ มพ� Sticker Receipt label ออกม�โ ดยอ��งอ งจ�ก Receive report 208.1000 VE
10
ตรวจสิอบ Sticker Receipt label ก�บ Receive report พร�อมลงชั้��อใ นำ Receive Report 200.5000 VE
11 ลงชั้��อบนำ Sticker Receipt label และนำ��ไ ปต ดบนำกล(องสิ นำค้�� 248.5000 VE
12 นำ��สิ นำค้��ไ ป Put away ข็)�นำ Location 494.4000 VA
13 จดเวล�ท�� Put away สิ นำค้��เสิร�จลงใ นำ Goods Receive Form 64.2000 VE
กรณ�ร�บเข็��ระบบล/กค้��ไ ม(ไ ด� 0.0000
1 140.0000 VE
260.0000 VE
3100.0000 VE
4
224.0000 VE
5 สิ(งอ�เมลล�แจ�งล/กค้�� ICS Team และรอล/กค้��ตอบกล�บ 117040.0000 VE
6 Release Inventory Hold ใ นำ Wmet 262.0000 VE
7 เข็�ยนำ Transfer Form และท�� ก�ร Transfer Location ใ นำ Wmet 143.0000 VE
8 พ มพ� Sticker Receipt label โ ดยอ��งอ งจ�ก Transfer Form 175.0000 VE
9 ลงชั้��อบนำ Sticker Receipt label และนำ��ไ ปต ดบนำกล(องสิ นำค้�� 162.3333 VE
10 นำ��สิ นำค้��ไ ป Put away ข็)�นำ Location 181.3333 VA
Summarization Data
12
PROCESS AND DATA ANALYSIS
Tool used for process analysis are Time Observation sheet and value analysis
Rework Process(Internal)
Portion of Value Analysis
Value Analysis
•3 Value-added activities•10 Non value-added activities
•11 Value-enabling activities
Total 24 Steps ( about
1.8 Hours)
VE, 67%
NVA, 23%
VA, 10%
Process Map :Receiving Return parts
13
PROCESS AND DATA ANALYSIS
14
PROCESS AND DATA ANALYSIS
Tool used for process analysis are Time Observation sheet and value analysis
Receiving Return parts
Portion of Value Analysis
Value Analysis
•5 Value-added activities•12 Non value-added activities
•26 Value-enabling activities
Total 43 Steps ( about
29 Hours)
15 Process Improvement Forum SPL&Technology | 8 September 2014
15
PROCESS AND DATA ANALYSIS
VE, 75.18
%
VA, 14.50%NVA, 10.58%
Portion of average Value Analysis all of Inbound process.
The inbound time from VE part mostly (75.18%). However, NVA is 10.58% and VA is 14.50% which can eliminate and improve process.
Value Analysis
•14 Value-added activities•26 Non value-added activities•59 Value-enabling activities
Total 103 Steps ( about 66.56 Hours)
16 Process Improvement Forum SPL&Technology | 8 September 2014
FISH BONE DIAGRAM
16
MAN MACHINE
METHODS MATERIAL ENVIRONMENT
Why each day we can not
receiving goods 24.6 unit per
man per hour?
Double system (ES&WMET)
Too slow network
Complicate system
ES system error
WMET system disable edit
Operator absence from work
Workers are without expertise
Technicians don't return goods into system
Technicians don't stick in order
Complicatereceiving process
More receiving steps
Documents more than are necessary
Waste time in packing process
Customer return wrong goods
Return goods is not identical in system
Part code on goods
Old packing box
Receiving table is not suitable
Insufficient lay area
17
Responsibility Due Date: Completion Date:Percent
Complete:Comments:
1.1 K.Kanittha 30 May'14 31/May/2014 100%1.21.31.41.5
2.1 Wasawan 9 June'14 09/Jun/2014 100%
2.2 Somporn 9 June'14 09/Jun/2014 100%2.3 Wasawan2.42.5
3.1 Seksan,Wilaiporn,Kowit
28/Jul/2014
3.2 Wasawan 31/Jul/2014
3.33.43.5
4.1 Somdej 12/Jun/2014
4.2 Kowin
4.34.44.5
5.1 Somporn Wasawan
21/Jul/2014 21/May/2014 100%
5.2
5.3
5.45.5
Apply Incentive
Action Step:
TITLE พนั�กงานัขาดงานั บร ษั� ทประก�ศแจ�งก�รจ(�ยเบ��ยข็ย�นำ Incentive Level 1 ม�ผลบ�งค้�บใ ชั้�เร �ม 1 ม ย 2557
TITLE ช่ างไ ม่ทำ�า คื�นัในัระบบจ�ด Ranking จ�ดท��กร�ฟล��ด�บค้ว�มผ ดพล�ดข็องชั้(�งใ นำก�รค้�นำสิ นำค้��ประ เภท Return
จ�ดประชั้+มและแจ�งใ ห�ล/กค้��ทร�บท+กเด�อนำ เพ��อห�แนำวท�งปร�บปร+งใ ห�ป3ญห�นำ��ลดลง
TITLE ระบบ ES Error
เก�บ Record ป5ญห�ท��พบ ชั้(วงเวล�ท��พบว(� ES ผ ดปกต เชั้(นำระบบชั้��ผ ดปกต นำ��ร�ยละ เอ�ยดป5ญห�ข็องระบบต�มท�� Record แจ�ง IT ES และ IT DHL
TITLE การนั�บและแพ�คืสิ�นัคื�าช่�� นัเล�กเพ��อทำ�า ร�บเข�าระบบใช่� เวลาม่าก
Group พ�ร�ทชั้ �นำเล�กสิ��หร�บเตร�ยมจ�ดสิ(งใ ห� Internal repair
เปล��ยนำว ธี�ก�รแพ�ค้สิ นำค้��ชั้ �นำเล�ก แพ�ค้ท��ละ 1 ชั้ �นำ เปล��ยนำเป,นำ แพ�ค้ละ 10 ชั้ �นำ จ�ดสิ(งใ ห� Internal repair
TITLE ข��นัตอนัการทำ�า ร�บสิ�นัคื�าซ้ำ��า ซ้ำ� อนัเนั��องจากม่# 2 ระบบ IT ท�� ระบบ support NCR ม�ทดแทนำระบบ Wmet ไ ม(ต�อง control inventory 1. สิ�ม�รถบ�นำท)กก�รร�บสิ นำค้��ใ นำระบบ2. พ มพ� Stick Label Bar code ม�ต ดท��สิ นำค้��3. ระบ+บ Location สิถ�นำท��นำ��ไ ปเก�บ4. ลดข็��นำตอนำก�รค้�ย�ร �บเข็��ระบบ Wmet5. ลดก�รท�� Transfer Location and Adjust stock ใ นำระบบ Wmet
ต�ดระบบ Wmet เพ��อ Control Inventory ระบบล/กค้��เพ�ยงระบบเด�ยว
ข็อใ ห�ท�ง IT ชั้(วยท�� โ ปรแกรมใ นำก�รบ�นำท�กก�รร�บสิ นำค้�� (Inbound) และสิ�ม�รถพ มพ� Stick Lable Bar code เพ��อนำ��ม�ต ดท��สิ นำค้�� แทนำระบบ Wmet
Implement ระบบใ หม(แทนำ Wmet เพ��อลดข็��นำตอนำก�รค้�ย�ร �บท��ซ้ำ��� ซ้ำ�อนำก�บระบบล/กค้��
SOLUTION / ACTION PLAN ใชั้� File update ท��สิ(งไปให�เม��อว�นำ
18
Responsibility Due Date: Completion Date:Percent
Complete:Comments:
6.1 จ�ดประชั้+มก�บล/กค้��เพ��อแจ�งป5ญห�ก�รร�บสิ นำค้��จ�ก Interanl repair K.Somporn 09/May/2014
6.2
6.36.46.5
7.1 Nattapol 30/Jul/2014 14/Jul/2014 100%
7.2 02/Jul/20147.37.47.5
8.1 Atsama 02/May/2014 02/May/2014 100%
8.2 Wilaiporn,Kowit 02/Jun/2014 02/Jun/2014 100%8.3 Name8.4 Name8.5 Name
8.1 Somporn Nantaporn
01/Jul/2014 14/Jul/2014 100%
8.2
8.38.5
9.1 Wasawan 31/Jul/2014 14/Jul/2014 100%9.29.39.49.59.6
Action Step:
แจ�งล/กค้��เร��องพ��นำท��จ�ดว�งสิ นำค้��ท��แนำ(นำจนำเก นำไ ป ไ ม(เพ�ยงพอสิ��หร�บก�รเข็��ไ ปร�บสิ นำค้��ค้�นำ
ก�รค้�นำสิ นำค้�� Rework โ ดยข็อใ ห�ล/กค้��จ�ดโ ซ้ำนำนำ �ง Area ท��ห�อง Internal repair
TITLE ใช่� เวลาในัการรอร�บสิ�นัคื�าจาก Internal repair
TITLE Re lay out and Re location 1.เปล��ยนำเค้ร��อง ค้อมพ วเตอร� จ�ก Desktop ม�เป,นำ laptop 2. ว�งLaptop บนำรถเข็�นำ เพ��อไ ปscan สิ นำค้��ท��ว�งบนำพ�เลท สิะดวกใ นำก�รเค้ล�� อนำไ หว
ท�มจะท�� ก�รว เค้ร�ะห�เพ��อว�งโ ต8ะ ร�บสิ นำค้��ร�เท ร�นำใ ห�สิะดวกใ นำก�รเค้ล�� อนำไ หวใ นำก�รท�� ง�นำ
ท�� ก�ร Relocation สิ นำค้�� Fast moving และ Slow moving
TITLE ม่#การถ่ายเอกสิารหลายช่' ด Re lay out and Re location 1.อ�สิม� ลดก�รถ(�ยสิ�� เนำ�เอกสิ�ร New buy โ ดยก�รใ ชั้�ว ธี� Scan เอกสิ�รเหล(�นำ��นำเก�บไ ว�ใ นำระบบ2.โ กว ท /ว ไ ลพร ไ ม(ต�องถ(�ยสิ�� เนำ� Good Receipt Form ม�ปะหนำ�� เอกสิ�รก�รร�บสิ นำค้�� ใ ชั้�ตร�งย�งสิแต�มป9 ใ นำก�รบ�นำท�กเวล�ก�รร�บสิ นำค้��
ลดก�รถ(�ยสิ�� เนำ� เอกสิ�ร Invoice (New Buy) โ ดยก�รใ ชั้� Scan เอกสิ�รนำ��นำ Save เข็�� File
ลดก�รใ ชั้� Good Receipt Form (New Buy, Receipt rework)
TITLE Sticker Lable Barcode ม่#ขนัาดใหญ่ม่าก 1. ป5จจ+บ�นำ Sticker lable ร�ค้�ดวงละ 0.50 บ�ท size 4 x 7 นำ �ว2. ลดข็นำ�ดลงใ ชั้� size 4 x 2 นำ �ว ร�ค้�ดวงละ 0.17 บ�ท3, สิ�ม�รถลดร�ค้� sticker lable ไ ด� ดวงละ 0.33 ป:ละ 173976 x0.33 =57,412.08 บ�ท3. สิ�ม�รถลด Ribbol ค้ว�มย�ว 5 นำ �ว(12.5 cm) ร�ค้�เมตรละ = 0.82 บ�ท (365B/450M) Ribbol saving cost (12.5x0.82/100) =0.1025 บ�ทต(อ ดวง
ลดข็นำด sticker lable ใ ห�เหม�ะสิมและต ดไ ด�ก�บสิ นำค้��ท+กข็นำ�ด
ปร)กษั� IT แก�ไ ข็ใ นำก�รพ มพ� Barcode ลงบนำ sticker lable ท�� เล�กลงข็นำ�ดท��ต�องก�รลดลง จ�กเด ม 4x7 นำ �ว ลดลง เป,นำ 4x2 นำ �ว (ลดลง 2/3 สิ(วนำ)ลดต�นำท+นำ Stick lable (P/L cost saving)
THA_BKK_SPL_NCR_QSOP_001_R1_Goods Receiving(New Buy)THA_BKK_SPL_NCR_QSOP_002_R1_Goods Receiving(New Buy) in systemTHA_BKK_SPL_NCR_QSOP_003_R1_Goods Receiving(Rework Repair)THA_BKK_SPL_NCR_QSOP_004_R1_Goods Receiving(Rework Repair) in systemTHA_BKK_SPL_NCR_QSOP_005_R1_Receiving Part Return From CETHA_BKK_SPL_NCR_QSOP_006_R1_Receiving Part Return From CE in system
TITLE ทำ�า การ Updateข��นัตอนัตาง ขๆองเอกสิารปฏิ�บ�ต�งานั Review site Manual and all QSOP send to QA on 14 Jul 2014
SOLUTION / ACTION PLAN
19 Process Improvement Forum SPL&Technology | 8 September 2014
SOLUTION / ACTION PLAN
20 Process Improvement Forum SPL&Technology | 8 September 2014
SOLUTION / ACTION PLAN
Before After Problem : Counting and packing products spend more time when put a wayRoot cause : Customer request to individual pack
Counting and packing small part
Action : Discuss with customer how to pack small part Customer accept to pack 10-50 pcs per pack for shipment to Internal Repair .
Benefit : Reduce time for counting and packing small part
21 Process Improvement Forum SPL&Technology | 8 September 2014
Before After
SOLUTION / ACTION PLANReceiving return part
Problem : Sticker Label is too large (size 4x7 inch)Root cause : Not suitable for small box. Cost @ 0.50 Baht
Action : Decrease size of sticker label to 4x2 inch Cost @ 0.17 Baht
Benefit : 1. Cost saving @ 0.33 x 173,976 pcs/year 57,412.08 Baht per year 2. Ribbon Cost saving @ 0.12025 x 173,976 pcs/year. 20,920.61 Baht per year
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Before After
SOLUTION / ACTION PLAN
Problem : Desk for receiving return part inconvenienceRoot cause : Staff loose time for moving to computer desk to entry the system
Receiving return part
Action : Setting Laptop on Trolley for scanning barcode
Benefit : Efficiency receiving increase
23 Process Improvement Forum SPL&Technology | 8 September 2014
SOLUTION / ACTION PLAN
Before After Problem : The returned doesn’t match with Physical order Part code unidentified with the Global Return tag No Global Return Tag attached. Different type with Physical order. Customer Engineer incorrect debrief return part in
system Root cause : xxxxxxxxxxxxxxxxxxxxxxx
Receiving part from Customer Engineer
Action : To discussed with customer every month To escalate the problem to top management To inform NCR IT system to review To report ICS for swap part taking action
Benefit : Reduce volume problem return
Part returned can not receive in systemFeb'14 Mar Apr15% 9% 20%
Feb'14 Mar Apr0%
5%
10%
15%
20%
25%
15%
9%
20%
Part return
Result : Part returned can not receive in systemFeb'14 Mar Apr Jun Jul15% 9% 20% 19% 19%
DECREASE
24 Process Improvement Forum SPL&Technology | 8 September 2014
SOLUTION / ACTION PLAN
Before After Problem :
Employee absence
Action : Announced pay Incentive Attendance effective on 1st Jun 2014
Benefit :
NCR : Summary employee LATE / VOCATION / BUSINESS /SICK (DAY)
Categories/ Month Jan Feb Mar Apr May
Late 50 24 34 30 34
Annual Leave 14.5 24 32 21 31
Business 8 6 3.5 0 5
Sick 15.5 12.5 10.5 7.5 6
Total days 88 66.5 80 58.5 76
NCR : Summary employee LATE / VOCATION / BUSINESS /SICK (DAY)
Categories/ Month Jan Feb Mar Apr May Jun Jul
Late 50 24 34 30 34 39 20
Annual Leave 14.5 24 32 21 31 11.5 14
Business 8 6 3.5 0 5 1.5 0
Sick 15.5 12.5 10.5 7.5 6 11.5 10
Total days 88 66.5 80 58.5 76 63.5 44
Description Jun Jul
Empolyee get Incentive Attendance (Persons) 9 10
Ratio 41% 45%
DECREASE
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Before: After:
SOLUTION / ACTION PLAN
NCR Tool
26 Process Improvement Forum SPL&Technology | 8 September 2014
Before: After:
SOLUTION / ACTION PLAN
27 Process Improvement Forum SPL&Technology | 8 September 2014
Before After
SOLUTION / ACTION PLAN
Problem : Lose time on Photo copiers Invoice Root cause : Customer request dispatch Original Invoice return to customer. Copies Invoice before send Original Invoice to customer for reference
Loose time on Photo copiers
Problem : Lose time on copiers Good Receipt Form Root cause : When goods arrive warehouse, we must make note “Good Receipt Form” for record time, receiving date and receiver sign
Action : Change from Photo copy to Scan Invoice and save in Share Drive
Action : Mare rubber stamp for record time receiving date and
receiver sign
28 Process Improvement Forum SPL&Technology | 8 September 2014
Before After
SOLUTION / ACTION PLAN
Benefit : Reduce distance and time for picking and put away No Part No. From Location Distance (M) Time Used (Sec) New Location New Distanc(M) Time Used (Sec) Diff (Meter) Time diff (Sec) Avg. ORD/M Reduce Distance (M) Reduce Time Used (Sec)
1 4450664130 C03B 41.54 12.712 4450628834 C06B 41.54 12.713 4450738284 E04B 40.43 17.914 0090028271 F01B 40.43 24.715 4450728233 E05B 40.43 17.916 4450742032 F02B 40.40 24.71 691.88
2257.2
1520.22
184.15
978.88
1351
833.56
Conclusion per month
762.6
495.69
89.55
790.72
626.85
6039
3528
37.62
38.98
36.83
30.59
38.60
29.7763.62
A01BA01BA02BA02BA02BA03B
51.6251.6256.8263.6256.82
3,457.29 7,125.01 38.91
79.1680.5277.2671.0279.0370.17
38.91
38.91
38.91
38.91
38.91
532
Relocation Fast moving
Problem : Loose time for walking to pick up fast movingRoot cause : Loose time for walking to pick up fast moving
Action : Relocation Fast moving 6 items
29 Process Improvement Forum SPL&Technology | 8 September 2014
RESULT & SUMMARY
Guide Line
Show your performance before & after
Show your cost saving calculation (Efficiency , customer or P&L ?)
30 Process Improvement Forum SPL&Technology | 8 September 2014
THANKS YOU