Académique Documents
Professionnel Documents
Culture Documents
Agenda
Conclusion
Define
Goals: To define the projects purpose and scope To obtain background information:
Process Customers
D for Define
Tools Applied Process Flow Diagram
Process Flow Diagram
Overall Process (High-Level) Initiating Arrival of Goods to be Stored Goods
Charter
Problem Statement Customer(s)? Business Case . . . .
Critical-to-Quality
WMS
Goods Stored
WMS
Charter
Problem Statement
SuperMicro warehouse not meeting customer needs No visibility of flow through warehouse, and packages arriving late to customer Customers opting to go with competitors if not solved
Business Case
SuperMicro exports microprocessors throughout the country. Menlo Worldwide has been contacted to analyze the companys dilemma, and to determine if RFID implementation will solve existing problems.
Deliverables
Success?
Scope
D for Define
Tools Applied Process Flow Diagram
Process Flow Diagram
Overall Process (High-Level) Initiating Arrival of Goods to be Stored Goods
Critical-to-Quality
WMS
Goods Stored
WMS
Goods
WMS
Enter Order Received into the System and Print Order Location 1.44 sec./pc.
Goods Stored
Resend Order
Cancel Order
Process Shipping Label and Notify Customer of Processed Order 7.20 sec./pc.
Goods
WMS
Goods Stored
WMS
D for Define
Tools Applied
Critical-to-Quality
Critical-to-Quality
Need Drives CTQs
Reduce order process time Streamline process
Optimal picking sequence Efficient material handling Good inventory tracking system Sufficient staffing Time on hold is minimal Optimal responsiveness Optimal Inventory level Consistently meeting customer demand Shorter promised lead times Efficient transportation Fast delivery, short transit time High service level Low % transportation delay Low loss or damage claims Fast dock-to-stock time High accuracy in picking orders (fill-rates) Easy to identify location for customer orders High Productive output Fast inventory turnover; FIFO Low Stock-out %
On-Time Delivery
.indicate deficiency
Measure
Goals: Collect the baseline data Create a Pareto chart to analyze the current process Create a Balance Scorecard for what to improve and how to measure Do benchmarking against competitors and industry standards
M for Measure
Tools Applied
Pareto Chart
Balance Scorecard
50% 45% 40% 35%
Benchmarking
Benchmarking with Industry Average
44.5% 45%
% of Times
9.0% 10%
Picking
Shipping
12 10 8 6 4 2
Shipping Picking Receiving Storing
15% 15% 25% 45% Adjustment for wrong picking Generate Pick-List Move to the Q/C
M for Measure
Tools Applied
Balance Scorecard
50% 45% 40% 35%
Benchmarking
Benchmarking with Industry Average
44.5% 45%
% of Times
9.0% 10%
Picking
Shipping
Benchmarking
337
% of Times
25%
150 62 28 30 22
Move to storing
147 60 26 10 7 10 18 34 10 4
Move to packing Pack parts
50 0
5 8
Move to shipping Total Time
Receiving
Storing Tasks
Client Current Process
Picking
Shipping
Receive order
Pick parts
Industry Standard
VS Industry Standards
VS Competitor
20
4 2 2 2 2
6
3 3 6 6 6 3 Concern
Shipped Damaged Orders Received Damaged Orders Committed Services Visibility (2) Received Orders Confirmed Shipped Orders Confirmed Claims (4) Origin Damage Issued Destination Damaged Issued
1.5 0.5
2 2 2
Customer
Customer Retention
20
Volume Growth
Analyze
Goals: Explore potential causes Identify and focus on root problems Interpret root problems Help formulate feasible solutions
A for Analyze
Tools Applied
Cause-and-Effect Diagram
Cause-and-Effect Diagram
Methods Need training to use Too much QC Time Poor inventory management Manual QC High Cost Employee resistance Poor Shiping Manual Picking Poor reports on items Poor picking process location Not methods Poor Receiving followed Lack employee motivation Not scanning Technologies Available Employees Lack of technology Lack of process management training Machine/Equipment Insufficient equipments Not enough packaging lines Over utilized Under utilized Inefficient scheduling insufficient budgets Lack of maintenance lack of preventative plans
Inefficient carry aids Lack of experience Poor Handling Machine malfunction of orders Too expensive Overheat on packing Old devices
Not supervised Not enough staff Not Followed Too expensive Excess time to check received boxes Poor manual process
Unorganized written procedures Time consuming Lack of documentation Inaccurate reporting Human errors on manual input Unclear instructions Lack of standard procedure Different Proprietary software Inconsistent data format
lack of interdepartmental meeting Inadequate supervision Error on picking Inefficient procedure Inadequate inter-department communication Lack of technology Ineffective IT usage Uneasy to use Excessive idle time Inefficient methods Methods not followed
improper stacking variation on sizes Mishandle in storing Hard to pick on high shelves similar items store too close
Material Handling
Communication
Cause-and-Effect Diagram
People
Safety procedures not reinforced
Worker injury Safety procedures not followed Low motivation for job Low Pay Safety procedures not made important Poor management
Resistance to change
Content is dull
De-motivated by work
De-motivates workers
No homework and exams Classes not effective Students do not pay attention
Short budget Not expertise people available Poor lay Out Limited Space Inefficient use of space Not enough air circulation Too Hot Extreme Temperature Too Cold Too many doors open A/C not available Wrong use of voltage Low visibility Not enough lights Work Environment
Not enough Not enough resources Time and people outdated plan Not enough Time study Insufficient data lack of floor configuration Not enough supervision sampling Inefficient procedure Not enough employees Wrong analysis tools used Insufficient Information Tracking Insufficient time and supervision No clear data analysis Data misinterpretation Insufficient resources Lack of knowledge Inefficient use of space Not follow-up on problems Inefficient organization management lack of grouping products lack of expert evaluation Improper storage arrangement Limited Space of warehouse Unable to expand
Measure
Communication
Material Handling
Methods
Work Environment
Measure
People
Lack of training
Improve
Goals: Plan, develop, and implement solutions Prioritize the projects Develop project plans Actual implementation plan
I for Improve
Tools Applied
Prioritization
Project NPV End of life Cost Duration Change Complex Score Categorize orders and Establish Standard Time $500 per day observed $10,240 3 yrs 4 Weeks Time is allocated per order Medium 5
PDCA
Service Level
$2,000 per method modified $8,250 3 yrs 4 Weeks Efficient Operation Procedure Small 5
Revise and Modify Process Methods (use expertise) Receiving Storing Picking Shipping Training Communication Methods Tools Analysis
$6,400
1 yr
(15 Employees) $60 per person $250 per person $580 per person
Small
Monthly
Employee Motivation
Small
Productivity Level
Prioritization
Project NPV End of life Cost Duration Change Complex Score
4 Weeks
Medium
Revise and Modify Process Methods (use expertise) Receiving Storing Picking Shipping Training Communication Methods Tools Analysis
4 Weeks
Small
$6,400
1 yr
(15 Employees) $60 per person $250 per person $580 per person
Small
Monthly
Employee Motivation
Small
Prioritization
Project NPV End of life Cost Duration Change Complex Score
$17,500
10 yrs
2 Forklift ($14,000) 3 Dollies ($600) 3 Hand Forklift ($3,400) $80,000 $40,000 $15,000
Years life
Small
Re-Arrange Layout Install an efficient A/C Install appropriate lighting system RFID Readers Tags Antenna Hardware and Software
Efficient Use of space Better Environment Better Environment Provide Visibility at all times
3 2 2
$133,000
10 years
$3,500 per reader $.40 per tag (varies) $20,000 (hardware & software)
3 months
Large
I for Improve
Tools Applied
PDCA
Service Level
Productivity Level
Control
Goals: Document new process methods and standard data per department Present results to management for an approval Training program Monitor performance Evaluate current methods and standard times every five years
C for Control
Tools Applied
Control Plan
15 D D1 D2 D3 D4
1 2 3 4
1 2 3 4
15 D 70 75 80 85
Level Qty 1 2 3 4
1 LL 5 7 9 10
5 HH 20 22 24 26
Level Items 1 2 3 4
1 LL 5 6 8 10
5 HH 15 16 18 20
20 0 1 2 3 4
25
30
35
40
45
4/ 3/ 20 06 4/ 5/ 20 06 4/ 7/ 20 06
Date Date Receiving Daily Results Upper Control Limit Mean Lower Control Limit Picking Daily Results Upper Control Limit Mean Lower Control Limit
Orders Per Hour
4/ 9/ 20 06 4/ 11 /2 00 6 4/ 13 /2 00 6 4/ 15 /2 00 6 4/ 17 /2 00 6 4/ 19 /2 00 6 4/ 21 /2 00 6 4/ 23 /2 00 6 4/ 25 /2 00 6 4/ 27 /2 00 6
4/ 3/ 20 06 4/ 5/ 20 06 4/ 7/ 20 06 4/ 9/ 20 06 4/ 11 /2 00 6 4/ 13 /2 00 6 4/ 15 /2 00 6 4/ 17 /2 00 6 4/ 19 /2 00 6 4/ 21 /2 00 6 4/ 23 /2 00 6 4/ 25 /2 00 6 4/ 27 /2 00 6
12 10 8 6 4 2 0
Control Charts
30
35
40
45
50
Date
Date Shipping Daily Results Upper Control Limit Mean Lower Control Limit
4/ 3/ 20 06 4/ 5/ 20 06 4/ 7/ 20 06 4/ 9/ 20 06 4/ 11 /2 00 6 4/ 13 /2 00 6 4/ 15 /2 00 6 4/ 17 /2 00 6 4/ 19 /2 00 6 4/ 21 /2 00 6 4/ 23 /2 00 6 4/ 25 /2 00 6 4/ 27 /2 00 6
4/ 3/ 20 06 4/ 5/ 20 06 4/ 7/ 20 06 4/ 9/ 20 06 4/ 11 /2 00 6 4/ 13 /2 00 6 4/ 15 /2 00 6 4/ 17 /2 00 6 4/ 19 /2 00 6 4/ 21 /2 00 6 4/ 23 /2 00 6 4/ 25 /2 00 6 4/ 27 /2 00 6
Storing Daily Results Upper Control Limit Mean Lower Control Limit
Conclusion
Entire warehouse process was analyzed Take care of small problems first:
The End
Questions
Element Financial
Warehouse Productivity
Sub-element
Weight 33
How Measured
Target
Net Received Orders Per Hour Net Stocked Orders per Hour Net Pulled Orders Per Hour
6 3 3
Expense per Received and Shipped Orders National Revenue Growth International Revenue Growth
6 6 3