Supply Chan - Warehousing
description
Transcript of Supply Chan - Warehousing
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R.Ramachandran Head-National
Hubs
TVS Logistics Services Limited,
Chennai
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Part 1- Basics of Logistics
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What is Logistics?
Logistics is that part of the supply chain
process that plans, implements, and controls
the efficient, effective flow and storage of
goods, services, and related information from
the point of origin to the point of
consumption in order to meet customers'
requirements.
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Globalisation
Continuous cost reduction
Waste elimination
Concentrated on Logistics
• Quality
• Cost
Business Excellence - Need of the hour
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Basics of Logistics Operation
Manufacturing Cost
Sales & Administration
Margin
MRP
Logistics Cost
Observations
• Logistics is a necessary cost
• It is a non-value added cost
since it is a part of the margin
• customer is expecting for a value
addition for the cost paid by him,
besides the best service quality.
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Traditional Profit Model
COST Principle
Cost + Profit = Selling Price
Traditional Not-for-Profit (NFP)[Costs = Budget]
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Lean Profit Model
Market Principle
Selling Price - Cost** = Profit
** To make a profit you have to keep costs below the price you can sell
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EFFICIENCY
-2%
-.5%
1%
3%
-.5%
-2%
-1%
Work Processes
10%
Reduction
In
Operating
Expenses
BUDGET
10%
Cut
Off
The
Top
APPARENT REAL
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5 Key Concepts from LEAN
Delivery of Value to the Customer
Efficiency as a Way of Running a
Business
Elimination of Waste
Problem Solving
Building Performance Capability
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The Purpose of a Work Process is to Deliver Value to a Customer…
QUANTITY
QUALITY
- at the COST
In the PROMISED
PLANNED BY AN ORGANIZATION
TIME
QUANTITY
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How to Assure Delivery
as much as possible, as continuously as possible and with as much first time quality as
possible
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The focus of a Lean Enterprise is to increase EFFECTIVENESS and EFFICIENCY of work method and reduce costs while maintaining delivery of customer value
ManMachineMaterial
WorkMethod
Product/ Service
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Waste is:Anything other than the minimum amount of equipment, materials, parts, space, and worker time and effort which are necessary to add value to the product or service.
Things to Remember about Waste:• Waste is really a symptom of a problem in a
value stream rather than the real problem
• Waste points to underlying problems within the system (at both the process and system levels)
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Toyota’s 7 Types of Waste
Motion
Waiting
Rework
Inventory
Conveyance
Over-Processing
Over-Production
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Why Shorten Lead Time
It reduces unnecessary use of resources
It reduces waits, delays and “inventory” build-up
It focuses attention on greater efficiency in
actual hands-on processing time
It forces attention to quality issues, their causes
and their cost.
It forces problems in the flow of the value stream
as a whole to the surface
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A Typical Value Stream Mapping
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Problem Solving by LevelA PC D
StrategiesBusiness ObjectivesFinancial Performance
GoalsOps/Project PlantsBudgets
Action PlansProduction SchedulesTargets
Assignments Rates/Due DatesStandards
Executive
Manager
SupervisorTeam LeaderStaff
Team
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
A PC D
“Good thinking.”
“Good Products.”
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Local Suppliers
Local Vendor Vehicle
Imported Parts
Out side Container Yard
Line Side Storage
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Receipt Area
6.4 days
Blanking
30 sec0.5 day 50 sec
1 day
60 sec2 days
Forming Grinding Assembly
240 sec
2 hour
Inspection
Changing from Pallet to Bin
3 hours
15 mts 30 mts
Oil spray
2 hours
20 mts
loading
Activity time
Waiting time
Value stream Mapping – Inhouse component – Part Number -03021508 / 03021510
1 day 1 day 1 hour
Once assembly is over – the parts will be inspected, oil sprayed and directly put in to IMCT delivery bins
41 minutes
2.5 days
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Any Questions?
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Part 2- Warehouse Selection
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New Warehouse Proposal Form
Warehouse Particulars
1Address
2Details of the owners
Represented by:
3Present contact address
4Description of Land
5Original Owners
6 Description of Building
a)Age of the building No. of Years:
b)Building dimensions Area Length Width Height
i) Total Area
ii) Warehouse area
iii) Office area
iv) Open area
c) Height from the Ground level
d) Fencing
7Type of roof
8Type of Flooring
Load bearing capacity:
9Warehouse Layout Enclosed
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10 Specific details
a) Power:(KVA)
i) Capacity
ii) No. of phases
11 Lighting points & Fittings Tube Lights Fans LAN
a) Lighting points
b) Fittings
i) Warehouse area
ii) Office area
12Generator facility
13Water source
a)Storage capacity
14Toilets
15Drinage ( Open / Closed )
16A/C Provision
17Telephone connections
18Approach road width
19Distance from Customer point / hub
20Waste disposal area ( in sq.ft. )
21Kms. From the nearest bus stop Place: Distance:
22Kms. From the bus station Place: Distance:
23Kms. From the Railway station Place: Distance:
24Nearest Airport Place: Distance:
25Nearest Police Station Place: Distance:
25Ramp - Loading facility
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B. Check list
Sl. No Documents / Details to be checked Copy obtained Deed dated Enclosure Remarks
1 Original sale deed
a)Title of the lessor
b)Provision for sub-letting
c)Conditional clauses (if any)
2 Previous tenent
3 Payment status Status Upto Date Remarks
a)Electricity payments Cleared / Pending
b)Water cess Cleared / Pending
c)Property tax Cleared / Pending
d)Corporation / Panchayat tax Cleared / Pending
e)Telephone dues Cleared / Pending
4 ESI -Notified area YES / NO
5 Shop Act Notified Area YES / NO
6 Octroi Limits YES / NO Describe which limit:
7 Catering facility YES / NO Distance from the warehouse :
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C. Physical Verification:
Verification report Checked Remarks
1Power connection Yes / No
2Functioning of Fittings Yes / No
3Telephone Yes / No
4Water line & Pipes Yes / No
5Motor Yes / No
6Toilets Yes / No
7Floor damages Yes / No
8Walls damages Yes / No
9Painting Yes / No
10Doors & Windows Yes / No
11
12
13
14
15
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S No D.Financial Deals / Negotiations
1Rentals Proposed by the owner Date Rate / sq. ftDone by / Remarks
a)Warehouse Area
b)Office Area
c)Open Area
d)Amenities
e)Fixed Rentals
f)Total
f)Advance / security depositNo of months Amount Remarks
Particulars
2 Final Negotiation
a)Warehouse Area Done by / Remarks
b)Office Area
c)Open Area
d)Amenities
e)Fixed Rentals
f)Total
f)Advance / security deposit No of months Amount Remarks
Particulars
a)Brokerage (if any)
Name of the broker
3Contract period
4Seperation clause
5Date of possession
6Agreement Responsibility Due on Remarks
Agreement Processing
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Types of Warehouses
In plant Warehouse
Spare Part Warehouse
Vehicle Stockyard
Transit Warehouse (Hub)
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Various SCM Models
Activities
Loading at Origin(Supplier/Custo
mer)
Decanting at Delivery
Hub
Unloading at Destination (Customer/S
upplier)Line Side Delivery
Collection of returnables
SCM 1 A
MR Collection ---> Consolidation at Origin Hub ---> Line Haul ---> Destination hub ---> Redlivery
Loading at customer premises,decanting at Delivery Hub,unloading at customer premises,delivery to line,collection of returnables
a a a a a
SCM 2 B
MR Collection ---> Consolidation at Origin Hub ---> Line Haul ---> Direct Delivery
Loading at customer premises,unloading at customer premises,line side feeding,collection of returnables.
a a a a
SCM 3 CFactory collection ---> Line Haul ---> Delivery to end customer
loading at factory,unloading at customer
a a
SCM 4 D MR Collection --> direct delivery to customer
loading at supplier,unloading at customer,lineside feeding
a a a
SCM 5 ELH collection at Origin --> Direct delivery to customers
loading at supplier,unloading at customer
a a
Particulars
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Any Questions?
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Part 3 Modern
Warehousing with Automation
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Why Automation ?
Flexible manufacturing and reduced costs
Improved product quality
Extreme volatile market with newer products
Increasing trend in globally dispersed manufacturing
processes.
Design and deliver better and cost effective Solution
faster Improve process and system scalability
Eliminate all internal , routine and operational tasks
Shift focus and harness energies of employees.
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Purpose of Automation• Productivity
- Increase in Production- Modernization of existing system- New line set up- Line flexibility to handle various sizes
• Quality- Final inspection on 100% products- Stage inspection (Poke Yoke)
• Safety- Handling of Hot products- Handling of Hazardous products- Continuous handling of heavy objects
• Warehousing- Airports/ Ports- Raw material/ Finished goods store- Third party warehouse- Transshipment Godowns
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Intelligent Vehicles (AGV, RGV, LGV)
Conveyor System
Inventory Computer System
Stacker Crane
Storage RackB
C
D
A
E
SorterF
Products : Overview
DPSG
APSH
GantryI
Robot PalletizerJ
A
B
C
D
E
J
F
I
G
H
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Logistic & Warehouse
• Third party Dynamic Warehousing.
• Airports/ Ports/ Cold storage
• Raw material/ WIP (including inventory control).
• FIFO and LIFO management.
• Finished goods warehouse.
• Transshipment warehouse.• SCM (Supply chain Management)
Solutions
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Warehouse Handling
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Advantages of AS/RS (Automated storage & Retrieval system)
Higher stock keeping capacity within limited space
Protection of storage goods from theft and damage
Automation of dangerous and hard work of storage and retrieval process
Prevention of safety accident
Real-time & Easy inventory control with computer system
Simple expansion of warehouse
Faster and more reliable operation of warehouse
Comfort and convenient work environment
Easy and faster maintenance through modular and standard design
Economy in investment and operation
Finished product storage
Raw material storage
Partly manufactured goods
Storage for distribution
Advantages
Applications
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A stacker crane is the automatic machine installed
inside rack to serve storage and retrieval operation.
It critically influences AS/RS performance developed
from SMC with know how achieving low-price,
high speed, light- weight & stabilization.
Advantages
Stability of load handing through smooth acceleration &
deceleration controls by S-Curve
Increased load weight by super high-speed type
Stabilized structure design featured by low noise & low vibration
Easy maintenance through checking error code history &
Trouble shooting by monitor
Precision controlling driving & lift location through distance
measurement by Laser sensor and flexible correspond to lean of
rack
Slim Fork development in European Load area
(Thickness 65mm) – Minimalization of Fork Thickness
Products : STACKER CRANE
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This system sorts individual materials to a designated
place according to its own information specified by the
bar-code or RFID attached to them by automatically
distributing and collecting with the conveyor and sorter.
Advantages:
High performance on product assortment by
requirements
(customer, area, size, etc)
Stability of sorting (Reduction of errors)
`
Products : SORTER
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Products : DPS (Digital Picking system)
Picking systems perform complex order assignments
in a fully automatic, reliable way and in shortest time.
Fast order handling at the highest quality level
guarantees maximum productivity in your warehouse.
Advantages :
High productivity at peak times
Reduction of time consumption for picking relying on
manual bills
Less personnel for picking thanks to location
management
and minimized working route
Efficient use of space thanks to high product density
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Picking systems perform complex order assignments
in a fully automatic, reliable way and in shortest time.
Fast order handling at the highest quality level
guarantees maximum productivity in your warehouse.
Advantages :
High productivity at peak times
High profitability thanks to elimination of time consuming
manual picking
Constant high quality and reliability even during peak times
Efficient use of space thanks to high product density
Products : APS (Automatic Picking system)
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Products : GANTRY
Gantry is to provide greater volume coverage,
limitless layout options and flexible work envelopes.
Gantry also supports diverse pick-up and delivery points,
variety of end effectors available.
Advantages:
Adaptation to different crate and case sizes and types
Error-free picking
Stock in order and Flexible operations
Easy maneuvering
Low system noise level
Easy cleaning of the equipment and floor
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ROBOT PALLETIZER
Robotic palletizing systems allow for more flexibility
to run products for longer periods of time.
Robot Palletizer can be integrated towards any project.
With current advancements in end of arm tooling,
robot palletizes have been introduced to many factories
and they have benefited from this robot palletizing
systems.
Advantages :
Can be Operated within a small area
Multiple end effector applications for bags, boxes,
cases, etc.
Innovative, user-friendly Control
Saves time and increases reliability
Automatic diagnostics instantly identify errors
Increases uptime & operating efficiency
Flexible layout capabilities
increase efficiency and profitability
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Car Engine (Warehousing)
Beer (Warehousing)
DPS(Digital Picking System)
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Tyre (Warehousing)
AGV (Automated Guided Vehicle
Paper reel handling
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(note) TD : stands for Traslo Device. Traslo is Italian which means 'transfer‘ Cage with trolley
Car Parking Solution
Robot Parking TD
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Part 4 - Matrices
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Data Updation Systems
THE VARIOUS SYSTEMS PRESENTLY USED
ARE:
SAP
ERP
WMS
RFID
BAR CODING etc
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Matrices – Transportation Performance
Measure Formula Unit
On-Time Delivery On-Time DeliveryTotal Delivery
Days
Damage Shipment Damage Total Shipment
Value
Demurrage Demurrage costTotal transportation cost
Value
Freight Bill Accuracy Bill ErrorTotal transportation cost
% Value
Freight cost per unit shipped
Total Freight CostNo. of units shipped
Outbound freight costs as % of net sales
Outbound freight costNet sales
Inbound freight costs as % of Purchases
Inbound freight costPurchase cost
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Matrices – Transportation Performance-(Contd)
Measure Formula Unit
Transit Time accuracy
Actual transit timeStandard transit time agreed
% of truckload capacity utilized
Total volume/weight shippedMaximum Load capacity
Truck Turnaround Time
Measure between arrival of the truck & its departure
No. of carriers per mode
Total number of carriers used in a given period, by mode
Shipment visibility/traceability %
Total No. of shipments via carriers with order tracking systemTotal No. of shipments sent during a period
On-Time pickups No. of Pickups on timeTotal No.of shipments
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Matrices – Full Fillment PerformanceMeasure Formula Unit
On Time Delivery Orders on TimeTotal Orders shipped
Order Fill Rate Orders filled completeTotal Orders shipped
Order Accuracy Error Free OrdersTotal Orders Shipped
Line Accuracy Error Free LinesTotal Lines Shipped
Order Cycle Time Actual ship date-Customer order date
Line Count Fill Rate No. of order lines shippedTotal No. of lines ordered
SKU Fill rate No. of SKUs shipped in the initial shipmentTotal No. of SKUs ordered
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Matrices – Inventory Performance
Measure Formula Unit
Inventory Accuracy Actual Qty. per SKUSystem reported Qty
Damaged Inventory Total damaged valueTotal inventory value
Inventory Turns (Inventory Turnover)
Annual cost of SalesAverage Inventory Level
Inventory Months of Supply
Inventory on handAverage monthly usage
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Matrices – Warehouse Performance
Measure Formula Unit
Orders per hour Orders picked/packed per hourTotal WH labour hours
Lines per hour Lines picked/packed per hourTotal WH labour hours
Order Accuracy Error Free OrdersTotal Orders shipped
Line Accuracy Error Free LinesTotal Lines Shipped
Order Cycle Time Actual ship date-Customer order date
Perfect Order Completion
Perfect DeliveriesTotal Orders Shipped
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Various Warehouse ToolsKanban System
Perpetual Inventory
Bin Audit
Dock Audit
Shut Down Inventory
5 S Concepts of House Keeping
G8D Root Cause Analysis
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KANBAN SYSTEM - INTRODUCTION
Kanban Benefits:
Pull System
Reduces Inventory
Improves Material Flow
Simplifies Operations
Allows Visibility into the schedule
Reduces or eliminates unexpected
Visual tracking and Control
Schedule changes
2
2.5
3
3.5
4
4.5
5
5.5
INV
EN
TO
RY
MaxIN
MinIN
Re-order Level trigger to
production
Production
Safety Stock
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Card
CardCard
Transport
Transport
Welding assy cell
Welding assy cellWelding assy cell
Card
Card
Card
Card
Card
Card
Card
Card
Card
Card
Card
Card
CardCardCard
SUPPLIERS RECEIVING STORES
ASSEMBLY
CARD DROP BOX & TRIGGER
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Step 1 : Place the “Kanban Card” on the Side Face of the Carton
Step 2 : Fix “Kanban Card” on the Carton using Transparent adhesive tape
Step 3 : “Kanban Card” on the Carton fixed properly
Fix “KANBAN CARD” On Carton Box
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G8D Guidelines & Process G8D Guidelines & Process ObjectivesObjectives
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G8D ProcessG8D Process
Problem solving processA standard that commits to solving problems at
root cause level and preventing the problem from happening again
A reporting format that describes the team's progress at each step
Rational approach - Promotes use of facts and figures"If you can't prove it, you should not say"
People oriented approach Use the experience of those who do the workCreative approach
Dismantle the status quoBrainstorming
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G8D ProcessG8D Process
Symptom complexity exceeds the ability of one person to resolve the problem
To prevent customer from adverse effects of the problem
Supplementary tools Benchmarking Cause and effect diagram Critical path method Pareto chart Brainstorming Action plan
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ObjectivesObjectives
" What is wrong with what"" What is wrong with what"
Describe the problem in quantifiable termsDescribe the problem in quantifiable terms
Use only one G8D per problemUse only one G8D per problem
D2 Describe the problemD2 Describe the problem
Small groupSmall group
Product/process knowledgeProduct/process knowledge
Team leaderTeam leader
Team synergyTeam synergy
D1 TeamD1 Team
As per symptom, provide Emergency Response Action to As per symptom, provide Emergency Response Action to protect the customerprotect the customer
Initiate the G8D processInitiate the G8D process
D0 SymptomD0 Symptom
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ObjectivesObjectives cntd...
Implement ICA to isolate the effects of problem until PCAImplement ICA to isolate the effects of problem until PCA
Formal temporary FixFormal temporary Fix
Validate effectivenessValidate effectiveness
Optional stepOptional step
"Buy Time" to solve the root cause of the problem"Buy Time" to solve the root cause of the problem
Contain the problem from a cost, quality, timing perspectiveContain the problem from a cost, quality, timing perspective
Works against the problem, not the root causeWorks against the problem, not the root cause
Increases costs while the ICA is used.Increases costs while the ICA is used.
D3 Interim Containment Action (ICA)D3 Interim Containment Action (ICA)
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Identify the root causeIdentify the root cause
Cause and effect diagramCause and effect diagram
Potential root cause listPotential root cause list
The single verified reason that accounts for the problemThe single verified reason that accounts for the problem
Escape pointEscape point
The earliest location in the process, where the problem The earliest location in the process, where the problem
should have been detected, but was notshould have been detected, but was not
Problem solving stepProblem solving step
D4 Root cause/escape pointD4 Root cause/escape point
ObjectivesObjectives cntd...
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Making the best decision, based on benefits and risksMaking the best decision, based on benefits and risks
Verify that the choice will workVerify that the choice will work
Not rushing into implementationNot rushing into implementation
More than one PCA may be required to resolve 100% of the More than one PCA may be required to resolve 100% of the problemproblem
D5 Chosen Permanent Corrective Action D5 Chosen Permanent Corrective Action
Remove ICARemove ICA
Implement decision made at D5Implement decision made at D5
Cross functional participationCross functional participation
Update all the documents, procedures etcUpdate all the documents, procedures etc
Train the workforceTrain the workforce
Seek feedback from the customerSeek feedback from the customer
D6 Implement Permanent Corrective Action (PCA)D6 Implement Permanent Corrective Action (PCA)
ObjectivesObjectives cntd...
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Modify necessary systems (Practices/Procedures) to prevent Modify necessary systems (Practices/Procedures) to prevent recurrence of recurrence of
this problem or a similar problemthis problem or a similar problem
The goal is to change the system that allowed the problem to The goal is to change the system that allowed the problem to occur in the first placeoccur in the first place
Enables lessons learned can be sharedEnables lessons learned can be shared
Conserves resources by saving rework on other problemsConserves resources by saving rework on other problems
D7 Prevent recurrenceD7 Prevent recurrence
Complete the team experienceComplete the team experience
Sincerely recognize both team and individual contributionsSincerely recognize both team and individual contributions
Encourage a repeat of the behaviorEncourage a repeat of the behavior
D8 Recognize TeamD8 Recognize Team
ObjectivesObjectives
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G8D Report-IllustrationDate Opened Last Updated
12-10-2001 15-10-2001
Product/Process Information Organization Information
Receiving Process TVSLL-KDPP
Dø Symptom(s) Multi model part was shipped as Sea
% Effective Date Implemented
100% 12-10-2001
% Effective Date Implemented
100% 12-10-2001
% Contribution
Lack of Process control measure affected receiving checker's ability to concentrate 100%
% Effective
100%
Date Implemented
15-10-2001
Date Implemented
15-10-2001
Responsibility
MH&PEDate Closed Reported By
15-10-2001 A.ArunachalamPersonally thanked all the team members
D7 Systemic Prevent recommendations
Multi model shipment part labels to be color coded by supplier
D8 Team and Individual Recognition
3. MP&L analyst will track the multi model partsD7 Prevent Recurrence
1. Regular awareness training.
2. Multi model shipment information to consolidators.
3. MP&L analyst will track the multi model partsD6 Implemented Permanent Corrective Action(s)
1. Different receiving color tags for multi model shipment parts.
2. Receiving Flag will be raised in CMMS3 by MP&L analyst
D4 Root Cause(s)
D5 Chosen Permanent Corrective Action(s)
1. Different receiving color tags for multi model shipment parts.
2. Receiving Flag will be raised in CMMS3 by MP&L analyst
D2 Problem DescriptionD1 Team (Name, Profs, Dept., Phone)
Champion: Prasad, MP&L
Team Leader: Arunachalam
Team Members:
Title
Multi model part shipment.
2. Reversal of SEA shipment.
Dø Emergency Response Action(s)1. Intimated SCM
Multi-model part no XS61-18K579-DC 180 nos shipped in Sea container instead of multi-model shipment
Followed up with SCM and diverted material from Main Plant.
Sampath - MP&L analyst
Hemanth - Receiving Analyst
Parthasarathy - Receiving Checker
D3 Interim Containment Action(s)
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5S CONCEPT OF HOUSE KEEPING
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Work place becomes popular, clean & better organised
Shop floor and office operations become easier and safer
Results are visible to everyone - insiders and outsiders
Visible results enhance generations of more new ideas
People are automatically disciplined
People become proud of a clean and organised work
place
Resultant good company image generates more business
etc.,
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Happier employees with high morale
Greater people involvement
Low employee turnover
Increased number of suggestions
Better use of floor space
Less work-in-progress and inventories
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Better flow of work
Low machine break down rates
Low accident rates
High yield of materials
High product quality
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SEIRI SEITON SEISO SEIKETSU SHITSUKE
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Sort out unnecessary items in the workplace and discard them
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FIVE QUESTIONS ABOUT SEIRI
1) Do you find items scattered in your work place?
2) Are there boxes, paper and other items left in a disorganised manner?
3) Are there equipment and tools placed on the floor?
4) Are all items sorted out and placed in designated spots?
5) Are tools and stationery properly sorted and stored?
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Arrange necessary items in good order so that they can be easily picked for use
“A place for every thing and every thing in its place”
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5 QUESTIONS ABOUT SEITON
1) Are passage ways and storage places clearly indicated?
2) Are commonly used tools and stationery separated from those seldom used?
3) Are containers and boxes stacked up properly?
4) Are fire extinguishers and hydrants readily accessible?
5) Are there grooves, cracks or bumps on the floor which hinder work or safety?
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Clean your work place thoroughly so that there is no dust on floors, machines and other equipments
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5 QUESTIONS ABOUT SEISO
1) Are the floor surfaces dirty?
2) Are machines and equipment dirty?
3) Are wires and pipes dirty or stained?
4) Are machine nozzles dirtied by lubricants and
ink?
5) Are shades, light bulbs and light reflectors
dirty?
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Maintain high standards of house keeping at work place at all time.
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5 QUESTIONS ABOUT SEIKETSU
1) Is anyone’s uniform dirty or untidy?
2) Are there sufficient lights?
3) Is the noise or heat at your workplace
causing discomfort?
4) Is the roof leaking?
5) Do people eat at designated places only?
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Train people to follow good house keeping disciplines automatically
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5 QUESTIONS ABOUT SHITSUKE
1) Are regular 5s checks conducted?
2) Do people clean up without reminders?
3) Do people follow rules and instructions?
4) Do people wear their uniforms and safety
wear properly?
5) Do people assemble on time?
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Employees will be disciplined to be more aware of untidy workplaces and motivated to improve the level of cleanliness.Greater team spirit and cooperation can be built up through involvement of all within an organisation.Employees will be disciplined to follow safer and better ways of work, resulting in lesser risks to accidents.Employees would be more conscious of improvement which leads to greater efficiency and effectiveness.
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Machine troubles can be detected at an earlier stage to prevent a major breakdown when machines are cleaned daily by people operating them.Daily cleaning of measuring instruments will ensure accuracy and reliability.Life of machines and tools can be extended significantly when they are handled with care and placed in the designated locations.
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Flow of materials and work-in-progress will become smoother.
Floor space will become organised and possible areas for improvement can be identified by quick observation.
Inventory of materials and work-in-progress will become clearly visible and easily handled.
Material yield ratios can be improved.Reduced material handling will result.
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Clean workplace will ensure that final products will be free from dust.
Sales people will be eager to show customers the plant as a marketing tool.
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MONITORINGA daily Activity
Step by Step Approach
Displays and Disseminations
Involvement of Management & CEO
Consistency in Audit
PDCA
Rewards
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General Warehouse Practices & Visual
Display
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Proper Stacking
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Empty Clearance
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Empty Box Movement
Check inside before
Shifting
Make Sure the Box is
Empty
Empty
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Dust Bins Hazardous/Non
HazardousSafety CornerSafety Corner
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Stacking
Wrong X Correct
No Support - Safety issueLadder Support
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Aisle Discipline
Wrong X Correct
Keep the aisle free for Fork lift movement
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Aisle Discipline
Wrong X Correct
Keep the Aisle FreeTrolley & Scrap Kept in Aisle
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FIFO – Not maintainedFIFO – Not maintained
Stage –1 Stage -2 Stage -3
FIFO FIFO sticker sticker
FIFO sticker keptFIFO sticker keptOn wrong sideOn wrong side FIFO sticker notFIFO sticker not
Visible.Visible.
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Stacking & RetrievingStacking & Retrieving
Retrieve and Replenish always from Left to Right
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Wrong Way of Stacking
Box kept wrong way Safety issue
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Wrong Way of Stacking
Kept next to Rails
Fallen in the Canal
Stacking Stacking height height
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