Presentation On Warehousing

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  • AA - MILKRUN SYSTEM IMPLEMENTATION TVS LOGISTICS SIAM LTD.
  • Presentation On Warehousing

    1. 1. R.Ramachandran Head-National Hubs TVS Logistics Services Limited, Chennai
    2. 2. Part 1- Basics of Logistics
    3. 3. What is Logistics? <ul><li>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. </li></ul>
    4. 4. <ul><li>Globalisation </li></ul><ul><li>Continuous cost reduction </li></ul><ul><li>Waste elimination </li></ul><ul><li>Concentrated on Logistics </li></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>Cost </li></ul></ul>Business Excellence - Need of the hour
    5. 5. Basics of Logistics Operation Manufacturing Cost Sales & Administration Margin MRP Logistics Cost Observations <ul><li>Logistics is a necessary cost </li></ul><ul><li>It is a non-value added cost </li></ul><ul><li>since it is a part of the margin </li></ul><ul><li>customer is expecting for a value </li></ul><ul><li>addition for the cost paid by him, </li></ul><ul><li>besides the best service quality. </li></ul>
    6. 6. Traditional Profit Model <ul><li>COST Principle </li></ul><ul><li>Cost + Profit = Selling Price </li></ul><ul><li>Traditional Not-for-Profit (NFP) </li></ul><ul><li>[Costs = Budget] </li></ul>
    7. 7. Lean Profit Model Market Principle Selling Price - Cost** = Profit ** To make a profit you have to keep costs below the price you can sell
    8. 8. EFFICIENCY -2% -.5% 1% 3% -.5% -2% -1% Work Processes 10% Reduction In Operating Expenses BUDGET 10% Cut Off The Top APPARENT REAL
    9. 9. 5 Key Concepts from LEAN <ul><li>Delivery of Value to the Customer </li></ul><ul><li>Efficiency as a Way of Running a Business </li></ul><ul><li>Elimination of Waste </li></ul><ul><li>Problem Solving </li></ul><ul><li>Building Performance Capability </li></ul>
    10. 10. The Purpose of a Work Process is to Deliver Value to a Customer… QUANTITY In the PROMISED PLANNED BY AN ORGANIZATION QUALITY - at the COST TIME QUANTITY
    11. 11. How to Assure Delivery <ul><li>as much as possible, </li></ul><ul><li>as continuously as possible and </li></ul><ul><li>with as much first time quality as possible </li></ul>FLOW
    12. 12. The focus of a Lean Enterprise is to increase EFFECTIVENESS and EFFICIENCY of work method and reduce costs while maintaining delivery of customer value Man Machine Material INPUTS PROCESSES Product/ Service OUTPUTS Work Method
    13. 13. 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. <ul><li>Things to Remember about Waste : </li></ul><ul><li>Waste is really a symptom of a problem in a value stream rather than the real problem </li></ul><ul><li>Waste points to underlying problems within the system (at both the process and system levels) </li></ul>
    14. 14. Toyota’s 7 Types of Waste <ul><li>Motion </li></ul><ul><li>Waiting </li></ul><ul><li>Rework </li></ul><ul><li>Inventory </li></ul><ul><li>Conveyance </li></ul><ul><li>Over-Processing </li></ul><ul><li>Over-Production </li></ul>
    15. 15. Why Shorten Lead Time <ul><li>It reduces unnecessary use of resources </li></ul><ul><li>It reduces waits, delays and “inventory” build-up </li></ul><ul><li>It focuses attention on greater efficiency in actual hands-on processing time </li></ul><ul><li>It forces attention to quality issues, their causes and their cost. </li></ul><ul><li>It forces problems in the flow of the value stream as a whole to the surface </li></ul>
    16. 16. A Typical Value Stream Mapping
    17. 17. Problem Solving by Level Strategies Business Objectives Financial Performance Goals Ops/Project Plants Budgets Action Plans Production Schedules Targets Assignments Rates/Due Dates Standards Executive Manager Supervisor Team Leader Staff Team “ Good thinking.” “ Good Products.” A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D A P C D
    18. 18. Local Suppliers Local Vendor Vehicle Imported Parts Out side Container Yard Line Side Storage
    19. 19. Receipt Area 6.4 days Blanking 30 sec 0.5 day 50 sec 1 day 60 sec 2 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
    20. 20. Any Questions?
    21. 21. Part 2- Warehouse Selection
    22. 22. New Warehouse Proposal Form Warehouse Particulars 1 Address                                 2 Details of the owners                                   Represented by:                     3 Present contact address                                 4 Description of Land         5 Original 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         7 Type of roof         8 Type of Flooring   Load bearing capacity:     9 Warehouse Layout Enclosed      
    23. 23. 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         12 Generator facility         13 Water source         a) Storage capacity         14 Toilets         15 Drinage ( Open / Closed )         16 A/C Provision         17 Telephone connections         18 Approach road width         19 Distance from Customer point / hub         20 Waste disposal area ( in sq.ft. )         21 Kms. From the nearest bus stop Place: Distance:     22 Kms. From the bus station Place: Distance:     23 Kms. From the Railway station Place: Distance:     24 Nearest Airport Place: Distance:     25 Nearest Police Station Place: Distance:     25 Ramp - Loading facility        
    24. 24. 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 :  
    25. 25. C. Physical Verification:   Verification report Checked Remarks 1 Power connection Yes / No         2 Functioning of Fittings Yes / No         3 Telephone Yes / No         4 Water line & Pipes Yes / No         5 Motor Yes / No         6 Toilets Yes / No         7 Floor damages Yes / No         8 Walls damages Yes / No         9 Painting Yes / No         10 Doors & Windows Yes / No         11             12             13             14             15            
    26. 26. S No D.Financial Deals / Negotiations 1 Rentals Proposed by the owner Date Rate / sq. ft Done by / Remarks   a) Warehouse Area         b) Office Area         c) Open Area         d) Amenities         e) Fixed Rentals         f) Total         f) Advance / security deposit No 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         3 Contract period         4 Seperation clause         5 Date of possession         6 Agreement Responsibility Due on Remarks     Agreement Processing        
    27. 27. Types of Warehouses <ul><li>In plant Warehouse </li></ul><ul><li>Spare Part Warehouse </li></ul><ul><li>Vehicle Stockyard </li></ul><ul><li>Transit Warehouse (Hub) </li></ul>
    28. 28. Various SCM Models
    29. 29. Any Questions?
    30. 30. Part 3 Modern Warehousing with Automation
    31. 31. Why Automation ? <ul><li>Flexible manufacturing and reduced costs </li></ul><ul><li>Improved product quality </li></ul><ul><li>Extreme volatile market with newer products </li></ul><ul><li>Increasing trend in globally dispersed manufacturing processes. </li></ul><ul><li>Design and deliver better and cost effective Solution faster </li></ul><ul><li>Improve process and system scalability </li></ul><ul><li>Eliminate all internal , routine and operational tasks </li></ul><ul><li>Shift focus and harness energies of employees. </li></ul>
    32. 32. Purpose of Automation <ul><li>Productivity </li></ul><ul><li>- Increase in Production </li></ul><ul><li>- Modernization of existing system </li></ul><ul><li>- New line set up </li></ul><ul><li>- Line flexibility to handle various sizes </li></ul><ul><li>Quality </li></ul><ul><li>- Final inspection on 100% products </li></ul><ul><li>- Stage inspection (Poke Yoke) </li></ul><ul><li>Safety </li></ul><ul><li>- Handling of Hot products </li></ul><ul><li>- Handling of Hazardous products </li></ul><ul><li>- Continuous handling of heavy objects </li></ul><ul><li>Warehousing </li></ul><ul><li>- Airports/ Ports </li></ul><ul><li>- Raw material/ Finished goods store </li></ul><ul><li>- Third party warehouse </li></ul><ul><li>- Transshipment Godowns </li></ul>
    33. 33. Products : Overview Intelligent Vehicles (AGV, RGV, LGV) Conveyor System Inventory Computer System Stacker Crane Storage Rack Sorter DPS APS Gantry Robot Palletizer B C D A E F G H I J A B C D E J F I G H
    34. 34. Logistic & Warehouse <ul><li>Third party Dynamic Warehousing. </li></ul><ul><li>Airports/ Ports/ Cold storage </li></ul><ul><li>Raw material/ WIP (including inventory control). </li></ul><ul><li>FIFO and LIFO management. </li></ul><ul><li>Finished goods warehouse. </li></ul><ul><li>Transshipment warehouse. </li></ul><ul><li>SCM (Supply chain Management) </li></ul><ul><li>Solutions </li></ul>
    35. 35. Warehouse Handling
    36. 37. Advantages of AS/RS (Automated storage & Retrieval system) <ul><li>Higher stock keeping capacity within limited space </li></ul><ul><li>Protection of storage goods from theft and damage </li></ul><ul><li>Automation of dangerous and hard work of storage and retrieval process </li></ul><ul><li>Prevention of safety accident </li></ul><ul><li>Real-time & Easy inventory control with computer system </li></ul><ul><li>Simple expansion of warehouse </li></ul><ul><li>Faster and more reliable operation of warehouse </li></ul><ul><li>Comfort and convenient work environment </li></ul><ul><li>Easy and faster maintenance through modular and standard design </li></ul><ul><li>Economy in investment and operation </li></ul><ul><li>Finished product storage </li></ul><ul><li>Raw material storage </li></ul><ul><li>Partly manufactured goods </li></ul><ul><li>Storage for distribution </li></ul>Advantages Applications
    37. 39. <ul><li>A stacker crane is the automatic machine installed </li></ul><ul><li>inside rack to serve storage and retrieval operation. </li></ul><ul><li>It critically influences AS/RS performance developed </li></ul><ul><li>from SMC with know how achieving low-price, </li></ul><ul><li>high speed, light- weight & stabilization. </li></ul><ul><li>Advantages </li></ul><ul><ul><li>Stability of load handing through smooth acceleration & </li></ul></ul><ul><ul><li>deceleration controls by S-Curve </li></ul></ul><ul><ul><li>Increased load weight by super high-speed type </li></ul></ul><ul><ul><li>Stabilized structure design featured by low noise & low vibration </li></ul></ul><ul><ul><li>Easy maintenance through checking error code history & </li></ul></ul><ul><ul><li>Trouble shooting by monitor </li></ul></ul><ul><ul><li>Precision controlling driving & lift location through distance </li></ul></ul><ul><ul><li>measurement by Laser sensor and flexible correspond to lean of rack </li></ul></ul><ul><ul><li>Slim Fork development in European Load area </li></ul></ul><ul><ul><li>(Thickness 65mm) – Minimalization of Fork Thickness </li></ul></ul>Products : STACKER CRANE
    38. 40. <ul><li>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.  </li></ul><ul><li>Advantages: </li></ul><ul><ul><li>High performance on product assortment by requirements </li></ul></ul><ul><ul><li>(customer, area, size, etc) </li></ul></ul><ul><ul><li>Stability of sorting (Reduction of errors) </li></ul></ul><ul><li>` </li></ul>Products : SORTER
    39. 41. Products : DPS (Digital Picking system) <ul><li>Picking systems perform complex order assignments </li></ul><ul><li>in a fully automatic, reliable way and in shortest time. </li></ul><ul><li>Fast order handling at the highest quality level </li></ul><ul><li>guarantees maximum productivity in your warehouse. </li></ul><ul><li>Advantages : </li></ul><ul><ul><li>High productivity at peak times </li></ul></ul><ul><ul><li>Reduction of time consumption for picking relying on </li></ul></ul><ul><ul><li>manual bills </li></ul></ul><ul><ul><li>Less personnel for picking thanks to location management </li></ul></ul><ul><ul><li>and minimized working route </li></ul></ul><ul><ul><li>Efficient use of space thanks to high product density </li></ul></ul>
    40. 42. <ul><li>Picking systems perform complex order assignments </li></ul><ul><li>in a fully automatic, reliable way and in shortest time. </li></ul><ul><li>Fast order handling at the highest quality level </li></ul><ul><li>guarantees maximum productivity in your warehouse. </li></ul><ul><li>Advantages : </li></ul><ul><ul><li>High productivity at peak times </li></ul></ul><ul><ul><li>High profitability thanks to elimination of time consuming </li></ul></ul><ul><ul><li>manual picking </li></ul></ul><ul><ul><li>Constant high quality and reliability even during peak times </li></ul></ul><ul><ul><li>Efficient use of space thanks to high product density </li></ul></ul>Products : APS (Automatic Picking system)
    41. 43. Products : GANTRY <ul><li>Gantry is to provide greater volume coverage, </li></ul><ul><li>limitless layout options and flexible work envelopes. </li></ul><ul><li>Gantry also supports diverse pick-up and delivery points, </li></ul><ul><li>variety of end effectors available. </li></ul><ul><li>Advantages: </li></ul><ul><ul><li>Adaptation to different crate and case sizes and types </li></ul></ul><ul><ul><li>Error-free picking </li></ul></ul><ul><ul><li>Stock in order and Flexible operations </li></ul></ul><ul><ul><li>Easy maneuvering </li></ul></ul><ul><ul><li>Low system noise level </li></ul></ul><ul><ul><li>Easy cleaning of the equipment and floor </li></ul></ul>
    42. 44. ROBOT PALLETIZER <ul><li>Robotic palletizing systems allow for more flexibility </li></ul><ul><li>to run products for longer periods of time. </li></ul><ul><li>Robot Palletizer can be integrated towards any project. </li></ul><ul><li>With current advancements in end of arm tooling, </li></ul><ul><li>robot palletizes have been introduced to many factories </li></ul><ul><li>and they have benefited from this robot palletizing systems. </li></ul><ul><li>Advantages : </li></ul><ul><ul><li>Can be Operated within a small area </li></ul></ul><ul><ul><li>Multiple end effector applications for bags, boxes, cases, etc. </li></ul></ul><ul><ul><li>Innovative, user-friendly Control </li></ul></ul><ul><ul><li>Saves time and increases reliability </li></ul></ul><ul><ul><li>Automatic diagnostics instantly identify errors </li></ul></ul><ul><ul><li>Increases uptime & operating efficiency </li></ul></ul><ul><ul><li>Flexible layout capabilities </li></ul></ul><ul><ul><li>increase efficiency and profitability </li></ul></ul>
    43. 45. Car Engine (Warehousing) Beer (Warehousing) DPS(Digital Picking System)
    44. 46. Tyre (Warehousing) AGV (Automated Guided Vehicle Paper reel handling
    45. 47. (note) TD : stands for Traslo Device. Traslo is Italian which means 'transfer‘ Cage with trolley Car Parking Solution Robot Parking TD
    46. 48. Part 4 - M atrices
    47. 49. Data Updation Systems <ul><li>THE VARIOUS SYSTEMS PRESENTLY USED ARE: </li></ul><ul><li>SAP </li></ul><ul><li>ERP </li></ul><ul><li>WMS </li></ul><ul><li>RFID </li></ul><ul><li>BAR CODING etc </li></ul>
    48. 50. Matrices – Transportation Performance Measure Formula Unit On-Time Delivery On-Time Delivery Total Delivery Days Damage Shipment Damage Total Shipment Value Demurrage Demurrage cost Total transportation cost Value Freight Bill Accuracy Bill Error Total transportation cost % Value Freight cost per unit shipped Total Freight Cost No. of units shipped Outbound freight costs as % of net sales Outbound freight cost Net sales Inbound freight costs as % of Purchases Inbound freight cost Purchase cost
    49. 51. Matrices – Transportation Performance-(Contd) Measure Formula Unit Transit Time accuracy Actual transit time Standard transit time agreed % of truckload capacity utilized Total volume/weight shipped Maximum 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 system Total No. of shipments sent during a period On-Time pickups No. of Pickups on time Total No.of shipments
    50. 52. Matrices – Full Fillment Performance Measure Formula Unit On Time Delivery Orders on Time Total Orders shipped Order Fill Rate Orders filled complete Total Orders shipped Order Accuracy Error Free Orders Total Orders Shipped Line Accuracy Error Free Lines Total Lines Shipped Order Cycle Time Actual ship date-Customer order date Line Count Fill Rate No. of order lines shipped Total No. of lines ordered SKU Fill rate No. of SKUs shipped in the initial shipment Total No. of SKUs ordered
    51. 53. Matrices – Inventory Performance Measure Formula Unit Inventory Accuracy Actual Qty. per SKU System reported Qty Damaged Inventory Total damaged value Total inventory value Inventory Turns (Inventory Turnover) Annual cost of Sales Average Inventory Level Inventory Months of Supply Inventory on hand Average monthly usage
    52. 54. Matrices – Warehouse Performance Measure Formula Unit Orders per hour Orders picked/packed per hour Total WH labour hours Lines per hour Lines picked/packed per hour Total WH labour hours Order Accuracy Error Free Orders Total Orders shipped Line Accuracy Error Free Lines Total Lines Shipped Order Cycle Time Actual ship date-Customer order date Perfect Order Completion Perfect Deliveries Total Orders Shipped
    53. 55. Various Warehouse Tools <ul><li>Kanban System </li></ul><ul><li>Perpetual Inventory </li></ul><ul><li>Bin Audit </li></ul><ul><li>Dock Audit </li></ul><ul><li>Shut Down Inventory </li></ul><ul><li>5 S Concepts of House Keeping </li></ul><ul><li>G8D Root Cause Analysis </li></ul>
    54. 56. 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
    55. 57. Card Card Card Card Card Card Card Card Card Card Card Card Card Card Card SUPPLIERS RECEIVING STORES ASSEMBLY CARD DROP BOX & TRIGGER Card Card Card Transport
    56. 58. 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
    57. 59. G8D Guidelines & Process Objectives
    58. 60. G8D Process <ul><li>Problem solving process </li></ul><ul><li>A standard that commits to solving problems at root cause level and preventing the problem from happening again </li></ul><ul><li>A reporting format that describes the team's progress at each step </li></ul><ul><li>Rational approach - Promotes use of facts and figures </li></ul><ul><ul><li>&quot;If you can't prove it, you should not say&quot; </li></ul></ul><ul><li>People oriented approach </li></ul><ul><li>Use the experience of those who do the work </li></ul><ul><li>Creative approach </li></ul><ul><ul><li>Dismantle the status quo </li></ul></ul><ul><ul><li>Brainstorming </li></ul></ul>
    59. 61. G8D Process <ul><li>Symptom complexity exceeds the ability of one person to resolve the problem </li></ul><ul><li>To prevent customer from adverse effects of the problem </li></ul><ul><li>Supplementary tools </li></ul><ul><ul><li>Benchmarking </li></ul></ul><ul><ul><li>Cause and effect diagram </li></ul></ul><ul><ul><li>Critical path method </li></ul></ul><ul><ul><li>Pareto chart </li></ul></ul><ul><ul><li>Brainstorming </li></ul></ul><ul><ul><li>Action plan </li></ul></ul>
    60. 62. Objectives &quot; What is wrong with what&quot; Describe the problem in quantifiable terms Use only one G8D per problem D2 Describe the problem Small group Product/process knowledge Team leader Team synergy D1 Team As per symptom, provide Emergency Response Action to protect the customer Initiate the G8D process D0 Symptom
    61. 63. Objectives cntd... Implement ICA to isolate the effects of problem until PCA Formal temporary Fix Validate effectiveness Optional step &quot;Buy Time&quot; to solve the root cause of the problem Contain the problem from a cost, quality, timing perspective Works against the problem, not the root cause Increases costs while the ICA is used. D3 Interim Containment Action (ICA)
    62. 64. Identify the root cause Cause and effect diagram Potential root cause list The single verified reason that accounts for the problem Escape point The earliest location in the process, where the problem should have been detected, but was not Problem solving step D4 Root cause/escape point Objectives cntd...
    63. 65. Making the best decision, based on benefits and risks Verify that the choice will work Not rushing into implementation More than one PCA may be required to resolve 100% of the problem D5 Chosen Permanent Corrective Action Remove ICA Implement decision made at D5 Cross functional participation Update all the documents, procedures etc Train the workforce Seek feedback from the customer D6 Implement Permanent Corrective Action (PCA) Objectives cntd...
    64. 66. Modify necessary systems (Practices/Procedures) to prevent recurrence of this problem or a similar problem The goal is to change the system that allowed the problem to occur in the first place Enables lessons learned can be shared Conserves resources by saving rework on other problems D7 Prevent recurrence Complete the team experience Sincerely recognize both team and individual contributions Encourage a repeat of the behavior D8 Recognize Team Objectives
    65. 67. G8D Report-Illustration
    66. 68. 5S CONCEPT OF HOUSE KEEPING
    67. 69. <ul><li>Work place becomes popular, clean & better organised </li></ul><ul><li>Shop floor and office operations become easier and safer </li></ul><ul><li>Results are visible to everyone - insiders and outsiders </li></ul><ul><li>Visible results enhance generations of more new ideas </li></ul><ul><li>People are automatically disciplined </li></ul><ul><li>People become proud of a clean and organised work place </li></ul><ul><li>Resultant good company image generates more business etc., </li></ul>Why popular?
    68. 70. <ul><li>Happier employees with high morale </li></ul><ul><li>Greater people involvement </li></ul><ul><li>Low employee turnover </li></ul><ul><li>Increased number of suggestions </li></ul><ul><li>Better use of floor space </li></ul><ul><li>Less work-in-progress and inventories </li></ul>Significant benefits
    69. 71. <ul><li>Better flow of work </li></ul><ul><li>Low machine break down rates </li></ul><ul><li>Low accident rates </li></ul><ul><li>High yield of materials </li></ul><ul><li>High product quality </li></ul>Significant benefits
    70. 72. <ul><li>SEIRI </li></ul><ul><li>SEITON </li></ul><ul><li>SEISO </li></ul><ul><li>SEIKETSU </li></ul><ul><li>SHITSUKE </li></ul>5 S
    71. 73. <ul><li>Sort out unnecessary items in the workplace and discard them </li></ul>SEIRI
    72. 74. <ul><li>FIVE QUESTIONS ABOUT SEIRI </li></ul><ul><li>Do you find items scattered in your work place? </li></ul><ul><li>Are there boxes, paper and other items left in a disorganised manner? </li></ul><ul><li>Are there equipment and tools placed on the floor? </li></ul><ul><li>Are all items sorted out and placed in designated spots? </li></ul><ul><li>Are tools and stationery properly sorted and stored? </li></ul>SEIRI
    73. 75. <ul><li>Arrange necessary items in good order so that they can be easily picked for use </li></ul><ul><li>“ A place for every thing and every thing in its place” </li></ul>SEITON
    74. 76. <ul><li>5 QUESTIONS ABOUT SEITON </li></ul><ul><li>Are passage ways and storage places clearly indicated? </li></ul><ul><li>Are commonly used tools and stationery separated from those seldom used? </li></ul><ul><li>Are containers and boxes stacked up properly? </li></ul><ul><li>Are fire extinguishers and hydrants readily accessible? </li></ul><ul><li>Are there grooves, cracks or bumps on the floor which hinder work or safety? </li></ul>SEITON
    75. 77. <ul><li>Clean your work place thoroughly so that there is no dust on floors, machines and other equipments </li></ul>SEISO
    76. 78. <ul><li>5 QUESTIONS ABOUT SEISO </li></ul><ul><li>Are the floor surfaces dirty? </li></ul><ul><li>Are machines and equipment dirty? </li></ul><ul><li>Are wires and pipes dirty or stained? </li></ul><ul><li>Are machine nozzles dirtied by lubricants and ink? </li></ul><ul><li>Are shades, light bulbs and light reflectors dirty? </li></ul>SEISO
    77. 79. <ul><li>Maintain high standards of house keeping at work place at all time. </li></ul>SEIKETSU
    78. 80. <ul><li>5 QUESTIONS ABOUT SEIKETSU </li></ul><ul><li>Is anyone’s uniform dirty or untidy? </li></ul><ul><li>Are there sufficient lights? </li></ul><ul><li>Is the noise or heat at your workplace causing discomfort? </li></ul><ul><li>Is the roof leaking? </li></ul><ul><li>Do people eat at designated places only? </li></ul>SEIKETSU
    79. 81. <ul><li>Train people to follow good house keeping disciplines automatically </li></ul>SHITSUKE
    80. 82. <ul><li>5 QUESTIONS ABOUT SHITSUKE </li></ul><ul><li>Are regular 5s checks conducted? </li></ul><ul><li>Do people clean up without reminders? </li></ul><ul><li>Do people follow rules and instructions? </li></ul><ul><li>Do people wear their uniforms and safety wear properly? </li></ul><ul><li>Do people assemble on time? </li></ul>SHITSUKE
    81. 83. <ul><li>Employees will be disciplined to be more aware of untidy workplaces and motivated to improve the level of cleanliness. </li></ul><ul><li>Greater team spirit and cooperation can be built up through involvement of all within an organisation. </li></ul><ul><li>Employees will be disciplined to follow safer and better ways of work, resulting in lesser risks to accidents. </li></ul><ul><li>Employees would be more conscious of improvement which leads to greater efficiency and effectiveness. </li></ul>TANGIBLE RESULTS From the People
    82. 84. <ul><li>Machine troubles can be detected at an earlier stage to prevent a major breakdown when machines are cleaned daily by people operating them. </li></ul><ul><li>Daily cleaning of measuring instruments will ensure accuracy and reliability. </li></ul><ul><li>Life of machines and tools can be extended significantly when they are handled with care and placed in the designated locations. </li></ul>TANGIBLE RESULTS FROM MACHINES AND TOOLS
    83. 85. <ul><li>Flow of materials and work-in-progress will become smoother. </li></ul><ul><li>Floor space will become organised and possible areas for improvement can be identified by quick observation. </li></ul><ul><li>Inventory of materials and work-in-progress will become clearly visible and easily handled. </li></ul><ul><li>Material yield ratios can be improved. </li></ul><ul><li>Reduced material handling will result. </li></ul>TANGIBLE RESULTS From the Materials & WIP
    84. 86. <ul><li>Clean workplace will ensure that final products will be free from dust. </li></ul><ul><li>Sales people will be eager to show customers the plant as a marketing tool. </li></ul>TANGIBLE RESULTS FROM PRODUCTS AND CUSTOMERS
    85. 87. MONITORING <ul><li>A daily Activity </li></ul><ul><li>Step by Step Approach </li></ul><ul><li>Displays and Disseminations </li></ul><ul><li>Involvement of Management & CEO </li></ul><ul><li>Consistency in Audit </li></ul><ul><li>PDCA </li></ul><ul><li>Rewards </li></ul>
    86. 88. General Warehouse Practices & Visual Display
    87. 89. Proper Stacking
    88. 90. Empty Clearance
    89. 91. Empty Box Movement <ul><li>Check inside before </li></ul><ul><li>Shifting </li></ul><ul><li>Make Sure the Box is </li></ul><ul><li>Empty </li></ul>Empty
    90. 92. Dust Bins Hazardous/Non Hazardous Safety Corner
    91. 93. Stacking <ul><li>Wrong X </li></ul><ul><li>Correct </li></ul>No Support - Safety issue Ladder Support
    92. 94. Aisle Discipline <ul><li>Wrong X </li></ul><ul><li>Correct </li></ul>Keep the aisle free for Fork lift movement
    93. 95. Aisle Discipline <ul><li>Wrong X </li></ul><ul><li>Correct </li></ul>Keep the Aisle Free Trolley & Scrap Kept in Aisle
    94. 96. FIFO – Not maintained Stage –1 Stage -2 Stage -3 FIFO sticker FIFO sticker kept On wrong side FIFO sticker not Visible.
    95. 97. Stacking & Retrieving Retrieve and Replenish always from Left to Right
    96. 98. Wrong Way of Stacking Box kept wrong way Safety issue
    97. 99. Wrong Way of Stacking <ul><li>Kept next to Rails </li></ul><ul><li>Fallen in the Canal </li></ul>Stacking height

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