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Green Belt Project Details
Project Name Re-organisation of Stores and Stock
Reduction
Problem Statement
What is the problem
The main stores at the Brimsdown Site has become difficult to manage and
stock take. There are a lot of items that are obsolete and taking up valuable
space on the shelves. Also some of the old racking is not ergonomically safe.
Members
Permanent, full-time team members
Rory Hulley and David Butler
Consultants
Individuals who’s expertise will be needed from time to time and
should be kept informed of the teams activities
Hatice Olmez and Sue Clegg
Scope
What are the boundaries of our efforts, process, organisation and
resources? Who else needs to be involved or informed?
Brimsdown store, Brimsdown employees are involved.
Objectives
What is the team required to do. This should be a list of specific
tasks.
1. Assess each stock item to identify if still required or if it had become
obsolete.
2. If obsolete get the Financial Controller to write off stock.
3. Mark out and label locations for each item, making sure physical location
matches up with location in SAP.
4. Remove ergonomically incorrect shelving and purchase new.
5. Complete Cycle Count of Stores
Methodology
A description of the road map and tools used
Use of FMEA, Control Plan and Process Maps
Communication
Should describe the paths/vehicles/frequency of communication to
sponsors
Communication with Team Sponsors through meetings
Constraints
Limits of authority, time frame, money etc
Time comments from Team Members due to their normal workload.
Timeframe: Complete before December 2015
Sponsored by
Process Accountable Manager or Delegate
Plant Manager – Paul Eveleigh
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A3 Project
:ii
A3- PROJECT Reorganization of the Brimsdown Stores and Stock Reduction
PROBLEM STATEMENT IMPLEMENTATION PLAN
The main stores at the Brimsdown site had become difficult to manage and to
stock take. There were a lot of items that had become obsolete but were still
sitting on the shelves. Some of the old racking was also ergonomically incorrect. Task Who
01-Feb
01-Mar
01-Apr
01-May
01-Jun
01-Jul
01-Aug
01-Sep
01-Oct
01-Nov
01-Dec
01-Jan
01-Feb
01-Mar
01-Apr
01-May
01-Jun
Identify materials required and allocate location JR
OBJECTIVE AND SCOPE
Put PPE stock on new racking and label JR
Streamline the layout of the Stores. Create a space for each item marking it with
the correct stock levels. This will make it more visible when items out of stock.
Train all employees on booking items out of stores
Stock Reduction
Move all V Belts from their current locations to a
central location (on the lovre panel on main wall) JR/RH
Get a storage rack built for larger gaskets DB
Remove ergonomically incorrect racking and
replace with new racking and relocate
to the end of the stores
Trad Builders
Relocate items off old H Rack onto the new racking JR
Project Metrics
Sort out Hoses. Identify and label JR
Metric Baseline Goal Current State
Train all personnel on how to Book items
out of stores
JR
Stock Reduction $41,310 20% $55,782 Create Red Tag Area JR
TEAM
Leader: Janice Roberts
Advisor: Rory Hulley
Members: Dave Butler
CURRENT STATUS IMMEDIATE NEEDS, BARRIERS, ISSUES
Not Started
In progress
Completed
i
Start Date: February 2014 Estimated Finish Date: June 2015
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Failure Modes and Effects Analysis
Team Leader: Janice Roberts Project: Stores Reorganisation
Team Members: Rory Hulley and David Butler
Process
Step/Input
Potential Failure Mode
Potential Failure
Effects
S Potential Cause(s) O Current Controls D RPN Actions Plan
Predicted
S O D RPN
1 Holding redundant
stock
Taking up valuable
space in Stores
7 High inventory 7 No control system in
place
10 490 Write off and discard
redundant stock
Described in
control plan
2 2 2 8
2 Stock items not clearly
marked
Too many items on
the shelves
7 High Inventory
High Motion
9 No Control System in
place
10 630 Use of 5S to reorganise
shelving
Described in
control plan
1 2 2 4
3 Incorrect stock levels Run out of critical
items
10 Inventory, waiting
and motion
7 No Control System in
place
7 490 Training/coaching and
create work Instruction
for personnel on how to
book items out of stores.
Described in
control plan
2 2 2 8
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Control Plan
Control Subject Method Measurement Owner Action Plan
Holding redundant Stock Require Input from the Maintenance
Department
Items identified as redundant will be
Red Tagged and left on the shelf in
Stores. These will be removed by
Stores Controller who will get them
written off and removed from Shelf
Create Procedure to identify
tasks/owners
Maintenance/Stores
Controller
Hold quarterly meeting with
Maintenance Supervisor to assess any
redundant items.
Stock Items not clearly marked Once all redundant stock identified
and removed, allocate and mark out
specific areas for each item
Display a layout of the stores on
Notice Board
Stores Controller 5S used on all stock items/locations
Incorrect Stock Levels Monthly cycle checks
Training/Coaching for existing and
new employees
Create a WI for Booking items out of
Stores
Min/Max levels displayed for each
stock item
Each employee trained needs to
sign off on the training
Stores Controller
Leadership Team
Stores Controller
Hold quarterly meeting with
Maintenance Supervisor to assess
stock levels are up to date
Set up training into schedule for new
employees
Display WI in central stores as a
reminder to all employees
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Process Flow As Is
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Process for Goods Inwards
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Waste Identification
There is a lot of stock items that have now become obsolete due to certain parts of the Plant
being altered/changed. All these items need to be identified and discarded both physically
and within SAP.
Once this is done all the shelves can be reorganised in an efficient manner. Each item
needs to have an area on the shelf clearly marked out identifying what they are and the
required safety stock level.
Once these improvement are made it will make it more efficient and time effective when
carrying out cycle counts and annual stock takes. It will also identify if there is a stock out of
a certain item. This can then be quickly rectified to eliminate any potential down time on the
Plant.
We were tasked with reducing out Stores Stock by $41,310 to date we have surpassed this
target. Our total Stores Stock reduction to date is $55,782.
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Work Instruction
To improve the process and
prevent any stock outs, the
following Work Instruction has
been created and distributed to all
relevant personnel.
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5 S - Before and After Photos
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Large Gasket Storage – Before and After
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Hose Store – Before and After
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PPE - Before and After
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New Areas
Red Tag AreaBelt Racking
