This project focuses on improving processes and material flow at Pfizer's mini-warehouse using Lean techniques to reduce waste. The current system lacks organization and standard processes for locating and retrieving materials, resulting in non-continuous flow. The team will use DMAIC (Define, Measure, Analyze, Improve, Control) methodology to define problems, measure current performance, analyze root causes of issues like long material lookup times, improve the system through techniques like just-in-time kanban signals and standard work, and control the new processes. The goal is to maximize efficiency and reduce waste in the mini-warehouse's material handling and delivery procedures.

1. Mini-Warehouse
Johann Miranda, Emmanuel Torres/ Inter American University of Puerto Rico
Kenneth Rufino Nina/ Technical Mentor
ABSTRACT
Making Materials Flow describes in plain language another
step in implementing a complete lean business system. After
using this technique we will achieve a continuous flow to
implement truly continuous material handling as the company
will improve its services internally and externally. This
investigation focuses on the problem solving tool DMAIC that
will eventually bring out the
This Lean Manufacturing project focuses on the definition and
improvement of the processes involved in the Mini-
Warehouse to achieve a well definition of the main problem
causing wastes on the delivery procedure done by the
operators.
INTRODUCTION
Pfizer is a pharmaceutical company dedicated to discovering
and developing new, and better, ways to prevent and treat
disease and improve health and well being for people around
the world. They apply science and their global resources to
bring therapies to people that extend and significantly
improve their lives. They are constantly in strive to set the
standard for quality, safety and value in the discovery,
development and manufacture of health care products.
PROBLEM STATEMENT
Process improvement and material flow for a Lean
environment to reduce wastes driven on the Mini-warehouse
due to lack of organization and product location
methodologies giving non continuous material flow.
METHODOLOGY – DMAIC
CONCLUSION
RESULTS AND DISCUSSION
ACKNOWLEDGMENTS
Sr. Josue Ortega, Prof. Kenneth Rufino and Pfizer Pharmaceuticals in Vega Baja, Puerto Rico.
References
[1] Making Material Flow: A Lean Material-Handling Guide for Operations, Production-Control, and Engineering Professionals September 2003, version 1.0 Edition
[2] Lean Six Sigma: Combining Six Sigma Quality With Lean Speed. George, Michael L.. Mc Graw Hill
[3] Class notes.
Time Reduction
Man Machine
Bad communication method
People obstruction
Forklift obstruction
Slow reaching time
Forklift location
Location
Security
Organization
Order placement
Order Process
Training
No Standard Work
Team Charter
Team Name: MiniWarehouse Champion/Sponsor: Josue Ortega
Team Members: Norms (Rules):
Johann Miranda Ortiz
Emmanuel Torres Oquendo Decisions are made in consensus.
Everyone must be punctual.
Tasks must be evenly distributed.
Project and Goals: Team members must be open minded.
Kanban system in mini warehouse to maximize material
flow.
Maintain communication between members.
Roles: Relationships:
Johann Miranda Ortiz – Project Leader Treat each other respectfully.
Emmanuel Torres Oquendo – Team member Help each other in different tasks.
Project Charter
Title: Mini Warehouse
Kanban Champion/Sponsor: Josue Ortega
Problem Statement: Customer Impact:
Less space for material, reduction in time for material flow. Time reduction
CTQ and Defect Definition: Milestones/Timeline: Scheduled Actual
Material lookup time is high, no efficiency at storing
material and localizations.
DEFINE 30-Sept 30-Sept
MEASUR
E 7-Oct 2-Oct
ANALYZE 14-Oct 16-Oct
IMPROV
E 11-Nov 18-Nov
CONTRO
L 25-Nov 25-Nov
Project Objective: Project Scope/Boundaries:
Better communication in material handling and request
and re-layout of mini warehouse floor for time reduction.
Process Start: Objective was established.
Process Stop: Objective is achieved consistently.
In Scope: Manipulate process factors.
Out of Scope: Re-analyze problem.
Business Case/Financial
Impact: Team:
Reduce time as much as possible. Johann Miranda Ortiz
Emmanuel Torres Oquendo
SPAGHETTI DIAGRAM
DISPLAYING ACTUAL FLOW
TIME STUDY SUMMARIZING WASTES
RE-LAYOUT OF
MINI-WAREHOUSE
SHOWING OPTIMAL
STRUCTURE LAYOUT
Conveyor system from storage
across plant for material
movement in product
manufacturing.
Automated rack storing system for
material dispatch.
a. Dispatch Material
b. FIFO Storage
c. Delivery routes
prior to every shift.
Pareto Chart Including The Warehouse Showing a Major Problem
On The Warehouse Where A Full Material Flow Analysis Should Be Made
Pareto Chart Only On The Mini-Warehouse Describing The Problem
To Be Forklift Excessive Movements and Transportation
Brainstorming To Gather Ideas To Attack The Main Problems
Fishbone Diagram Focused on Time Reduction
In conclusion