Work Portfolio 1

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P. L. ZUNGU’S WORK
PORTFOLIO 1

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CONTENTS
PROJECT WORK
Project 1: Warehouse Kaizen Project … 18
Introduction
Objective
Team Members
Duration of study
Methodology
Analysis
Recommendations
Cost of Improvements
Project 2: Decreasing the number of Toughees Pre-mould rejects from ABUs …29
Introduction
Objective
Team Members
Duration of study
Methodology
Analysis
Recommendations
Project 3: Increasing the output in the injection of the Toughees Pearl Design …37
Introduction
Objective
Team Members
Duration of Study
Methodology
Analysis
Recommendations

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Project 1: Warehouse Kaizen Project (Process Mapping & Process Improvement)
Introduction
Contrary to popular belief, the warehouses at Futura Footwear Ltd. serve the role of
being more than a temporary storage area. These warehouses also surprisingly act
as a dumping area where old stock is kept for years without being attended to, costing
the company a huge lump sum of money.
Figures 1 & 2. Current state of Futura warehouse
Objectives
 To identify the root causes for the observable problems of warehouse overflow
(congestion) in Futura Warehouses, and make valuable recommendations to
help curb the problem.
 Improve the ergonomics in the workplace and conduct regular assessment to
identify and implement the opportunity improvement.
 To understand the importance of creating a visual workplace in which work is
made easier and more pleasant.
 Eliminate dirt from the workplace to enhance maintenance and improve the
working environment.
 Remove unnecessary items from the workplace by using red tags.
 Maintain high productivity.
 Balance the workload among all processes.
 Minimize the amount of work-in-process in the production sequence.
 Improve the flow of the finished product (shoes)
 Reduce production lot sizes.

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Team Members
Philani Makhanya : Plant Engineer
Phumzile Zungu : Industrial Engineering Trainee
Herman Dlamini : Maintenance Manager
Mark Romeril : Logistics Manager
Duration of study
The project was done over a period of 23 working days (4.5 working weeks)
Start Date & End Date: 12 August 2014 – 11 September 2014
Methodology
Process Mapping was done to get a clearer understanding of the processes that take
place in the Futura Warehouse. This exercise was undertaken to draw up the various
processes that take place within the Futura Warehouse 1. A detailed process flow for
each activity type was created with decision making criteria taken into consideration
(Refer to Table 1).This was achieved by walking the process through and taking down
notes of each and every step in the process. When the Process Flow Chart was being
constructed, a few things were taken into consideration. These were the following: i)
Boundaries were determined; ii) Steps were listed; iii) Steps were sequenced; iv)
Appropriate symbols were drawn v) Charts drawn using system model approach vi)
Completeness was then checked vii) Flowchart finalized. After walking the process
through and making observations it was then found that the overflow of shoes in the
warehouse was as a result of several reasons but the main one being shoes that have
been returned (from customers for various reasons). Data was then collected from the
IT Department and analysed over a period of 6 (six) months to quantify the reasons
(Refer to Tables 2 - 4; Figures 1 - 3). Ishikawa Diagrams were drawn, after
conducting small group discussions with various people in the Warehouse to help
establish the root cause of the increasing customer returns issue (Refer to Diagrams
1 - 3).
Analysis

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FLOW PROCESS CHART Page: _01_ of _01_
Location : Warehouse SUMMARY
Activity : SKU Receiving Event Present Proposed Saving
Date : 15/08/2014 Operation 0
Author : Phumzile Zungu Transport 7
Method & Type Delay 1
Method: Present Proposed Inspection 2
Type : Worker Material Storage 1
Machine Time 2 days
Description : Distance ± 100 m
Cost (ZAR) N/A
No. Description Qty Symbol Event
Distance
(m) Remarks
1 Shoes loaded onto conveyor belt O.D. Transport Manual
2 Boxes checked by security guards 0.D. Inspection Manual
3 Shoes pushed on conveyor beltto Rec. Clerk O.D. Transport Manual
4 Shoes unloaded from conveyor by receivers O.D. Transport Manual
5 Shoe boxes opened &contents checked O.D. Inspection
6 DeliveryNotetakento Data Capturer O.D. Transport Hardcopy
7 Shoes wait for ElectronicCapturing O.D. Delay
8 Shoes put back on conveyorbelt O.D. Transport Manual
9 Shoes pushed to relevant department O.D. Transport Up to 100 m Manual
10 Shoes offloaded fromconveyor belt O.D. Transport Manual
11 Shoes stored O.D. Storage On floor
12
13
14
15
REMARKS:
Table 1. Flow process chart showing current process in SKU receiving
KEY:
- OPERATION
- TRANSPORT
- DELAY
- INSPECTION
- STORAGE

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Diagram 1. Showing current flow communication chart in the organisation

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Table 2. Various defect types and their cost (potential saving to company)
Figure 3. Pareto Analysis of Returns based on Defects
Diagram 2. Ishikawa (Fishbone) Diagram illustrating potential root causes
0
20
40
60
80
100
120
POOR QUALITY INVALID BARCODE SAMPLES
RETURNED
FAULTY
FOOTWEAR
NOT SUITABLE
Frequency(%)
Defect Type
Pareto Analysis of Returnsbased on Defects

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Table 3. Showing different reasons for customer returns
Figure 4. Showing Pareto analysis quantifying reasons for customer returns
Diagram 3. Ishikawa Diagram illustrating reasons for the above problem statement

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Table 4. Showing different reasons for customer returns
Figure 5. Showing Pareto analysis quantifying reasons for customer returns
Diagram 4. Ishikawa Diagram illustrating reasons for the above problem statement

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After analysing the data collected, we then came to the realisation that the root causes
for the warehouse overflow (congestion) in Futura Warehouses, was mainly as a result
of Customer returns do to the fact that we were not meeting delivery deadlines. What
was actually causing these late deliveries varied. It varied from a breakdown in
communication to pure and simple negligence. Another thing that added to these
problems was the warehouse’s housekeeping. Their housekeeping was not up to
standard and needed a lot of improvement in order for the warehouses to run
effectively and efficiently.
Recommendations
 Quality standards should be set, published & made use of.
 Visual communication of information
 Adopt Total Quality Management approach & make Bata a TQM company
 Management should make emphasis on Quality and the cost of poor Quality
 Set Production Targets & make use of Production performance boards
 Company should invest in a Warehouse Management System in order for
warehouse to function at its optimum.
 Company should invest in material handling equipment in order to drastically
reduce material handling costs.
 All in all the company should consider purchasing or leasing a Warehouse
facility that will be suitable to house (efficiently) all the contents of the current
warehouses.

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FLOW PROCESS CHART Page: _01_ of _01_
Location : Warehouse SUMMARY
Activity : SKU Receiving Event Present Proposed Saving
Date : 18/08/2014 Operation 0 2 0
Author : Phumzile Zungu Transport 7 2 5
Method & Type Delay 1 0 1
Method: Present Proposed Inspection 2 1 1
Type : Worker Material Storage 1 1 0
Machine Time ± 2 days ± 60 mins ±1 day
Description : Distance ± 100 m ±100 m 0
Cost (ZAR) N/A N/A N/A
No. Description Qty Symbol Event
Distance
(m) Remarks
1 Shoes loaded onto conveyor belt O.D. Transport Manual
2 Shoes enteredin system by barcode system 0.D. Operation WMS
3 Shoe boxes opened &contents checked O.D. Inspection Manual
4 Shoes pushed to relevant department O.D. Transport Manual
5 Shoes offloaded fromconveyor belt O.D. Operation Manual
6 Shoes stored O.D. Storage On Racks
7
8
9
10
11
12
13
14
15
REMARKS:
Table 5. Flow process chart showing proposed process in SKU receiving
KEY:
- OPERATION
- TRANSPORT
- DELAY
- INSPECTION
- STORAGE

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Diagram 5. Proposed flow communication chart in the organisation

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 VISUAL MANAGEMENT BOARDS
Number of Current Warehouses : Six (6)
Boards Required per Warehouse : Four (4)
Total number of boards required : Twenty-four (24)
Price per board : R 3000.00
Total cost (24 boards) : R 72 000.00
 TOTAL QUALITY MANAGEMENT TRAINING
Managers to be trained (implementation stage) : Twenty (20)
Service Provider : Bata Switzerland Rep.
Course cost per person : R 4000.00
Total cost (20 people) : R 80 000.00
 IMPLEMENTATION OF 5S
No. of minutes for 5S classes (implementation stage) : 30 mins / week
: 2 hours / month
Number of employees (in Warehouses) : 554 employees
Cost per hour (V/C + F/C) : N/A (Cannot disclose)
Total cost : N/A (Cannot disclose)
 WAREHOUSE MANAGEMENT SYSTEM
Purchasing a licenced package (entire company) : I.T. initiative
Training : N/A ( I.T dept.)
 NEW WAREHOUSE FACILITY
Infrastructure and contents (quoted by Nestle) : R 22 000 000.00
 RACKING SYSTEMS

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Racks : R 100 000.00
Project 2: Decreasing the number of Toughees Pre-mould rejects from ABUs
Introduction
Associated Business Units (ABUs) are small businesses that work with Futura
Footwear Limited in manufacturing the pre-moulds for the Toughees range school
shoes. These ABUs are situated across the KZN province. Although they are not within
the company’s premises, Futura Footwear has means of ensuring that these ABU’s
maintain the same standards that should be met. The quantity of pre-mould rejects
has increased and continues increasing over a period of time and this hinders the
progression of the company as a whole.
F
Figures 1 & 2. Pictures showing examples of Pre-mould defects from ABUs
Duration of study
The project was done over a period of 25 working days (5 working weeks)
Start & End Dates: 11 September 2014 – 17 October 2014
Objectives
 To identify the root causes for number of rejects produced in ABUs, and make
valuable recommendations to help curb the problem.
 Improve the ergonomics in the workplace and conduct regular assessment to
identify and implement the opportunity improvement.

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 To understand the importance of creating a visual workplace in which work is
made easier and more pleasant.
 Eliminate dirt from the workplace to enhance maintenance and improve the
working environment.
 Maintain high productivity.
 Minimize the amount of work-in-process in the production sequence.
 Improve the flow of the finished product (shoes
Team Members
Bongani Ntombela : Chemist
Sifiso Hlongwane : ABU Co-ordinator
Nora Ngcobo : Pre-mould Receiving Department Head
Methodology
After noticing that the receiving department was overflowing with pre-mould Toughees
school shoes, I decided to make an inquest and find out what was really happening.
Speaking to the various employees in that department, I was then shocked to find out
that the overflowing noted was that of Toughees pre-mould rejects. Finding out the
reasons of these rejects then became a matter of urgency. I then collected information
that has been recorded manually by employees in the relevant departments. We then
conducted both individual and group talks where different views were expressed with
regards to these rejects (Refer to Tables 1 - 4; Figures 1 - 3).
Ishikawa Diagrams were drawn, after conducting small group discussions with various
people to help establish the root cause of the high reject rate in ABUs (Refer to
Diagram 1).

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Analysis
Figure 1. Bar graph showing the no of pre-mould rejects per ABU (Receiving Dept.)
Table 1. Number of pre-mould rejects per ABU (Receiving Dept.)
0
2000
4000
6000
8000
10000
12000
14000
Sasapi Africa Sole Unique SOP Ihlobo Blue Sands Divine Carca
QUANTITY(pairs)
ABU
Number of Returns
(Receiving Dept. Returns)

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Figure 2. Bar graph showing the no of pre-mould rejects per ABU (Injection Dept.
returns)
Table 2. Number of pre-mould rejects per ABU Injection Dept. returns)
0
2000
4000
6000
8000
10000
12000
14000
16000
SASAPI IHLOBO UNIQUE A.SOUL SOP DIVINE BLUE
SANDS
CARCA
QUANTITY(pairs)
ABU

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Figure 3. Bar graph showing the no of pre-mould defect types (Injection Dept. returns)
Table 3. Number of pre-mould defect types (Injection Dept. returns)

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Table 4. Showing material lost and the costs attached to re-cuts
Figure 1. Ishikawa diagram showing causes and effects of problems in Pre-mould

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After analysing the data, it was found that the ABU with the most defects (or rather
rejects) discovered in the receiving department was SASAPI, followed by Africa Soul.
The same ABU had the highest number of rejects discovered in the injection
department, followed by Ihlobo Footwear. When analysing the types of rejects that
have been discovered, it was found that these were classified as just pure rejects
which were as a result of mainly poor workmanship in the ABUs. The second highest
reason was as a result of re-cuts. These re-cuts were costing the company a lot of
money in the form of leather and other materials used to make a shoe. This was mainly
because a re-cut is irreparable, it can only be replaced. Table 4 shows the costs
involved in making re-cuts during the period of 6 (six) months in the Factory.
Recommendations
 A company Recall Policy should be drawn up in case of bad batches
 Quality and Process Standardization of ABUs
 Quality Risk Assessments should be done in order to anticipate any quality
related problems that could arise in any given situation.
 Design Reviews should be done whenever new designs are introduced
 Formal Training for all employees eg. Clicking, Sewing, Making, Closing etc
should be done in order for the maintenance of all Bata Standards.
 A clear focus should be made for the Highest Risk ABUs.

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• VISUAL MANAGEMENT BOARDS
Number of ABUs : Eight (8)
Boards Required per ABU : Two (2)
Total number of boards required : Sixteen (16)
Price per board : R 3000.00
Total cost (24 boards) : R 48 000.00
• QUALITY ASSURANCE TRAINING
Employees to be trained (implementation stage) : Eighty (80)
Service Provider : Bata India Rep
Course cost per person : R 2000.00
Total cost (20 people) : R 160 000.00
• IMPLEMENTATION OF 5S
No. of minutes for 5S classes (implementation stage) : 30 mins / week
: 2 hours / month
Number of employees (in ABUs) : 1457 employees
Cost per hour (V/C + F/C) : N/A (Cannot disclose)
Total cost : N/A (Cannot disclose)

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Project 3: Increasing the output in the injection of the Toughees Pearl Design
Introduction
The Toughees School shoes are a very popular brand in and around the African
continent. Within this brand, there are various designs, one of which is the ladies
school shoe known in-house as the Pearl Design. The intricacy and detail in this design
requires a lot of patience and skill when making the shoe (in its pre-mould state) and
injecting the shoe (for the final product). The shoe in question has a very low output in
the injection machine Cheng Feng 7 due to unknown reasons. Finding these reasons
and nullifying them, would mean an increase inthe outputs for this brand and ultimately
an increase in productivity.
Duration of study
The project was done over a period of 30 working days (6 working weeks)
Start & End Dates: 28 October 2014 – 17 December 2014 (Nov 1&2 attending at
NOSA Offices – Applying SHE Principles & Procedures)
Objectives
My purpose for studying the process of Pearl Design shoe injection (on C.F 7) was to
identify issues/elements that contribute to the failure to meet production targets and
determine improvements methods that can be implemented.
 Know who is responsible for which job in the process
 How long does injection take? (SPM)
 What issues are associated with sole injection?
 What other elements are taken into account?
Team Members
Ajmal Khan : Factory Manager
Hilda Gasa : Injection Superintendant
Bongani Ntombela : Chemist
Sandali : Mechanical Foreman
Methodology

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After learning the skill of process flow mapping, I was then assigned with the task of
improving the output of Machine C.F 7 which produces the Toughees female Pearl
design through the use of time study. I decided to just get into terms with the Injection
department and familiarize myself with what the department does and who is
responsible for doing what and how they do that. I studied the method that was being
followed by the workers in injecting the PVC Pearl design so that I am able to fully
understand this process. I then did time study (Refer to Table 1) in order to establish
time standards for the current process. A digital stopwatch was used to follow this task
.It then came to my realisation that there were a lot of factors that were contributing to
the rather low productivity levels in the sole injection particular design. After which,
time was spent looking into the human nature side of things (i.e. employee morale and
human behaviour). I looked at this during both shifts (Day and Night). Their morale
levels were rather different. The shift with the better production outputs (Shift A) was
a bit more motivated than the other lot (Shift B) (Refer to Diagrams 1 and 2).
Analysis

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Diagram 1. Showing machine outputs from Shift A
Diagram 2. Showing machine outputs from Shift B

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Table 1. Time study Observation form showing Pearl Design Injection Process
Study no: TMS 0001/11
Author : Phumzile L. Zungu
Operation: Pearl Sole Injection
Department: Injection
Simultaneous elements
1. Premould loading
2. Premould hammering
3. Turning of lasts
4. Opening of side rings
5. Carrot pulling
7. Side rings opened 6. Lifting of lasts
7. Removing of complete shoe from last
Station
1
2
3
4
5
6
7
8
9
10
11
12
Total OT :
Rating : Personal Needs 5%
Total NT : Basic Fatigue 4%
No. of obs : Variable Fatigue 2%
Mean NT : Special 4%
Standard Time per unit (s) :
Allowance factor: 15%
Efficiencies Extruder Temperatures
100% : 98.9331 pairs per hour Rear Zone : 198⁰ C
85% : 84.0931 pairs per hour Middle Zone : 195⁰ C
75% : 74.1998 pairs per hour Front Zone : 195⁰ C
Plant Engineer
1. Machine Rated by
General Remarks
to obtain mean times
Allowance Summary
185.58
80%
231.99
0.606470588
18.19411765
Standard Time per pair (mins) :
OUTPUT CONTIBUTING FACTORS
15.465
12
different conditions
were conducted under
2. Different Studies
15.71
14.9
15.5
15.97
15.52
80
80
Observed Time (s)
14.98
15.52
14.91
15.22
15.43
15.74
16.18
80
80
80
80
80
80
80
80
80
80
19.68
19.64
18.62
19.38
19.96
19.4
20.23
18.72
19.4
18.64
19.03
19.29
*The mean value of 10 cycles
Notes
1. Injecting time & M/c turning from one station to the next
M/c Rating (%)
Element no. & Description
3. Last is turned for injection preparation
6. M/c turns to allow for complete shoe to be removed
8. Carrot pulled out of mould injection point
11. Complete shoe removed from last
5. PVC injected into premould
9. Last lifted from mould & turned
10.M/c turns
Normal Time (s)
TIME STUDY OBSERVATION FORM
1. Premould loaded on m/c
2. Premould hammered
4. M/c turns to Extruder unit
NotesDecription of process

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Whilst analysing the process and its activities that are performed, I noticed that there
are quite a few things that the employees do not adhere to. The first thing is that safety
measures are neglected by them to some extent which also hinders the rate inn
production. There is a particular direction that the employees have taken when it
comes to this particular Pearl Design and the machine it is injected on (C.F 7). Another
thing that was clearly observed was that there was an attitude difference towards the
work being done between the two shifts (Shift A and Shift B). One shift wasn’t doing
as bad as the other one. (Refer to Diagrams 1 & 2) Machine - wise, the machine
seemed to contribute to downtime through Electrical Breakdown, Mould Adjustments,
and Mechanical Breakdowns etc. Planning (or the lack thereof) also contributed to the
running empty of stations and the countless mould changes. After that a time study
was done (Refer to Table 1) to determine injecting times and making cycle times,
It was also discovered that the production targets set for this particular design needed
to be altered somewhat. Due to a lack of quantity and quality in pre-mould, C.F.
stations were running empty which had a detrimental effect on the production. There
are also problems with moulds where silver tape had to be used in order to try and
correct it a bit. The mould changing times are also a problem as they take some time
to complete.
Recommendations
 Employee morale should be lifted by means of motivating them through the use
of an incentive scheme (still need to research)
 Quality and Process Standardization between the two shifts
 Injection points on the moulds should be increased in order for injecting times
to be decreased,
 PVC with 10 % regrind should be used at all times to prevent spews rather than
using Virgin PVC.

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(Costing size – size 8)
Pure PVC : R 16.84/kg
Weight : 0.575 kg
Total cost of 1 pair (soles) : R 9.68
PVC with 10 % re-grind : R 15.81/ kg
Weight : 0.575 kg
Total cost of 1 pair (soles) : R 9.09
SAVINGS : R 0.59 per pair

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