This document outlines a quality and productivity improvement plan proposed by Tharanga Jayalal for Mitsubishi Fuso's warehousing account. The plan has two phases: phase one involves identifying gaps in existing processes and finding solutions for improvements; phase two compares MFTB's operations to other automotive DCs to find new techniques to improve productivity. Areas of focus include inbound receiving, put-away, discrepancies, outbound pick and pack, stock controlling, and staff allocation. Suggested improvements address issues like shipment timing, sorting, put-away efficiency, location errors, discrepancy management, claims processes, and pack/dispatch organization.

1. 08 Jan 200908 Jan 2009
Quality & Productivity Improvement PlanQuality & Productivity Improvement Plan
MITSUBISHI FUSOMITSUBISHI FUSO
(MFTB)(MFTB)
Warehousing AccountWarehousing Account
 Proposed By:Proposed By:
Tharanga JayalalTharanga Jayalal

2. Phase 01Phase 01
 Identify gaps in existing processIdentify gaps in existing process
 Find Possible solutions for improvementsFind Possible solutions for improvements
Phase 2Phase 2
 Compare processes, resources & productivity ofCompare processes, resources & productivity of
MFTB operation with other automotive DCs operatingMFTB operation with other automotive DCs operating
in JAFZ in similar environment such as GM, Daimler,in JAFZ in similar environment such as GM, Daimler,
VW etc.VW etc.
 Find & Implement new techniques that can improveFind & Implement new techniques that can improve
the productivity in MFTB operation.the productivity in MFTB operation.
THE PLANTHE PLAN

3.  InboundInbound -- ReceivingReceiving
Segregation & sortingSegregation & sorting
Put-Away & WMS SupportPut-Away & WMS Support
Discrepancy ManagementDiscrepancy Management
RecordkeepingRecordkeeping
Productivity & Staff StrengthProductivity & Staff Strength
 Outbound-Outbound- Pick & PackPick & Pack
Pack & Hold, DispatchPack & Hold, Dispatch
Claims ManagementClaims Management
Productivity & Staff StrengthProductivity & Staff Strength
 Stock ControllingStock Controlling
 Analyzing & monitoring space utilizationAnalyzing & monitoring space utilization
 ReplenishmentReplenishment
 Storage system & House-keepingStorage system & House-keeping
 Organization Chart (Staff allocating / utilizing & Assigning responsibilities)Organization Chart (Staff allocating / utilizing & Assigning responsibilities)
AREAS CONSIDERED INAREAS CONSIDERED IN PHASE 1PHASE 1

4. INBOUNDINBOUND
System Integrity, EDI & ASN
• Systems / WMS work properly according to the
operational requirements
• Productive & no manual data entry that waste time
• Receive EDI / data in right time through right
communication channel
Inbound Receiving & segregation
• Shipments does not arrive on time / date
according to the plan
• Process available. Need more advance sorting /
segregation process for the SKUs that will be
stored in BIN location zone (V & S) to make more
efficient the put-away process.
• Need pre- info from MFTBC regarding new SKUs
• Systems / WMS work properly according to the
present operation process.
Inbound put-away
• Process available. Need to improve put-away
process in BIN location zone (V & S).
• Systems / WMS work properly according to the
present operational requirements. Require more
WMS support to put-away in BIN location zone (V
& S).
• Staffs do location mistakes in put-away
Inbound Pre Alert & Supported Documents
• Receiving pre alerts, information & right
documents in right time
• Receive Information accurately
• Related Staff is aware of the process
Inbound Discrepancy & Reporting
• Process available with manual discrepancy note.
• No Log maintained for inbound discrepancies.
• No Timeline for approval & finalizing an inbound
that comes with discrepancies.
Inbound Closing & Record keeping
• No Inbound finalizing checklist in the exiting
process.
• Difficult to find inbound documents since those
filed separately - Inbound shipment docs, ASN,
Discrepancy report & rectification approvals.
Staff Awareness - Inbound staff (Team leader) dose not aware about the complete inbound process specially
the reporting & discrepancy management process.

5. INBOUNDINBOUND
CLARIFICATIONCLARIFICATION
““SHIPMENT DOES NOT ARRIVE ON TIME ACCORDING TO THE PLAN”SHIPMENT DOES NOT ARRIVE ON TIME ACCORDING TO THE PLAN”
 According to the MFTB operation plan, the WH suppose to receive 1 containerAccording to the MFTB operation plan, the WH suppose to receive 1 container
per working day.per working day.
 This calculation & resources planning has been done based on their averageThis calculation & resources planning has been done based on their average
inbound movements per month / week.inbound movements per month / week.
 Not always, but arriving shipments speciallyNot always, but arriving shipments specially ocean freights, out of aboveocean freights, out of above
schedule.schedule.
 This practice effect to the inbound completion timing.This practice effect to the inbound completion timing.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
 CS should monitor & work with FFD on inbound plan closely to avoid the saidCS should monitor & work with FFD on inbound plan closely to avoid the said
scenario.scenario.
 Strong follow-up required from Operations.Strong follow-up required from Operations.

6. INBOUNDINBOUND
RECEIVING & SORTINGRECEIVING & SORTING
““Need more advance sorting / segregation process for the SKUs that store in BIN
location zone (V & S) to make more efficient the put-away process.
Current Process
Offload the shipment / containerOffload the shipment / container
Sort goodsSort goods
according to theaccording to the
ZONEZONE & ISLE& ISLE
wise for palletwise for pallet
racking arearacking area
Place on sorting & receiving FloorPlace on sorting & receiving Floor
Put in to put-away bucket / palletainerPut in to put-away bucket / palletainer
Why “advance sorting/segregation process” Need
 Since the current process sort goods for bin locations,Since the current process sort goods for bin locations,
only in zone Wiseonly in zone Wise. The Put-away staff has to roam all over. The Put-away staff has to roam all over
the bin area / zone to reach put-away location & thisthe bin area / zone to reach put-away location & this
Practice continues for each & every put-away line.Practice continues for each & every put-away line.
 The result is wasting time & energy.The result is wasting time & energy.
Suggestion to avoidSuggestion to avoid
 Need toNeed to SEGREGATE / SORTSEGREGATE / SORT inbound goodsinbound goods
according toaccording to ZONE & ISLEZONE & ISLE wise,wise, same as thesame as the
segregation process of pallet racking storagesegregation process of pallet racking storage
Goods.Goods.
Sort goodsSort goods
accordingaccording onlyonly
ZONEZONE WiseWise
for Binfor Bin
Location areaLocation area

7. INBOUNDINBOUND
PUT-AWAY & WMS SUPPORTPUT-AWAY & WMS SUPPORT
Current Process
Take sorted goods & put-Take sorted goods & put-
away sheet that needs to be put-away sheet that needs to be put-
away to BIN location zoneaway to BIN location zone
Put-away goodsPut-away goods
if space availableif space available
Inquire the existing location forInquire the existing location for
put-away through RF gun.put-away through RF gun.
 update the manual put-away sheep.update the manual put-away sheep.
Why “Why “Need to improve put-away process in BIN
locations” && “Require more WMS support to
put-away in BIN location zone (V & S)”.
 The present process / steps that followsThe present process / steps that follows
for put-away for bin Zone is less productivefor put-away for bin Zone is less productive..
Results areResults are
 wasting time & energy.wasting time & energy.
 Put-away multiple products in one locationPut-away multiple products in one location
Suggestion to avoidSuggestion to avoid
 Assign 01 location to 01 SKU in BIN locationAssign 01 location to 01 SKU in BIN location
zonezone
 Create more locations that requiredCreate more locations that required
 Then the existing location must be printed onThen the existing location must be printed on
the put-away sheet as “suggested location”the put-away sheet as “suggested location”
 The put-away sheet must print in ascendingThe put-away sheet must print in ascending
location order, isle-wise.location order, isle-wise.
If no space available,If no space available,
keep checking thekeep checking the
other locations if anyother locations if any
If all locations full,If all locations full,
Put-away to any locationPut-away to any location
that available spacethat available space

8. INBOUNDINBOUND
CLARIFICATION ONCLARIFICATION ON
““STAFFS DO MISTAKES IN PUT-AWAY”STAFFS DO MISTAKES IN PUT-AWAY”
 Staffs miss scan of location barcode while the put-awayStaffs miss scan of location barcode while the put-away
process.process.
 This take additional time to rectify put-away error whileThis take additional time to rectify put-away error while
confirming put-away.confirming put-away.
 Reason is high level location codes are not reachableReason is high level location codes are not reachable
from ground.from ground.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
 Need to reprint & stick location bar codes in every bay /Need to reprint & stick location bar codes in every bay /
column in reachable height for pallet racking storagecolumn in reachable height for pallet racking storage
area.area.

9. INBOUNDINBOUND
Inbound Discrepancy & Reporting
• No Timeline for approval & finalizing an inbound that comes with discrepancies.
• No Log maintained for inbound discrepancies.
• Inbound staff (Team leader) dose not aware about the complete inbound process specially the
reporting & discrepancy management process.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
• Redefine & document the complete inbound process including clear “discrepancy rectification"
actions with timelines.
• Create a single template for “identifying, reporting & approval” to avoid double work that exists in
“discrepancy reporting & rectification" function.
• Start a log to keep track on inbound discrepancies with dates for each activity such as shipment
receipt, discrepancy reporting, MFTB recommendation to solve the issue, rectification action etc
• Monitor the log by the management staff in daily / weekly basis to close inbound issues
immediately.
• Assign the complete task (inbound, discrepancy management) to the INBOUND TEAM LEADER
to avoid inbound completion delays.
• Provide guidance with documented SOP for inbound operation & discrepancy management process,
to the Inbound team leader.

10. INBOUNDINBOUND
Inbound Closing & Record keeping
• Difficult to find inbound documents since those filed separately - Inbound shipment
docs, ASN, Discrepancy report & rectification approvals.
• No Inbound finalizing checklist in the exiting process.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
 Implement a recordkeeping process for the MFTB operation for easy track of documentsImplement a recordkeeping process for the MFTB operation for easy track of documents
& uplift the RC quality.& uplift the RC quality.
 Arrange to file complete set of inbound documents (Arrange to file complete set of inbound documents (Inbound shipment docs, ASN,
Discrepancy report & rectification approvals) all together with a “Inbound Completion
Check List” for each inbound, to streamline the recordkeeping process.

11. INBOUNDINBOUND
 Present Staff StrengthPresent Staff Strength 1111
0101 Inbound Team leader, 10 Inbound Receiving StaffInbound Team leader, 10 Inbound Receiving Staff
 Present Average requirementPresent Average requirement 320 Lines a day320 Lines a day
((According to the last 3 months info)According to the last 3 months info)
MonthMonth ReceiptReceipt Avg. per dayAvg. per day MovesMoves Avg. per DayAvg. per Day
SeptemberSeptember 86318631 332332 87568756 337337
OctoberOctober 82058205 316316 86708670 333333
NovemberNovember 80088008 308308 94779477 365365
 Present CapabilityPresent Capability 400 -500 Lines a day400 -500 Lines a day
 ProductivityProductivity 29 lines per day – 4 lines per hour29 lines per day – 4 lines per hour
 Staff Actually required According to the existing process = 09Staff Actually required According to the existing process = 09
 Excess StaffExcess Staff 0202
(The above figures will be used for the phase 2 – comparison)(The above figures will be used for the phase 2 – comparison)

12. INBOUNDINBOUND
 Capability against Requirement / Actual-doneCapability against Requirement / Actual-done
Total
0
100
200
300
400
500
600
700
800
900
01/09/200800:00
02/09/200800:00
03/09/200800:00
04/09/200800:00
06/09/200800:00
07/09/200800:00
08/09/200800:00
09/09/200800:00
10/09/200800:00
11/09/200800:00
13/09/200800:00
14/09/200800:00
15/09/200800:00
16/09/200800:00
17/09/200800:00
18/09/200800:00
20/09/200800:00
21/09/200800:00
22/09/200800:00
23/09/200800:00
24/09/200800:00
25/09/200800:00
27/09/200800:00
28/09/200800:00
29/09/200800:00
30/09/200800:00
04/10/200800:00
05/10/200800:00
06/10/200800:00
07/10/200800:00
08/10/200800:00
09/10/200800:00
11/10/200800:00
12/10/200800:00
13/10/200800:00
14/10/200800:00
15/10/200800:00
16/10/200800:00
18/10/200800:00
19/10/200800:00
20/10/200800:00
21/10/200800:00
22/10/200800:00
23/10/200800:00
25/10/200800:00
26/10/200800:00
27/10/200800:00
28/10/200800:00
29/10/200800:00
30/10/200800:00
01/11/200800:00
02/11/200800:00
03/11/200800:00
04/11/200800:00
05/11/200800:00
06/11/200800:00
07/11/200800:00
08/11/200800:00
09/11/200800:00
10/11/200800:00
11/11/200800:00
12/11/200800:00
13/11/200800:00
14/11/200800:00
15/11/200800:00
16/11/200800:00
17/11/200800:00
18/11/200800:00
19/11/200800:00
20/11/200800:00
21/11/200800:00
22/11/200800:00
23/11/200800:00
24/11/200800:00
25/11/200800:00
26/11/200800:00
27/11/200800:00
28/11/200800:00
29/11/200800:00
30/11/200800:00
Total
Drop Page Fields Here
Sum of RECEIPTCOUNT
TRANDATE
Drop Series Fields Here
Data from 1 Sep 2008 to 30 N0v 2008 – 3 monthsData from 1 Sep 2008 to 30 N0v 2008 – 3 months

13. OUTBOUNDOUTBOUND
Pack & Hold, DispatchPack & Hold, Dispatch
• Outbound pack & hold / dispatch areaOutbound pack & hold / dispatch area
should organize more effective way.should organize more effective way.
• Searching completed shipments to dispatch.Searching completed shipments to dispatch.
• Shipments dispatching by WHShipments dispatching by WH
SUPERVISOR.SUPERVISOR.
Discrepancy / Claims ManagementDiscrepancy / Claims Management
• Working on claims, case to case basis without a proper defined claim management / rectificationWorking on claims, case to case basis without a proper defined claim management / rectification
process.process.
• Take long time for clarification / rectification since no timelines for rectification actions or staffTake long time for clarification / rectification since no timelines for rectification actions or staff
does not aware of the same.does not aware of the same.
• The available claim log does not provide a clear picture about “how Agility works on claims withThe available claim log does not provide a clear picture about “how Agility works on claims with
timelines”.timelines”.
Pick
 Bad Location Accuracy, Unavailability of
Stock Controlling Function, Put-Away
errors, Multiple Products in one location,
unavailability of ABC analyzing are effecting
to the lover picking productivity.

14. OUTBOUNDOUTBOUND
PICK & PACK
 Bad Location Accuracy, Unavailability of Stock Controlling Function, Put-Away errors,
Multiple Products in one location, unavailability of ABC analyzing are effecting to the
lover picking productivity.
Note:Note:
 Above are the outcome of failures in otherAbove are the outcome of failures in other
chained areas & need to work on each &chained areas & need to work on each &
every function to uplift the pick & packevery function to uplift the pick & pack
quality & productivity.quality & productivity.

15. OUTBOUNDOUTBOUND
PACK & HOLD, DISPATCHPACK & HOLD, DISPATCH
• Outbound pack & hold / dispatch area should organize more effective way.Outbound pack & hold / dispatch area should organize more effective way.
• Searching completed shipments to dispatch.Searching completed shipments to dispatch.
• Shipments dispatching by WH SUPERVISOR & Supervisor doesn’t get time to overlookShipments dispatching by WH SUPERVISOR & Supervisor doesn’t get time to overlook
the opsthe ops..
SUGGESTIONS TO IMPROVESUGGESTIONS TO IMPROVE
 Assign a dedicated floor area (in-house & yard) for packed & hold shipments.Assign a dedicated floor area (in-house & yard) for packed & hold shipments.
 Map the floor for destinations / clients, to locate completed shipmentsMap the floor for destinations / clients, to locate completed shipments
 Pass the information of completed shipments to TALLY CLERK which is available in the MFTBPass the information of completed shipments to TALLY CLERK which is available in the MFTB
operation.operation.
 Let CS to directly deal with TALLY CLERK for outbound dispatches & WMS updates.Let CS to directly deal with TALLY CLERK for outbound dispatches & WMS updates.
 Dispatch shipments with maintaining outbound tally sheet & using WMS final packing list & updateDispatch shipments with maintaining outbound tally sheet & using WMS final packing list & update
the system on time by TALLY CLERK .the system on time by TALLY CLERK .
 Implement RF direct dispatching system to avoid manual system updates.Implement RF direct dispatching system to avoid manual system updates.

16. OUTBOUNDOUTBOUND
DISCREPANCY / CLAIMS MANAGEMENTDISCREPANCY / CLAIMS MANAGEMENT
• Working on claims, case to case basis without a proper defined claim management /Working on claims, case to case basis without a proper defined claim management /
rectification process.rectification process.
• Take long time for clarification / rectification since no timelines for rectification actionsTake long time for clarification / rectification since no timelines for rectification actions
or staff does not aware of the same.or staff does not aware of the same.
• The available claim log does not provide a clear picture about “how Agility works onThe available claim log does not provide a clear picture about “how Agility works on
claims with timelines”.claims with timelines”.
SUGGESTIONS TO IMPROVESUGGESTIONS TO IMPROVE
• Identify the types of claimsIdentify the types of claims
-- Excess Claim, Short Claim, & Wrong / different material dispatch claim, Damaged ClaimExcess Claim, Short Claim, & Wrong / different material dispatch claim, Damaged Claim
• SET a process (SOP) to handle claims, with standard formats for monitoring &SET a process (SOP) to handle claims, with standard formats for monitoring &
communication purposecommunication purpose
- Claim Reporting, accepting, Rectification process for each type of claim, responsible- Claim Reporting, accepting, Rectification process for each type of claim, responsible
staff, corrective actions for each type of claim, timelines & communicating to client,staff, corrective actions for each type of claim, timelines & communicating to client,
client’s approval etcclient’s approval etc
• Maintain a more clear LOG for claims with rectification actions, approval info with datesMaintain a more clear LOG for claims with rectification actions, approval info with dates
for each activity & deadlines & update and monitor a KPI for claims rectification.for each activity & deadlines & update and monitor a KPI for claims rectification.

17. OUTBOUNDOUTBOUND
Present Staff StrengthPresent Staff Strength 1010
0101 Outbound Team leader,Outbound Team leader, 0101 Tally ClerkTally Clerk,, 0606 Pickers,Pickers, 01 Outbound Dispatcher (F/L01 Outbound Dispatcher (F/L
Operator), 01 Carpenter.Operator), 01 Carpenter.
Present Average RequirementPresent Average Requirement 620 Lines a day620 Lines a day
(According to the last 3 months info)(According to the last 3 months info)
MonthMonth Pick linesPick lines Avg. per dayAvg. per day Pack LinesPack Lines Avg. per DayAvg. per Day
SeptemberSeptember 1633316333 628628 1622116221 624624
OctoberOctober 1250612506 481481 86708670 484484
NovemberNovember 80088008 745745 94779477 747747
Present CapabilityPresent Capability 670 Lines a day670 Lines a day
 ProductivityProductivity 67 lines per day – 9 lines per hour67 lines per day – 9 lines per hour
 Staff Actually required According to the existing process = 10Staff Actually required According to the existing process = 10
(The above figures will be used for the phase 2 – comparison)(The above figures will be used for the phase 2 – comparison)

18. OUTBOUNDOUTBOUND
 Capability against Requirement / Actual-doneCapability against Requirement / Actual-done
Data from 1 Sep 2008 to 30 N0v 2008 – 3 monthsData from 1 Sep 2008 to 30 N0v 2008 – 3 months
Total
0
200
400
600
800
1000
1200
01/09/2008
02/09/2008
03/09/2008
04/09/2008
06/09/2008
07/09/2008
08/09/2008
09/09/2008
10/09/2008
11/09/2008
13/09/2008
14/09/2008
15/09/2008
16/09/2008
17/09/2008
18/09/2008
20/09/2008
21/09/2008
22/09/2008
23/09/2008
24/09/2008
25/09/2008
27/09/2008
28/09/2008
29/09/2008
30/09/2008
04/10/2008
05/10/2008
06/10/2008
07/10/2008
08/10/2008
09/10/2008
11/10/2008
12/10/2008
13/10/2008
14/10/2008
15/10/2008
16/10/2008
18/10/2008
19/10/2008
20/10/2008
21/10/2008
22/10/2008
23/10/2008
25/10/2008
26/10/2008
27/10/2008
28/10/2008
29/10/2008
30/10/2008
01/11/2008
02/11/2008
03/11/2008
04/11/2008
05/11/2008
06/11/2008
07/11/2008
08/11/2008
09/11/2008
10/11/2008
11/11/2008
12/11/2008
13/11/2008
14/11/2008
15/11/2008
16/11/2008
17/11/2008
18/11/2008
19/11/2008
20/11/2008
21/11/2008
22/11/2008
23/11/2008
24/11/2008
25/11/2008
26/11/2008
27/11/2008
28/11/2008
29/11/2008
30/11/2008
Total
Drop Page Fields Here
Sum of PICKCOUNT
TRANDATE
Drop Series Fields Here

19.  At present there is no analyzing & monitoring practice happening in the WHAt present there is no analyzing & monitoring practice happening in the WH
specially for fast moving & dead / non moving products.specially for fast moving & dead / non moving products.
ClarificationsClarifications (According to the WMS report DURPT0092)(According to the WMS report DURPT0092)
R Locations – R1 to R4 IslesR Locations – R1 to R4 Isles
 No ofNo of dead / non moving SKUsdead / non moving SKUs in hand picking locationsin hand picking locations - 376- 376
 No of fast moving items in upper locationsNo of fast moving items in upper locations - 1635- 1635
R Locations – T1 to T6 IslesR Locations – T1 to T6 Isles
 No ofNo of dead / non moving SKUsdead / non moving SKUs in hand picking locationsin hand picking locations - 1550- 1550
 No of fast moving items in upper locationsNo of fast moving items in upper locations - 1531- 1531
The above is effecting for the less outbound productivity.The above is effecting for the less outbound productivity.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
 Need to analyze the dead products that actually can be moved to upper locationsNeed to analyze the dead products that actually can be moved to upper locations
& assign hand picking locations for fast moving stuff.& assign hand picking locations for fast moving stuff.
 Assign the analyzing & location transfer activity to a Stock Controller for MFTB.Assign the analyzing & location transfer activity to a Stock Controller for MFTB.
 Continue the analyzing & assigning practice in monthly basis to keep it on trackContinue the analyzing & assigning practice in monthly basis to keep it on track
ANALYZING & MONITORINGANALYZING & MONITORING

20.  At present the “Replenishment” is not functionalAt present the “Replenishment” is not functional
in MFTB operation due to lack of analyzing.in MFTB operation due to lack of analyzing.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
 Need to define “Replenishment Process” that suit for MFTBNeed to define “Replenishment Process” that suit for MFTB
operation.operation.
 Need to reanalyze the storage process (as mentioned above inNeed to reanalyze the storage process (as mentioned above in
“ANALYZING & MONITORING”“ANALYZING & MONITORING”)) to active the “replenishment”to active the “replenishment”
function.function.
REPLENISHMENTREPLENISHMENT

21.  Multiple SKUs in single bin location.Multiple SKUs in single bin location.
 No bins arranged /kept properly & most of the bins (corrugated) old & damaged.No bins arranged /kept properly & most of the bins (corrugated) old & damaged.
 Different type of bins including cartons use for storage.Different type of bins including cartons use for storage.
 No bins available in most of the locations.No bins available in most of the locations.
 Need to clean all bin locations & assign single SKU to one location.Need to clean all bin locations & assign single SKU to one location.
 The client MFTB also expecting the same above (According to theThe client MFTB also expecting the same above (According to the
discussion on 17-Dec regarding stock migration)discussion on 17-Dec regarding stock migration)
STORAGE & HOUSEKEEPINGSTORAGE & HOUSEKEEPING

22. More information on BIN locations & SKUs storedMore information on BIN locations & SKUs stored
ZONEZONE AVAILABLE LOCATIONSAVAILABLE LOCATIONSSKU STOREDSKU STORED ADDITIONAL LOC:REQ:ADDITIONAL LOC:REQ:
3S1 TO 3S93S1 TO 3S9 66546654 81458145 14911491
3V1 TO 3V93V1 TO 3V9 78337833 11,31611,316 34843484
More information on RACK locations & SKUs storedMore information on RACK locations & SKUs stored
ZONEZONE AVAILABLE LOCATIONSAVAILABLE LOCATIONS TOTAL SKU STOREDTOTAL SKU STORED
3R1 TO 3R43R1 TO 3R4 574574 28742874
3V1 TO 3V93V1 TO 3V9 934934 51435143
More information on n (GROUND) locations & SKUs storedMore information on n (GROUND) locations & SKUs stored
3N1 TO 3N173N1 TO 3N17 2020 723723
STORAGE & HOUSEKEEPINGSTORAGE & HOUSEKEEPING

23. OTHEROTHER
Row material / Packing material StorageRow material / Packing material Storage
 Packing materials stored in several places/ laying here and therePacking materials stored in several places/ laying here and there
in the facility & staff roam around the WH to find those whenin the facility & staff roam around the WH to find those when
required.required.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
 Assign floor & racking storage area for packing material storage.Assign floor & racking storage area for packing material storage.
 Implementing Japanese 5s Methodology for housekeeping will beImplementing Japanese 5s Methodology for housekeeping will be
a great solution for this facility. Specially the client MFTB will bea great solution for this facility. Specially the client MFTB will be
happy to implementing see the same.happy to implementing see the same.
STORAGE & HOUSEKEEPINGSTORAGE & HOUSEKEEPING

24. STOCK CONTROLSTOCK CONTROL
 At present the stock controlling function (daily cycle counting & reconciliation,At present the stock controlling function (daily cycle counting & reconciliation,
location creating / assigning, replenishment etc) does not functional.location creating / assigning, replenishment etc) does not functional. ( Due to( Due to
lack of manpower for SC team).lack of manpower for SC team).
STAFF INVOLVE IN STOCK CONTROL FUNCTIONSTAFF INVOLVE IN STOCK CONTROL FUNCTION
 There are 2 Stock Controllers (temporary) available in the chamber.There are 2 Stock Controllers (temporary) available in the chamber.
SUGGESTION TO IMPROVESUGGESTION TO IMPROVE
 Assign 1 Stock Controller & 1 or 2 WH Assistant to assist the SC.Assign 1 Stock Controller & 1 or 2 WH Assistant to assist the SC.
 Set a Cycle Count & Reconciliation Plan for MFTB Operation.Set a Cycle Count & Reconciliation Plan for MFTB Operation.
 Assign clear responsibilities with deadlines for daily cycle counting & reconciliation,Assign clear responsibilities with deadlines for daily cycle counting & reconciliation,
location creating / assigning, replenishment etclocation creating / assigning, replenishment etc
 Provide seniors guidance to step-up with SC function.Provide seniors guidance to step-up with SC function.
 Monitor the SC operation by management staff closely.Monitor the SC operation by management staff closely.

25. MFTBCMFTBC OrganizaTiOnalOrganizaTiOnal
CharTCharT
Mario Jose Lingon
Mitsubishi Supervisor
Joan Tomas
Team Leader
Reynaldo Pelaez
Team Leader
Rodel ManuelRodel Manuel
Tally ClerkTally Clerk
Miguel Pineda ( Machine Operator)
Picker / Packer
Cresencio DizonCresencio Dizon
Picker / PackerPicker / Packer
Kamal Prasad BhattaraiKamal Prasad Bhattarai
Picker / PackerPicker / Packer
Melwin FernandezMelwin Fernandez
Picker / PackerPicker / Packer
Madan KhanalMadan Khanal
Picker / Packer
Leo ALTOVEROSLeo ALTOVEROS
Picker / Packer
Christoper GutierrezChristoper Gutierrez
Shipping F/L OperatorShipping F/L Operator
Alexis PERUCHOAlexis PERUCHO
Receivng / Put away
Noli NIEGANoli NIEGA
Receivng / Put away
Syad Anwar Ullah HussineSyad Anwar Ullah Hussine
Receiving / Put awayReceiving / Put away
Dhurba BandariDhurba Bandari
Receiving / Put awayReceiving / Put away
Rabindranath Barik KartikRabindranath Barik Kartik
Receiving / Put awayReceiving / Put away
Chhabi Lal SapkotaChhabi Lal Sapkota
Receiving / Put awayReceiving / Put away
Yadav Raj SubediYadav Raj Subedi
Receiving / Put awayReceiving / Put away
Rajesh Kumar GhimireRajesh Kumar Ghimire
Receiving / Put awayReceiving / Put away
Narendra MaharjanNarendra Maharjan
Receiving / Put awayReceiving / Put away
Buddhi B. MoktamBuddhi B. Moktam
Receiving / Put awayReceiving / Put away
Indra kumar KathimalaiIndra kumar Kathimalai
CarpenterCarpenter
Pane Kirkovik
Operation Manger
MD Nadim Ahmad Khan
Stock Controller (temporary)
Nikesh Narayanan
Stock Controller (temporary)
Mitsubishi Fuso
Truck and Buses
Corporation
Total 23 staffTotal 23 staff

26. PROPOSED STRUCTUREPROPOSED STRUCTURE
Ops. Manager for JAFZ SouthOps. Manager for JAFZ South
WH SupervisorWH Supervisor
Inbound Team leaderInbound Team leader OB Team leaderOB Team leader
FL Operator - RecvFL Operator - Recv
WHA – Inbound- RecvWHA – Inbound- Recv
WHA – Inbound- RecvWHA – Inbound- Recv
WHA – Inbound- RecvWHA – Inbound- Recv
Stock ControllerStock Controller
WH / SC AssistantWH / SC Assistant
WH / SC AssistantWH / SC Assistant
WHA – Inbound- Pu:AwWHA – Inbound- Pu:Aw
WHA – Inbound- Pu:AwWHA – Inbound- Pu:Aw
WHA – Inbound- Pu:AwWHA – Inbound- Pu:Aw
WHA – Pick & PackWHA – Pick & Pack
WHA – Pick & PackWHA – Pick & Pack
WHA – Pick & PackWHA – Pick & Pack
WHA – Pick & PackWHA – Pick & Pack
WHA – Pick & PackWHA – Pick & Pack
WHA – Pick & PackWHA – Pick & Pack
CarpenterCarpenter Total 23 StaffTotal 23 Staff
OB Team leaderOB Team leader
Dispatcher / FLODispatcher / FLO
WHA – Inbound (AF)WHA – Inbound (AF)