1. Productivity Improvement Plan

2.  Revisiting Process & Productivity Benchmarks, plan to reduce Complexities.
 Focus shifted from Average Productivity to Person wise Hourly Productivity
Tracking.
 To eliminate Low Productivity Hours – Minimize Startup time & Lunch Break Time.
 Identification of Grade wise Performers, Rewards for High Performer &
Counseling/ Training for Low/ Medium Performers. To be reviewed every fortnight.
Picking, Put away & Sorting on individual basis and Team wise tracking for Inward,
Outward & GPS.
 Daily Display of High & Low Performers in their respective areas and briefing at the
start and end of the shift.
 Project wise accountability assigned.
To ensure accurate inventory by putting enough control/ Checks and daily
reconcilliation.
 Separate Team for Quality / Excellence and Exception Management.
Productivity Improvement

3. Inward Department:
Concern: Overall productivity getting affected due to:
 Time Lag between Vehicle change over at the Docks.
 Mixed vehicles taking longer time to unload.
 Issues related to Import Container.
 Delay in X- Doc allocation during Peak.
 LC Stocks waiting time at Stage is more then a day.
Plan:
 Productivity Tracking for GM & Apps separately .(Started from this week.)
 To reduce time lag for vehicle changeover: (Started from this week)
o Additional vehicle placed at the Dock 15 mints before First vehicle Unload.
oSupervisor to print out QC Report and arrange for Pallets/ Stage before vehicle
unload starts.
oWith more staging area available now for Apps, Stage stocks to be moved to std
Area & X-Doc Area ( Now defined) for further Processing so that the Dock Stage area
is always available for vehicle Unload.
Concern and Plan

4. Inward:
With the start of NEP, the Mixed vehicle cases should reduce. Feed back to SCS is
being Provided for rest of the vehicles.
Define limit to PO/SKU/XD/STD/Format/Vendor mixing proportion to arrive at a
optimal unloading benchmark condition, and monitor the real unloading and Dock
TAT productivity. Will complete this activity in two weeks by 29th Feb.
 For Import Containers : Advance allocation & Inbound release from SCS Team.
 Need support from IT Team to ensure minimal delay in X- Dock allocation. Change in
Process for X-Doc to be initiated.
Balancing of X-Doc & Standard ASN, During peak maximum X-Doc on any given day
should not exceed 60%. Already discussed with Sankat & Team.
LC Stocks – Now the stocks are expected for BB & BF Only. Change in Process from
SO/ PO Process to intercompany PO ( ZTSP Document Type, already discussed with
Sankat & Team)
Concern and Plan

5. Put away Department:
Concern:
Insufficient HPTS at all the shelving Floors increases idle Time, as the Pallet
Movement from Unloading gate to aisle is also done by the Put away person.
 in high depth bins transaction increases with no. of boxes, ( No of locations remains
less)
 Time spent in resolving discrepancies.
Frequent Zone alignment , inter movement of Stocks.
Aisles getting choked in Racks with Picked up stocks.
Plan:
 Dedicated resources for FRL & FLFL with complete accountability.
Additional HPT’S to be inducted in shelving's (Indent raised from our end)
Review time & motion for this activity and redefine benchmark which is currently 60
box per hour. To be completed by 20th Feb.
Discrepancy resolution to be routed through Inventory Audit Team separately.
Increase Putaway Audit to 30% once the New HHT Comes in.
 Revisited Material Flow to ensure clutter Free Aisles. Focus to move the stocks
immediately to packing area & GPS.
Concern and Plan

6. Picking (Shelving): Champion - Iliyash & Kishore
Concern:
Insufficient crates for Batch Pick – With 1.5 times crate turns per shift Pick task gets
restricted to 6000 task only, for which picker either need to wait or work in extended
shifts.
 Short tasks & Inventory inaccuracy.
Plan:
 Increase the crate Turn Per shift to two Per shift.
o Load balancing across all the PTL Zones and PTL to run with all the six Zones.
o 2nd Shift for PTL during peak load to manage X-Doc & Batch Pick.
oBatch Pick to happen in only one shift.
o2000 New Crates to be inducted in system.
 Short tasks to be minimized and inventory accuracy to be increased.
o Picking & Put away Audit % to be increased to min 30%.
oDaily short task analysis & Correction on the same day.
o Hourly monitoring & daily feedback.
Concern and Plan

7. Picking (Racks): Champion – Srinidhi
Concern:
 Each/ IP Picking from Racks reduce Picking Speed.
Choked Aisles due to lag in material flow, Insufficient HPT’s & Choked GPS.
Left over of tail stocks increases no of Pick Location.
Short task/ Inventory accuracy.
Plan:
Orders are being taken for Old SKU lying in Racks (Tail Stocks) but picked in IP/EA for
clearance.
Space created for mapping SKU’S to shelving which are Picked in IP/ Each.
Material Flow maintained for Clutter free aisles.
Hourly/ daily monitoring & Feed back.
 To minimize short task & Ensure 100% Inventory accuracy.
With installation of Sorting Racks for GM the productivity of X-Doc Break pack for
GM will Improve. Will start from 17th Feb.
Concern and Plan

8. PTL :
Concern:
 Frequent change over of Zones due to shortage of HHT.
 Imbalance Load across all the Zones, which leads to lower utilization.
 Server capacity issue leads to data low error & Invalid Boxes.
Plan:
 Picking/ Sorting & X-Doc all aligned for load balancing.
With Induction of new HHT’S will be able to run all the Six Zones simultaneously
without frequent changes.
Need IT support to overcome server capacity issues.
Concern and Plan

9. GPS :
Concern:
Staging area for keeping store sorted material was a major concern in GPS.
Data accuracy is a concern as this activity is not captured in system.
Time lag between cluster sorting and Store sorting due to PTL shifting.
Plan:
After PTL shifting & Outward from both the sides GPS has been Decongested.
More DSD Lanes has been allocated for keeping ready stocks.
With the induction of 3 BOPTS by 5th March, the time lag will be reduced to an
extent.
Monitor productivity separately manually both for cluster and store sorting in Apps
and non Apps.
Correct material flow will enhance productivity.
Concern and Plan

10. Outward :
Concern:
 Issue in availability of packed boxes from GPS due to delay in sorting & tracing the
Boxes.
Cluster Vehicle loading takes longer time due to LR Sticker pasting in every Boxes.
Delay in getting SAP DC & Way bill generation.
Plan:
 Two major clusters Kulana & Neelmangla shifted to the other side. 100% Sorting will
be ensured for these clusters.
With Decongested GPS & DSD lanes for packed stocks, the packed stocks can be
retrieved more efficiently.
Productivity for DSD & Cluster Vehicle will be measured separately.
Concern and Plan

11. Inward: Measuring real time current productivity for all types combination vehicles
separately and define slab for productivity benchmark.
Put away: Measuring real time current productivity for shelving put away .
Implementation of packing in packing area only and not in aisles.
Picking: Picker wise display of weekly productivity trend with highlighting low and
high performer. Addressing low performer on daily briefing. Identifying each pick sku
in rack and moving to Shelving.
PTL: Allocation of picker as per % allocation in Men’s/Ladies/Kid’s, so as to get
continuous flow in PTL for sorting.
GPS: Indentify stores that can be moved to cluster in consultation with SCS team, so
that all DSD stores can have lanes allocated.
Outward: Measuring real time current productivity for DSD and cluster vehicles
separately considering vehicle size.
Projects identified

12. • Started displaying
productivity trend for
previous week, and
addressing in daily briefing.
• Identification &
Counseling of low
performer and knowing
their constraints.
• High performer will be
appreciated and motivated
with small rewards like
chocolates for maintaining
consistency and further
improvement.
Productivity tracking