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The document discusses improving workplace organization at a mail processing facility through a 7 step model area approach. It begins with initial cleaning using 5S principles to organize the workstation. Measurement found average productivity increased by 250 items per work hour after implementing 5S. Further steps involve analyzing processing tasks to identify difficult motions, standardizing work procedures, and establishing just-in-time parts supply to optimize the workflow. The overall goal is to continuously enhance productivity by reducing waste and improving ergonomics through employee involvement in transformation of the model area.

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Workplace Organisation Workplace Organisation – Swindon WBC The purpose of Workplace Organisation is to minimise material handling and provide an efficient workplace layout. WORLD CLASS MAIL Safety QualityControl/CustomerSatisfaction CostDeployment Ip AutonomousMaintenance ProfessionalMaintenance PeopleDevelopment Environment Commitment Deployment Involvement Implementation Communication Evaluation Understanding Standardisation with Visibility Measurement Documentation Focusedmrovement Logistics WorkplaceOrganisation
• Overview of the Pillar • Cost Deployment and Area Classification • Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
Vision, Needs, objectives and Targets Vision To continuously improve our productivity at the workstationby involving our people in attacking our waste and losses caused by poor workplace organisation Needs •Staff engagement across all three shifts, staff to actively take part in trials in the model area. • Management to ensure 5S activity is completed, and standards are maintained in the model area •Strong relationship with the Logistics pillar to compliment good workplace organisation Objectives • To improve the WBC’s centre KPI’s • Improve productivity through analysis of 3M • Reduce material handling in our
Workplace Organisation Team Workplace Organisation Pillar Lead 0 1 2 3 4 5G 5W+1H, 5Why 7 WCM Tools Minimal material handling Pace monitor WO Step 1 WO Step 2 WO Step 3 Video monitoring method Line balancing Motion economy 7 IE Tools One piece flow Three obstacles No forklifts WO Step 4 WO Step 5 WO Step 6 Two video camera method Picking methods Ashley Smith Pillar Lead Pillar Support Gina Briggs Workplace Organisation Pillar Team 0 1 2 3 4 5G 5W+1H, 5Why 7 WCMTools Minimal material handling Pace monitor WOStep1 WO Step2 WOStep3 Videomonitoring method Line balancing Target Post Pre Colin Boivin Pillar Support
Step 7 Step 5 Step 6 Step 1 Step 2 Step 3 Step 4 Initial Cleaning Tidying Up Process Tentativ e Standar ds Mail Charact eristic Educatio n JIT Mail Supply & Line Balance Cycle Time Stabilise d Standar disation Current Position: Model Area Overview – The 7 Step Approach
Summary of Auditor feedback Pillar Score At the last audit we were tasked with maintaining the 5S standards put in place, and focus on the processing of items at the workstation. We have clearly separated logistics from the process by using 3M’s combined with a new way of working. The actions we have completed 5S maintained, new activity shown on CD matrix New best practice established by product and standardise with SOP 3M activity completed and logistics can be identified and separated Productivity measured before and after and weekly meetings with CD for updates
• Overview of the Pillar • Cost Deployment and Area Classification • Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
Plan Do Check Act Swindon WBC F Matrix No Project Description Work Area Loss Type Project Leader Total Loss Identified £k Total Loss Identified Hours WO2 Processing Downtime / Waiting for Work Colin Boivin Colin Boivin 3.1 112 Downtime waiting for work from Storage & Racking (All) Project Sponsor (Pillar Lead) WO15 Processing Measurement 538Processing work at the workstations 7.4Colin Boivin Colin Boivin Colin Boivin Colin Boivin 10.0WO16 Workplace Organisation Model Area (WOMA) Processing Operator Motion 728.3 Pillar Overview – Cost Deployment Workplace Organisation 3 Projects Total loss £25K AA Stratification 0 2000 4000 6000 8000 10000 12000 Woma Processing Downtime WO Losses £ Series1
WO Area Classification AA
• Overview of the Pillar • Cost Deployment and Area Classification • Step Zero - Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
Model area Pallet Lifter D2D items Scales Table York Strappex Processing workstation Step Zero
Overview of Model area Step Zero
Processing IPWH 0 2000 4000 6000 8000 10000 12000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity target Step Zero Pre WCM's the average IPWH was 10,000 items Step 0
• Overview of the Pillar • Cost Deployment and Area Classification • Step Zero - Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
Stratification of WO losses in set up times Processing set up time WO losses 00:00.0 00:08.6 00:17.3 00:25.9 00:34.6 00:43.2 00:51.8 01:00.5 Work York Labels York Cards Pens Seconds Target Set up times 0 0.5 1 1.5 2 2.5 3 3.5 Current Target Minutes Current Target 3G Go to the spot, examine the object, check the facts and figures Key 1Work 00:51.0 2York 00:47.1 3Labels 00:39.9 4YorkCards 00:38.4 5Pens 00:36.2
Initial Cleaning SEIRI Step 1 Separate the necessary from the unnecessary Our aim is to help our staff change their habits to help keep the Workplace tidy. To help achieve this we performed a 5S at the model area, stripping the area back to its basics where only the necessary was kept We cleaned up the workstation and removed materials and containers that stood in the way
Seiri – Sort Clutter under table Clutter removed from under table BEFORE AFTER
Seiton – Set in order YORK CARDS LABE LS PENS BEFOR E AFTER Folder provided for labels
Seiton – Set in order Pens and York cards stored in cabinet
Seiso - Shine
Seiketsu – Standardise
Initial cleaning JES ref: Pro001 Work Area: Processing tables Step / Activity Impact How What good looks like At the end of the shift, a single empty york must be placed at the desk for the next processor Please ensure that knifes, pens, scissors are left at the workstation at the end of shift Please ensure a pallet lifter is left at the work station at all times Please ensure all York cards are replenished Issued by: Ashley Smith Verified by: Operator:Processors Signature: Signature: Signature: Date: Date: Date: Quality Mandatory Sequence Occupational Safety Critical process for productLegend: Job Element Sheet (JES) Compliance 1 2 2A 3 Average operator processed 10,000 items per work hour at the model. 250 items increased IPWH at model area in first hour
Productivity Processing IPWH 0 2000 4000 6000 8000 10000 12000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Step 0 Step 1 Step 1 5s has increased IPWH at the model area
• Overview of the Pillar • Cost Deployment and Area Classification • Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
Tidying up process MURI DIFFICULT AND UNATURAL OPERATIONS
Tidying up process 3M Reduction D = items can be fetched by walking C = items can be picked up by turning the body A= items can be taken by stretching out the elbows, both hands can be used Operators work within the strike zone at the workstation but they never work in the golden Zone
Tidying up process Muri MURI 141 Level 1 Level 2 Level 3 54 38 44 WBC Processing cycle 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 # Activity 0°-15° 15°-30° Morethan30° 0°-15° 15°-45° Morethan45° TotheWaist Shoulder Height Abovethe Shoulder 0°-30° 30°-60° Morethan60° 0°-90° 90°-180° Morethan180° Easytopickup withoutmoving Itcanbepickedupwith ahandbyreachingout withthearm Difficulttohandle- Mustpayattention 0°-45° 45°-90° Morethan90° 0-4Steps 5-9Steps Morethan10Steps Lessthan5Kg 5Kg-11Kg Morethan11Kg 1 Fetch work x x x x x x x x x 6 4 3 2 Fetch Labels/Monitor sheets x x x x x x x x x 7 2 3 3 Fetch York x x x x x x x x x 5 2 9 4 Pallet lift er - moving boxes x x x x x x x x x 6 6 0 5 Moving boxes to scales x x x x x x x x x 4 6 6 6 Moving boxes from pallet to York x x x x x x x x x 3 4 12 7 Processing items x x x x x x x x x 7 4 0 8 Strapping items x x x x x x x x x 2 6 12 9 Taking York out - despatch x x x x x x x x x 4 4 9 10 0 0 0 11 0 0 0 12 0 0 0 13 0 0 0 14 0 0 0 25 0 0 0 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 Bending and Straighten the knees Ergonomics Analysis Pick up parts and materials Transportation of weights Walking Evaluation Points Level 1: 3 Points Level 2: 2 Points Level 3: 1 Point Muri Score: 136Movements on the Job Level Wrist rotation angle Work range Bending at the Waist Waist Rotation Angle Raising the Arms to Accomplish the Task 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 6 7 5 6 4 3 7 2 4 0 0 0 0 0 0 4 2 2 6 6 4 4 6 4 0 0 0 0 0 0 3 3 9 0 6 12 0 12 9 0 0 0 0 0 0 0 5 10 15 20 25
WBC Processing cycle 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 # Activity 0°-15° 15°-30° Morethan30° 0°-15° 15°-45° Morethan45° TotheWaist Shoulder Height Abovethe Shoulder 0°-30° 30°-60° Morethan60° 0°-90° 90°-180° Morethan180° Easytopickup withoutmoving Itcanbepickedupwith ahandbyreachingout withthearm Difficulttohandle- Mustpayattention 0°-45° 45°-90° Morethan90° 0-4Steps 5-9Steps Morethan10Steps Lessthan5Kg 5Kg-11Kg Morethan11Kg 1 Fetch work x x x x x x x x x 6 4 3 2 Fetch Labels/Monitor sheets x x x x x x x x x 7 2 3 3 Fetch York x x x x x x x x x 5 2 9 4 Pallet lift er - moving boxes x x x x x x x x x 6 6 0 5 Moving boxes to scales x x x x x x x x x 4 6 6 6 Moving boxes from pallet to York x x x x x x x x x 3 4 12 7 Processing items x x x x x x x x x 7 4 0 8 Strapping items x x x x x x x x x 2 6 12 9 Taking York out - despatch x x x x x x x x x 4 4 9 10 0 0 0 11 0 0 0 12 0 0 0 13 0 0 0 14 0 0 0 25 0 0 0 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 Bending and Straighten the knees Ergonomics Analysis Pick up parts and materials Transportation of weights Walking Evaluation Points Level 1: 3 Points Level 2: 2 Points Level 3: 1 Point Muri Score: 136Movements on the Job Level Wrist rotation angle Work range Bending at the Waist Waist Rotation Angle Raising the Arms to Accomplish the Task 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 6 7 5 6 4 3 7 2 4 0 0 0 0 0 0 4 2 2 6 6 4 4 6 4 0 0 0 0 0 0 3 3 9 0 6 12 0 12 9 0 0 0 0 0 0 0 5 10 15 20 25 Tidying up process Muri D = items can be fetched by walking C = items can be picked up by turning the body A= items can be taken by stretching out the elbows, both hands can be used To attack Muri, our aim was to focus on the golden zone and how the necessary tasks could be completed with ease To achieve optimum, operators should be able to complete tasks required within the golden zone
Tidying up process Muri Working with the safety pillar, we looked at various ways in which we could improve the ergonomics of the operation. Safety Working with the safety team to improve the ergonomics
Tidying up process Muri D = items can be fetched by walking C = items can be picked up by turning the body A= items can be taken by stretching out the elbows, both hands can be used Our aim was to focus on making the task easy for the operator and how the job could be made easy by removing the Muri LIFTING Rotating Bending Knees Wrist rotation
Tidying up process Golden Zone 120mm 1400mm Each box has to be moved 1400mm to the scales with a lift upwards of 120mm for the box to be weighed at the golden zone On average, 1 operator performs this Operation repeatedly 400 times a day
Quick Kaizen – Driven by safetyWorking with the safety team to improve the ergonomics Safety How can we improve the Ergonomics at the workstation? Tim Jones at our first Audit said that we should break down the processing to reduce Muri The focus was on the Ergonomics of the operations, and to improve the ergonomics was to break down the operation
Tidying up process Our ideas produced our new model area. We trialled this Countermeasure that reduces material handlingWOMA (Workplace organisation model area)
Tidying up process The trial was designed to use rollers to reduce material handling by two operators feeding boxes down the rollers to the Golden zone 6 Man operation
Tidying up process
Tidying up process Once the boxes are at the scales, the operator weighs the items within the golden zone. When the weighing is complete, the operators then push the boxes down the rollers to be strapped
Tidying up process Two operators at the end of the operation strap the boxes/bundle and put these into the Yorks
Tidying up process Countermeasure WBC Processing Cycle (WOMO) 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 # Activity 0°-15° 15°-30° Morethan30° 0°-15° 15°-45° Morethan45° TotheWaist Shoulder Height Abovethe Shoulder 0°-30° 30°-60° Morethan60° 0°-90° 90°-180° Morethan180° Easytopickup withoutmoving Itcanbepickedupwith ahandbyreachingout withthearm Difficulttohandle- Mustpayattention 0°-45° 45°-90° Morethan90° 0-4Steps 5-9Steps Morethan10Steps Lessthan5Kg 5Kg-11Kg Morethan11Kg 1 Pallet lift er - moving boxes x x x x x x x x x 8 0 3 2 Moving boxes to scales x x x x x x x x x 9 0 0 3 Processing items x x x x x x x x x 9 0 0 4 Strapping items x x x x x x x x x 4 4 9 5 0 0 0 6 0 0 0 7 0 0 0 8 0 0 0 9 0 0 0 10 0 0 0 11 0 0 0 12 0 0 0 13 0 0 0 14 0 0 0 25 0 0 0 3 0 1 4 0 0 4 0 0 3 0 1 3 1 0 4 0 0 2 1 1 4 0 0 3 0 1 Evaluation Points Level 1: 3 Points Level 2: 2 Points Level 3: 1 Point Muri Score: 46Movements on the Job Level Wrist rotation angle Work range Bending at the Waist Waist Rotation Angle Raising the Arms to Accomplish the Task Bending and Straighten the knees Ergonomics Analysis Pick up parts and materials Transportation of weights Walking 3 0 1 4 0 0 4 0 0 3 0 1 3 1 0 4 0 0 2 1 1 4 0 0 3 0 1 8 9 9 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 3 0 0 9 0 0 0 0 0 0 0 0 0 0 0 0 2 4 6 8 10 12 14 16 18 Pre Post Level 1 Level 2 Level 3 54 38 44 82.6 85.7 31.7 12 4 30 % TOTAL 136 46 67
Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity after Muri Step 0 Step 1 Step 2 - Muri
Tidying up process MURA IRREGULAR OPERATIONS
Mura analysis – Unwrapping pallets Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Histogram (Before) 0 10 20 30 75.00 78.01 81.02 84.03 87.04 90.05 93.06 96.07 99.08 102.09 105.00 to to to to to to to to to to to 72.00 75.01 78.02 81.03 84.04 87.05 90.06 93.07 96.08 99.09 102.10 Numberofsamples 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0 20 40 60 80 100 120 140 Time for Standard Work Batch (Secs) f(x) Before After Unwrapping a pallet at the workstation had An impact on production as the line would stop whilst The two operators were unwrapping the pallets Range = 33 S/DEVIATION = 5.90 Mean = 89.50
Mura analysis – Unwrapping pallets Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Wrap Pallet Unwrapped Histogram (After) 0 10 20 30 40 50 60 70 20.55 22.10 23.66 25.21 26.77 28.32 29.88 31.43 32.99 34.54 36.00 to to to to to to to to to to to 19.00 20.56 22.11 23.67 25.22 26.78 28.33 29.89 31.44 33.00 34.55 Numberofsamples 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09 0.10 0 20 40 60 80 10 0 12 0 14 0 Time for Standard Work Batch (Secs) f(x) Before After Range = 17 S/DEVIATION = 4.43 Mean = 27.83 Range = 33 S/DEVIATION = 5.90 Mean = 89.50 Pre Post
Histogram (Before) 0 10 20 30 40 1.92 2.25 2.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10 to to to to to to to to to to to 1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88 Numberofsamples Mura analysis – Opening Boxes/Bundles Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Range = 4 S/DEVIATION = 1.24 Mean = 3.47 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0 5 10 15 20 25 30 35 40 Time for Standard Work Batch (Secs) f(x) Before After
Histogram (Before) 0 10 20 30 40 1.92 2.25 2.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10 to to to to to to to to to to to 1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88 Numberofsamples Mura analysis – Opening Boxes/Bundles Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Range = 33 S/DEVIATION = 5.90 Mean = 89.50 Safety Working with the safety team to improve the irregular operations Box Cutter Operators using box cutters we more efficient at opening boxes/bundles
Mura analysis – Opening Boxes/Bundles Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Safety Working with the safety team to improve the irregular operations Histogram (Before) 0 10 20 30 40 1.92 2.25 2.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10 to to to to to to to to to to to 1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88 Numberofsamples Histogram (After) 0 10 20 30 40 50 60 70 1.18 1.37 1.57 1.76 1.95 2.14 2.33 2.52 2.72 2.91 3.00 to to to to to to to to to to to 1.00 1.19 1.38 1.58 1.77 1.96 2.15 2.34 2.53 2.73 2.92 Numberofsamples Range = 33 S/DEVIATION = 5.90 Mean = 89.50 Post 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80 2.00 0 5 10 15 20 25 30 35 40 Time for Standard Work Batch (Secs) f(x) Before After Working with Safety, we developed a S.O.P
STRAPPEX MACHINE Mura analysis – Box strapping Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York
Histogram (Before) 0 10 20 30 3.40 3.81 4.22 4.63 5.04 5.45 5.86 6.27 6.68 7.09 7.40 to to to to to to to to to to to 3.00 3.41 3.82 4.23 4.64 5.05 5.46 5.87 6.28 6.69 7.10 Numberofsamples Mura analysis – Box strapping 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0 4 5 Time for Standard Work Batch (Secs) f(x) Before After Post Range = S/DEVIATION = 1.46 Mean = 5.18
WCM Unit: Work Area: Ref: Title: Problem: Improvement: Results Trainer: BEFORE AFTER Area / Item Ref. : Review Date: OPL: ONE POINT LESSON WCM Pillar: Safety Contact: Date: Approved by: Training Date: Trainees: IMPROVEMENT 0000/OPL00X Add graphics and text Add graphics and text Mura analysis – Box strapping EN VWorking with environment we build an OPL COUNTERMEASURE
Mura analysis – Box strapping PreHistogram (After) 0 10 20 30 40 50 60 70 2.73 2.86 3.00 3.14 3.28 3.41 3.55 3.69 3.83 3.96 4.00 to to to to to to to to to to to 2.60 2.74 2.87 3.01 3.15 3.29 3.42 3.56 3.70 3.84 3.97 Numberofsamples 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80 0 5 10 15 20 25 30 35 40 45 Time for Standard Work Batch (Secs) f(x) Before After Range = S/DEVIATION = 1.46 Mean = 5.18 Post Range = 1 S/DEVIATION = 0.26 Mean = 3.19
Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity after Mura Step 0 Step 1 Step 2 - Muri Step 2 - Mura
Muda Analysis AIM WAS TO CLEARLY IDENTIFY MUDA AND REDUCE NVAA # Process Steps Activity Start (sec) End (sec) Duration Cum. Classification 1 Processing Collect pallet of work 0 62 62 62 NVA 2 Unwrap pallet at workstation 62 120 58 120 NVA 3 Packaging taken to bin 120 135 15 135 NVA 4 Count sample for scale calibration 135 160 25 160 SVA 5 Calibrate scales 160 170 10 170 SVA 6 Weigh items 170 175 5 175 VA 7 Strap box/bundles 175 178 3 178 VA 8 Put box/bundles into York 178 181 3 181 SVA 9 Write York card 181 190 9 190 SVA 10 Put York card onto York 190 196 6 196 NVA 11 take York out to despatch 196 301 105 301 NVA 12 Collect empty York and return to table 301 326 25 326 NVA 84% 14% 2% 0% NVA SVA VA NVAU
Quick Kaizen How can we reduce Muda at the workstation? The focus was on the Muda within the operations, and how, at the model area we can reduce NVAA
Muda Analysis 6 Operators / 0 Logistic operators 5 Operators / 1 Logistic operator
0% 85% 15% 0% NVA SVA VA NVAU Muda Analysis # Process Steps Activity Start (sec) End (sec) Duration Cum. Classification 1 Processing Count sample for scale calibration 0 25 25 25 SVA 2 Calibrate scales 25 35 10 35 SVA 3 Weigh items 35 40 5 40 VA 4 Strap box/bundles 40 43 3 43 VA 5 Put box/bundles into York 43 46 3 46 SVA 6 Write York card 46 55 9 55 SVA 84% 14% 2% 0% NVA SVA VA NVAU PRE POST
Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity after Mura Step 0 Step 1 Step 2 - Muri Step 2 - Mura Step 2 - MuDA
Production/Savings Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Cost per 1000 items 0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 Before After £ Before After 39p per 1000 items saved Production 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 Before After Itemsperhour Before After 6500 items per hour
Step 3 – tentative standards WCM Unit: Work Area: Ref: Title: Problem: Improvement: Results Trainer: BEFORE AFTER Area / Item Ref. : Review Date: OPL: ONE POINT LESSON WCM Pillar: Safety Contact: Date: Approved by: Training Date: Trainees: IMPROVEMENT 0000/OPL00X Add graphics and text Add graphics and text WCM Unit: Work Area: Ref: Title: Problem: Improvement: Results Trainer: BEFORE AFTER Area / Item Ref. : Review Date: OPL: ONE POINT LESSON WCM Pillar: Safety Contact: Date: Approved by: Training Date: Trainees: IMPROVEMENT 0000/OPL00X Add graphics and text Add graphics and text Box strapping Box cutter 1. Check the seg area is set up correctly to the agreed standard layout and ready to use. We need to ensure that no damaged cages are processed into… Safety Comes First! 2. Attach the correct cage cards to each RSC. Ensure you use the correct cage card & day sticker. This makes sure we are compliant with our quality targets! 3. Ensure that there is no more than 7 people working in a singl manual bullring area. The Safe System of Work directs that a safe working bullring has a ma ximum of 7 people at all times. 4. Open the cage gate if necessary to access contents. Ensure that you are aware of your surroundings when opening the cage gate! 5. Select a single bag from the cage, read the label and identify the correct destination cage. Take strong hold at the neck of the bag. 6. Check the bag weight BEFORE you lift the bag - if the bag is overweight, follow the 'Overweight Bag' Job Element Sheet. Test the weight before fully lifting a bag to prevent manua l handling strains and injury! 7. Lift the bag using good posture. Bend your knees not your back - this ensures the weight of the bag is focused on the strongest part of your body. 8. Walk in the most direct route to the destination cage. Straight lines ar e better and more efficient than anyother way. 9. Halt or veer around colleagues crossing your path. Avoid colliding into other people to prevent accidents, injury or damage. 10. Carry the bag to arms length of the destination cage & place/drop bag into cage. You should never throw a bag into a cage. This unsafe act could cause injury to you/ others and damage to the bag contents. 11. Close the cage gate if necessary. If a cage is filling up and the cage gate is open, ensure you close it to prevent bags falling out and causing a tripping hazar d! 12. Walk to the nearest available fedder cage. If the nearest available feeder cage is not available then select another cage to use. Issued by: Verified by: JES Ref: Ian Buckley James Bunt 01/ 08/ 11 01/08/2011 JOB ELEMENT SHEET Manual Bullring Operation Compliance… Manual Seg V.3 Process Step Key Point = CRITICAL STEP SAFETY WARNING = Job Element Sheet OPL’S to ensure the operators follow the correct ways of processing JES to ensure the operators follow the standard way of working, including job rotation
Step 4 – mail characteristic education Swindon WBC Quality Matr 5 20 PLUS PPD 5 5 4 15-19 PPD 4 4 3 10-14 PPD 3 3 2 5-9 PPD 2 2 1 LESS THAN 5 PPD 1 1 A B1 B2 C D PI Frequency Rework Compensation Detection Severity Total 5 5 90 24 24 432 100 10 90 45 41 364 100 100 96 224 50 50 50 50 14 14 126 126 100% 480 22470% 405 10% 28 90% 252 45 90% 30% 96 5 Responsibility Act Do Plan Check Machine Materials 5 450 5 42 2 5 24 I Man Method Machine Materials Machine Method QA Matrix 280 480 320 450 Materials 44 55 4 Man Method Machine 3 E E Materials Man 435 320 No Man 10% 2 Recording of pallets in racking 2 Overweight boxes and bundles Customer Complaints 30-60 1 Problem Non conformity identified 26 Box Fills IncorrectI 5 2 Internal / External Defect made & corrected before processing Frequency Ranking Racking Cost Over 2 hours 60-90 Customer Complaint InternalLess than 30 minutes 5 Ranking Customer Detection Ranking 280 4 Activity Plan ReturnsGoods in/Compliance Method Man Materials Method Machine Processing Containers & Despatch Delivery office Detected 2 1 480 90-120 Priority Index = A* (B1+B2) * ΣC * D Process Step in Walk Bundling Centre 4 3 Cost Ranking Customer Compensation External/Pipeline Customer Rework Charges +/- Mail Centre Detection Defect made & corrected after processing Detection A B1 B2 0 Compliance ProcessStorage Despatch 1 2 3 C
Step 4 – mail characteristic education 0 50 100 150 200 250 300 350 400 450 500 BoxFillsIncorrect CustomerComplaints Overweightboxesand bundles Recordingofpalletsin racking Overweight/Underweight advertisingmaterial Samplesnotprovided Boxfillsnotdone Loosebundlesin processedboxes Contractsnotbookedin Nocontainers Returns Defectivepallets Wrongdestinationputon Yorklabel CCPcameranotworking BookingInsystemnot working NoPOD Yorksputinwrong despatchlane Palletsnotshrink wrapped/Insufficient Contractsnotsigned Labelprinterbreak-down Documentenclosedlabel notused Customerstackingof pallets MixedLBD'sonpallet Mixedcontractsonpallet Overweightpallets Overheightpallets Contractstatusnot available Consumablesnot available Strappexbreakingdown Scalesnotcalibrating properly OverweightYork/RSC YorkStacking 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 PI Pareto
Step 4 – mail characteristic education Quality Matrix - 4M's 0 50 100 150 200 250 300 350 400 450 BoxFillsIncorrect CustomerComplaints Overweightboxesand bundles Recordingofpalletsin racking Overweight/Underweight advertisingmaterial Samplesnotprovided Boxfillsnotdone Loosebundlesin processedboxes Contractsnotbookedin Nocontainers Returns Defectivepallets Wrongdestinationputon Yorklabel CCPcameranotworking BookingInsystemnot working NoPOD Yorksputinwrong despatchlane Palletsnotshrink wrapped/Insufficient Contractsnotsigned Labelprinterbreak-down Documentenclosedlabel notused Customerstackingof pallets MixedLBD'sonpallet Mixedcontractsonpallet Overweightpallets Overheightpallets Contractstatusnot available Consumablesnot available Strappexbreakingdown Scalesnotcalibrating properly OverweightYork/RSC YorkStacking materials machine method man
AJR TRAFFIC PROFILE The Logistics and Workplace organisation team look two weeks in advance to determine the traffic flow to the Golden zone Traffic would be selected based on box fill and quantity Step 5 – JIT mail supply and line balance
TRAFFIC REQUIRED FOR THE WOMA (WORKPLACE ORGANISATION MODEL AREA) Contact Number Customer Name Distribution Date Box Fill Box Weight Volume of Traffic Yorks required S207957/303/All Versions Talk Talk 08/04/2013 300 9kgs 530,077 88 S209164/303/All Versions Talk Talk 08/04/2013 300 9kgs 300,850 50 T210354/303/001 EDF 08/04/2013 600 8.3Kgs 442,559 37 S208171/303/All Versions Hillarys 08/04/2013 320 6Kgs 394,190 41 S205697/303/All Versions Virgin 08/04/2013 300 9.1Kgs 735,431 123 TOTAL TOTAL 2,403,107 339 Compliance team record the box fill and box weight Once the compliance team have recorded the relevant information, the Logistics team then determine the number of Yorks that are required at the golden zone Step 5 – JIT mail supply and line balance
63 Working with safety to improve the ergonomics Driven by cost deployment to reduce losses Working with Logistics to remove NVAA Working with QA to identify quality defects Using FI tools to solve problems Staff trained on new area, equipment and machinery Workplace Organisation – Working Together
Workplace Organisation Route Map 1 1 1 2 2 3 3 0.00 0.00 0.00 0.00 0.00 B B A A A A A A A AA Woma 1 1 2 2 2 2 3 3 3 3 3 3 4 4 4 5 5 5 5 5 6 6 6 6 7 7 7 7 7 7 AA Processing 1 5 5 5 6 6 6 6 7 7 7 7 7 7 AA Downtime 1 6 6 6 6 7 7 7 7 7 7 AA J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F Jan Feb 1 2 3 4 5 6 7 2014 World Class Mail Route Map - Workplace Organisation Audit Evaluation Through- puts 7 Steps of Improvement - Key 2011 2012 2013 Bronze
SWOT Analysis • Staff engagement • World Class Mail Methodology • Working together with other Pillars •Reduce safety risks within operation • Space through-out the whole unit • Make savings within the operation • Improve the customer experience • Changes will engage staff further • Increased centre T/P • Maintaining staff interest • Management not maintaining standards
Workplace Organisation

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WO presentation

  • 1.
    Workplace Organisation Workplace Organisation– Swindon WBC The purpose of Workplace Organisation is to minimise material handling and provide an efficient workplace layout. WORLD CLASS MAIL Safety QualityControl/CustomerSatisfaction CostDeployment Ip AutonomousMaintenance ProfessionalMaintenance PeopleDevelopment Environment Commitment Deployment Involvement Implementation Communication Evaluation Understanding Standardisation with Visibility Measurement Documentation Focusedmrovement Logistics WorkplaceOrganisation
  • 2.
    • Overview ofthe Pillar • Cost Deployment and Area Classification • Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
  • 3.
    Vision, Needs, objectivesand Targets Vision To continuously improve our productivity at the workstationby involving our people in attacking our waste and losses caused by poor workplace organisation Needs •Staff engagement across all three shifts, staff to actively take part in trials in the model area. • Management to ensure 5S activity is completed, and standards are maintained in the model area •Strong relationship with the Logistics pillar to compliment good workplace organisation Objectives • To improve the WBC’s centre KPI’s • Improve productivity through analysis of 3M • Reduce material handling in our
  • 4.
    Workplace Organisation Team WorkplaceOrganisation Pillar Lead 0 1 2 3 4 5G 5W+1H, 5Why 7 WCM Tools Minimal material handling Pace monitor WO Step 1 WO Step 2 WO Step 3 Video monitoring method Line balancing Motion economy 7 IE Tools One piece flow Three obstacles No forklifts WO Step 4 WO Step 5 WO Step 6 Two video camera method Picking methods Ashley Smith Pillar Lead Pillar Support Gina Briggs Workplace Organisation Pillar Team 0 1 2 3 4 5G 5W+1H, 5Why 7 WCMTools Minimal material handling Pace monitor WOStep1 WO Step2 WOStep3 Videomonitoring method Line balancing Target Post Pre Colin Boivin Pillar Support
  • 5.
    Step 7 Step 5 Step6 Step 1 Step 2 Step 3 Step 4 Initial Cleaning Tidying Up Process Tentativ e Standar ds Mail Charact eristic Educatio n JIT Mail Supply & Line Balance Cycle Time Stabilise d Standar disation Current Position: Model Area Overview – The 7 Step Approach
  • 6.
    Summary of Auditorfeedback Pillar Score At the last audit we were tasked with maintaining the 5S standards put in place, and focus on the processing of items at the workstation. We have clearly separated logistics from the process by using 3M’s combined with a new way of working. The actions we have completed 5S maintained, new activity shown on CD matrix New best practice established by product and standardise with SOP 3M activity completed and logistics can be identified and separated Productivity measured before and after and weekly meetings with CD for updates
  • 7.
    • Overview ofthe Pillar • Cost Deployment and Area Classification • Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
  • 8.
    Plan Do CheckAct Swindon WBC F Matrix No Project Description Work Area Loss Type Project Leader Total Loss Identified £k Total Loss Identified Hours WO2 Processing Downtime / Waiting for Work Colin Boivin Colin Boivin 3.1 112 Downtime waiting for work from Storage & Racking (All) Project Sponsor (Pillar Lead) WO15 Processing Measurement 538Processing work at the workstations 7.4Colin Boivin Colin Boivin Colin Boivin Colin Boivin 10.0WO16 Workplace Organisation Model Area (WOMA) Processing Operator Motion 728.3 Pillar Overview – Cost Deployment Workplace Organisation 3 Projects Total loss £25K AA Stratification 0 2000 4000 6000 8000 10000 12000 Woma Processing Downtime WO Losses £ Series1
  • 9.
  • 10.
    • Overview ofthe Pillar • Cost Deployment and Area Classification • Step Zero - Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
  • 11.
    Model area Pallet Lifter D2Ditems Scales Table York Strappex Processing workstation Step Zero
  • 12.
    Overview of Modelarea Step Zero
  • 13.
    Processing IPWH 0 2000 4000 6000 8000 10000 12000 1 23 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity target Step Zero Pre WCM's the average IPWH was 10,000 items Step 0
  • 14.
    • Overview ofthe Pillar • Cost Deployment and Area Classification • Step Zero - Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
  • 15.
    Stratification of WOlosses in set up times Processing set up time WO losses 00:00.0 00:08.6 00:17.3 00:25.9 00:34.6 00:43.2 00:51.8 01:00.5 Work York Labels York Cards Pens Seconds Target Set up times 0 0.5 1 1.5 2 2.5 3 3.5 Current Target Minutes Current Target 3G Go to the spot, examine the object, check the facts and figures Key 1Work 00:51.0 2York 00:47.1 3Labels 00:39.9 4YorkCards 00:38.4 5Pens 00:36.2
  • 16.
    Initial Cleaning SEIRI Step 1Separate the necessary from the unnecessary Our aim is to help our staff change their habits to help keep the Workplace tidy. To help achieve this we performed a 5S at the model area, stripping the area back to its basics where only the necessary was kept We cleaned up the workstation and removed materials and containers that stood in the way
  • 17.
    Seiri – Sort Clutterunder table Clutter removed from under table BEFORE AFTER
  • 18.
    Seiton – Setin order YORK CARDS LABE LS PENS BEFOR E AFTER Folder provided for labels
  • 19.
    Seiton – Setin order Pens and York cards stored in cabinet
  • 20.
  • 21.
  • 22.
    Initial cleaning JES ref:Pro001 Work Area: Processing tables Step / Activity Impact How What good looks like At the end of the shift, a single empty york must be placed at the desk for the next processor Please ensure that knifes, pens, scissors are left at the workstation at the end of shift Please ensure a pallet lifter is left at the work station at all times Please ensure all York cards are replenished Issued by: Ashley Smith Verified by: Operator:Processors Signature: Signature: Signature: Date: Date: Date: Quality Mandatory Sequence Occupational Safety Critical process for productLegend: Job Element Sheet (JES) Compliance 1 2 2A 3 Average operator processed 10,000 items per work hour at the model. 250 items increased IPWH at model area in first hour
  • 23.
    Productivity Processing IPWH 0 2000 4000 6000 8000 10000 12000 1 23 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Step 0 Step 1 Step 1 5s has increased IPWH at the model area
  • 24.
    • Overview ofthe Pillar • Cost Deployment and Area Classification • Model area – process selection Initial restore at the model area • Step 1 – Initial Cleaning using 5S • Step 2 – Tidying up process with 3M reduction • Step 3 – Tentative standards applying S.O.P and cleaning procedures Standard Improvement at the model area • Step 4 - Mail Characteristics • Step 5 – JIT parts supply • Conclusion • Summary Agenda
  • 25.
    Tidying up process MURI DIFFICULTAND UNATURAL OPERATIONS
  • 26.
    Tidying up process 3MReduction D = items can be fetched by walking C = items can be picked up by turning the body A= items can be taken by stretching out the elbows, both hands can be used Operators work within the strike zone at the workstation but they never work in the golden Zone
  • 27.
    Tidying up process Muri MURI141 Level 1 Level 2 Level 3 54 38 44 WBC Processing cycle 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 # Activity 0°-15° 15°-30° Morethan30° 0°-15° 15°-45° Morethan45° TotheWaist Shoulder Height Abovethe Shoulder 0°-30° 30°-60° Morethan60° 0°-90° 90°-180° Morethan180° Easytopickup withoutmoving Itcanbepickedupwith ahandbyreachingout withthearm Difficulttohandle- Mustpayattention 0°-45° 45°-90° Morethan90° 0-4Steps 5-9Steps Morethan10Steps Lessthan5Kg 5Kg-11Kg Morethan11Kg 1 Fetch work x x x x x x x x x 6 4 3 2 Fetch Labels/Monitor sheets x x x x x x x x x 7 2 3 3 Fetch York x x x x x x x x x 5 2 9 4 Pallet lift er - moving boxes x x x x x x x x x 6 6 0 5 Moving boxes to scales x x x x x x x x x 4 6 6 6 Moving boxes from pallet to York x x x x x x x x x 3 4 12 7 Processing items x x x x x x x x x 7 4 0 8 Strapping items x x x x x x x x x 2 6 12 9 Taking York out - despatch x x x x x x x x x 4 4 9 10 0 0 0 11 0 0 0 12 0 0 0 13 0 0 0 14 0 0 0 25 0 0 0 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 Bending and Straighten the knees Ergonomics Analysis Pick up parts and materials Transportation of weights Walking Evaluation Points Level 1: 3 Points Level 2: 2 Points Level 3: 1 Point Muri Score: 136Movements on the Job Level Wrist rotation angle Work range Bending at the Waist Waist Rotation Angle Raising the Arms to Accomplish the Task 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 6 7 5 6 4 3 7 2 4 0 0 0 0 0 0 4 2 2 6 6 4 4 6 4 0 0 0 0 0 0 3 3 9 0 6 12 0 12 9 0 0 0 0 0 0 0 5 10 15 20 25
  • 28.
    WBC Processing cycle 32 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 # Activity 0°-15° 15°-30° Morethan30° 0°-15° 15°-45° Morethan45° TotheWaist Shoulder Height Abovethe Shoulder 0°-30° 30°-60° Morethan60° 0°-90° 90°-180° Morethan180° Easytopickup withoutmoving Itcanbepickedupwith ahandbyreachingout withthearm Difficulttohandle- Mustpayattention 0°-45° 45°-90° Morethan90° 0-4Steps 5-9Steps Morethan10Steps Lessthan5Kg 5Kg-11Kg Morethan11Kg 1 Fetch work x x x x x x x x x 6 4 3 2 Fetch Labels/Monitor sheets x x x x x x x x x 7 2 3 3 Fetch York x x x x x x x x x 5 2 9 4 Pallet lift er - moving boxes x x x x x x x x x 6 6 0 5 Moving boxes to scales x x x x x x x x x 4 6 6 6 Moving boxes from pallet to York x x x x x x x x x 3 4 12 7 Processing items x x x x x x x x x 7 4 0 8 Strapping items x x x x x x x x x 2 6 12 9 Taking York out - despatch x x x x x x x x x 4 4 9 10 0 0 0 11 0 0 0 12 0 0 0 13 0 0 0 14 0 0 0 25 0 0 0 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 Bending and Straighten the knees Ergonomics Analysis Pick up parts and materials Transportation of weights Walking Evaluation Points Level 1: 3 Points Level 2: 2 Points Level 3: 1 Point Muri Score: 136Movements on the Job Level Wrist rotation angle Work range Bending at the Waist Waist Rotation Angle Raising the Arms to Accomplish the Task 6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1 6 7 5 6 4 3 7 2 4 0 0 0 0 0 0 4 2 2 6 6 4 4 6 4 0 0 0 0 0 0 3 3 9 0 6 12 0 12 9 0 0 0 0 0 0 0 5 10 15 20 25 Tidying up process Muri D = items can be fetched by walking C = items can be picked up by turning the body A= items can be taken by stretching out the elbows, both hands can be used To attack Muri, our aim was to focus on the golden zone and how the necessary tasks could be completed with ease To achieve optimum, operators should be able to complete tasks required within the golden zone
  • 29.
    Tidying up process MuriWorking with the safety pillar, we looked at various ways in which we could improve the ergonomics of the operation. Safety Working with the safety team to improve the ergonomics
  • 30.
    Tidying up process Muri D= items can be fetched by walking C = items can be picked up by turning the body A= items can be taken by stretching out the elbows, both hands can be used Our aim was to focus on making the task easy for the operator and how the job could be made easy by removing the Muri LIFTING Rotating Bending Knees Wrist rotation
  • 31.
    Tidying up process GoldenZone 120mm 1400mm Each box has to be moved 1400mm to the scales with a lift upwards of 120mm for the box to be weighed at the golden zone On average, 1 operator performs this Operation repeatedly 400 times a day
  • 32.
    Quick Kaizen –Driven by safetyWorking with the safety team to improve the ergonomics Safety How can we improve the Ergonomics at the workstation? Tim Jones at our first Audit said that we should break down the processing to reduce Muri The focus was on the Ergonomics of the operations, and to improve the ergonomics was to break down the operation
  • 33.
    Tidying up process Ourideas produced our new model area. We trialled this Countermeasure that reduces material handlingWOMA (Workplace organisation model area)
  • 34.
    Tidying up process Thetrial was designed to use rollers to reduce material handling by two operators feeding boxes down the rollers to the Golden zone 6 Man operation
  • 35.
  • 36.
    Tidying up process Oncethe boxes are at the scales, the operator weighs the items within the golden zone. When the weighing is complete, the operators then push the boxes down the rollers to be strapped
  • 37.
    Tidying up process Twooperators at the end of the operation strap the boxes/bundle and put these into the Yorks
  • 38.
    Tidying up process Countermeasure WBCProcessing Cycle (WOMO) 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 # Activity 0°-15° 15°-30° Morethan30° 0°-15° 15°-45° Morethan45° TotheWaist Shoulder Height Abovethe Shoulder 0°-30° 30°-60° Morethan60° 0°-90° 90°-180° Morethan180° Easytopickup withoutmoving Itcanbepickedupwith ahandbyreachingout withthearm Difficulttohandle- Mustpayattention 0°-45° 45°-90° Morethan90° 0-4Steps 5-9Steps Morethan10Steps Lessthan5Kg 5Kg-11Kg Morethan11Kg 1 Pallet lift er - moving boxes x x x x x x x x x 8 0 3 2 Moving boxes to scales x x x x x x x x x 9 0 0 3 Processing items x x x x x x x x x 9 0 0 4 Strapping items x x x x x x x x x 4 4 9 5 0 0 0 6 0 0 0 7 0 0 0 8 0 0 0 9 0 0 0 10 0 0 0 11 0 0 0 12 0 0 0 13 0 0 0 14 0 0 0 25 0 0 0 3 0 1 4 0 0 4 0 0 3 0 1 3 1 0 4 0 0 2 1 1 4 0 0 3 0 1 Evaluation Points Level 1: 3 Points Level 2: 2 Points Level 3: 1 Point Muri Score: 46Movements on the Job Level Wrist rotation angle Work range Bending at the Waist Waist Rotation Angle Raising the Arms to Accomplish the Task Bending and Straighten the knees Ergonomics Analysis Pick up parts and materials Transportation of weights Walking 3 0 1 4 0 0 4 0 0 3 0 1 3 1 0 4 0 0 2 1 1 4 0 0 3 0 1 8 9 9 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 3 0 0 9 0 0 0 0 0 0 0 0 0 0 0 0 2 4 6 8 10 12 14 16 18 Pre Post Level 1 Level 2 Level 3 54 38 44 82.6 85.7 31.7 12 4 30 % TOTAL 136 46 67
  • 39.
    Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 1 23 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity after Muri Step 0 Step 1 Step 2 - Muri
  • 40.
  • 41.
    Mura analysis –Unwrapping pallets Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Histogram (Before) 0 10 20 30 75.00 78.01 81.02 84.03 87.04 90.05 93.06 96.07 99.08 102.09 105.00 to to to to to to to to to to to 72.00 75.01 78.02 81.03 84.04 87.05 90.06 93.07 96.08 99.09 102.10 Numberofsamples 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0 20 40 60 80 100 120 140 Time for Standard Work Batch (Secs) f(x) Before After Unwrapping a pallet at the workstation had An impact on production as the line would stop whilst The two operators were unwrapping the pallets Range = 33 S/DEVIATION = 5.90 Mean = 89.50
  • 42.
    Mura analysis –Unwrapping pallets Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Wrap Pallet Unwrapped Histogram (After) 0 10 20 30 40 50 60 70 20.55 22.10 23.66 25.21 26.77 28.32 29.88 31.43 32.99 34.54 36.00 to to to to to to to to to to to 19.00 20.56 22.11 23.67 25.22 26.78 28.33 29.89 31.44 33.00 34.55 Numberofsamples 0.00 0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09 0.10 0 20 40 60 80 10 0 12 0 14 0 Time for Standard Work Batch (Secs) f(x) Before After Range = 17 S/DEVIATION = 4.43 Mean = 27.83 Range = 33 S/DEVIATION = 5.90 Mean = 89.50 Pre Post
  • 43.
    Histogram (Before) 0 10 20 30 40 1.92 2.252.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10 to to to to to to to to to to to 1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88 Numberofsamples Mura analysis – Opening Boxes/Bundles Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Range = 4 S/DEVIATION = 1.24 Mean = 3.47 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0 5 10 15 20 25 30 35 40 Time for Standard Work Batch (Secs) f(x) Before After
  • 44.
    Histogram (Before) 0 10 20 30 40 1.92 2.252.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10 to to to to to to to to to to to 1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88 Numberofsamples Mura analysis – Opening Boxes/Bundles Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Range = 33 S/DEVIATION = 5.90 Mean = 89.50 Safety Working with the safety team to improve the irregular operations Box Cutter Operators using box cutters we more efficient at opening boxes/bundles
  • 45.
    Mura analysis –Opening Boxes/Bundles Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York Safety Working with the safety team to improve the irregular operations Histogram (Before) 0 10 20 30 40 1.92 2.25 2.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10 to to to to to to to to to to to 1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88 Numberofsamples Histogram (After) 0 10 20 30 40 50 60 70 1.18 1.37 1.57 1.76 1.95 2.14 2.33 2.52 2.72 2.91 3.00 to to to to to to to to to to to 1.00 1.19 1.38 1.58 1.77 1.96 2.15 2.34 2.53 2.73 2.92 Numberofsamples Range = 33 S/DEVIATION = 5.90 Mean = 89.50 Post 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80 2.00 0 5 10 15 20 25 30 35 40 Time for Standard Work Batch (Secs) f(x) Before After Working with Safety, we developed a S.O.P
  • 46.
    STRAPPEX MACHINE Mura analysis– Box strapping Task’s Collect Pallet Unwrap Pallet Open box/Bundle Put box onto rollers Weigh items Put items onto rollers Strap box/bundles Put box/bundles into York Push York out Collect York
  • 47.
    Histogram (Before) 0 10 20 30 3.40 3.814.22 4.63 5.04 5.45 5.86 6.27 6.68 7.09 7.40 to to to to to to to to to to to 3.00 3.41 3.82 4.23 4.64 5.05 5.46 5.87 6.28 6.69 7.10 Numberofsamples Mura analysis – Box strapping 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0 5 1 0 1 5 2 0 2 5 3 0 3 5 4 0 4 5 Time for Standard Work Batch (Secs) f(x) Before After Post Range = S/DEVIATION = 1.46 Mean = 5.18
  • 48.
    WCM Unit: WorkArea: Ref: Title: Problem: Improvement: Results Trainer: BEFORE AFTER Area / Item Ref. : Review Date: OPL: ONE POINT LESSON WCM Pillar: Safety Contact: Date: Approved by: Training Date: Trainees: IMPROVEMENT 0000/OPL00X Add graphics and text Add graphics and text Mura analysis – Box strapping EN VWorking with environment we build an OPL COUNTERMEASURE
  • 49.
    Mura analysis –Box strapping PreHistogram (After) 0 10 20 30 40 50 60 70 2.73 2.86 3.00 3.14 3.28 3.41 3.55 3.69 3.83 3.96 4.00 to to to to to to to to to to to 2.60 2.74 2.87 3.01 3.15 3.29 3.42 3.56 3.70 3.84 3.97 Numberofsamples 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80 0 5 10 15 20 25 30 35 40 45 Time for Standard Work Batch (Secs) f(x) Before After Range = S/DEVIATION = 1.46 Mean = 5.18 Post Range = 1 S/DEVIATION = 0.26 Mean = 3.19
  • 50.
    Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 1 23 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity after Mura Step 0 Step 1 Step 2 - Muri Step 2 - Mura
  • 51.
    Muda Analysis AIM WASTO CLEARLY IDENTIFY MUDA AND REDUCE NVAA # Process Steps Activity Start (sec) End (sec) Duration Cum. Classification 1 Processing Collect pallet of work 0 62 62 62 NVA 2 Unwrap pallet at workstation 62 120 58 120 NVA 3 Packaging taken to bin 120 135 15 135 NVA 4 Count sample for scale calibration 135 160 25 160 SVA 5 Calibrate scales 160 170 10 170 SVA 6 Weigh items 170 175 5 175 VA 7 Strap box/bundles 175 178 3 178 VA 8 Put box/bundles into York 178 181 3 181 SVA 9 Write York card 181 190 9 190 SVA 10 Put York card onto York 190 196 6 196 NVA 11 take York out to despatch 196 301 105 301 NVA 12 Collect empty York and return to table 301 326 25 326 NVA 84% 14% 2% 0% NVA SVA VA NVAU
  • 52.
    Quick Kaizen How canwe reduce Muda at the workstation? The focus was on the Muda within the operations, and how, at the model area we can reduce NVAA
  • 53.
    Muda Analysis 6 Operators/ 0 Logistic operators 5 Operators / 1 Logistic operator
  • 54.
    0% 85% 15% 0% NVA SVA VA NVAU Muda Analysis # ProcessSteps Activity Start (sec) End (sec) Duration Cum. Classification 1 Processing Count sample for scale calibration 0 25 25 25 SVA 2 Calibrate scales 25 35 10 35 SVA 3 Weigh items 35 40 5 40 VA 4 Strap box/bundles 40 43 3 43 VA 5 Put box/bundles into York 43 46 3 46 SVA 6 Write York card 46 55 9 55 SVA 84% 14% 2% 0% NVA SVA VA NVAU PRE POST
  • 55.
    Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 1 23 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Productivity after Mura Step 0 Step 1 Step 2 - Muri Step 2 - Mura Step 2 - MuDA
  • 56.
    Production/Savings Processing IPWH 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 1 23 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Week No IPWH Cost per 1000 items 0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 Before After £ Before After 39p per 1000 items saved Production 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 Before After Itemsperhour Before After 6500 items per hour
  • 57.
    Step 3 –tentative standards WCM Unit: Work Area: Ref: Title: Problem: Improvement: Results Trainer: BEFORE AFTER Area / Item Ref. : Review Date: OPL: ONE POINT LESSON WCM Pillar: Safety Contact: Date: Approved by: Training Date: Trainees: IMPROVEMENT 0000/OPL00X Add graphics and text Add graphics and text WCM Unit: Work Area: Ref: Title: Problem: Improvement: Results Trainer: BEFORE AFTER Area / Item Ref. : Review Date: OPL: ONE POINT LESSON WCM Pillar: Safety Contact: Date: Approved by: Training Date: Trainees: IMPROVEMENT 0000/OPL00X Add graphics and text Add graphics and text Box strapping Box cutter 1. Check the seg area is set up correctly to the agreed standard layout and ready to use. We need to ensure that no damaged cages are processed into… Safety Comes First! 2. Attach the correct cage cards to each RSC. Ensure you use the correct cage card & day sticker. This makes sure we are compliant with our quality targets! 3. Ensure that there is no more than 7 people working in a singl manual bullring area. The Safe System of Work directs that a safe working bullring has a ma ximum of 7 people at all times. 4. Open the cage gate if necessary to access contents. Ensure that you are aware of your surroundings when opening the cage gate! 5. Select a single bag from the cage, read the label and identify the correct destination cage. Take strong hold at the neck of the bag. 6. Check the bag weight BEFORE you lift the bag - if the bag is overweight, follow the 'Overweight Bag' Job Element Sheet. Test the weight before fully lifting a bag to prevent manua l handling strains and injury! 7. Lift the bag using good posture. Bend your knees not your back - this ensures the weight of the bag is focused on the strongest part of your body. 8. Walk in the most direct route to the destination cage. Straight lines ar e better and more efficient than anyother way. 9. Halt or veer around colleagues crossing your path. Avoid colliding into other people to prevent accidents, injury or damage. 10. Carry the bag to arms length of the destination cage & place/drop bag into cage. You should never throw a bag into a cage. This unsafe act could cause injury to you/ others and damage to the bag contents. 11. Close the cage gate if necessary. If a cage is filling up and the cage gate is open, ensure you close it to prevent bags falling out and causing a tripping hazar d! 12. Walk to the nearest available fedder cage. If the nearest available feeder cage is not available then select another cage to use. Issued by: Verified by: JES Ref: Ian Buckley James Bunt 01/ 08/ 11 01/08/2011 JOB ELEMENT SHEET Manual Bullring Operation Compliance… Manual Seg V.3 Process Step Key Point = CRITICAL STEP SAFETY WARNING = Job Element Sheet OPL’S to ensure the operators follow the correct ways of processing JES to ensure the operators follow the standard way of working, including job rotation
  • 58.
    Step 4 –mail characteristic education Swindon WBC Quality Matr 5 20 PLUS PPD 5 5 4 15-19 PPD 4 4 3 10-14 PPD 3 3 2 5-9 PPD 2 2 1 LESS THAN 5 PPD 1 1 A B1 B2 C D PI Frequency Rework Compensation Detection Severity Total 5 5 90 24 24 432 100 10 90 45 41 364 100 100 96 224 50 50 50 50 14 14 126 126 100% 480 22470% 405 10% 28 90% 252 45 90% 30% 96 5 Responsibility Act Do Plan Check Machine Materials 5 450 5 42 2 5 24 I Man Method Machine Materials Machine Method QA Matrix 280 480 320 450 Materials 44 55 4 Man Method Machine 3 E E Materials Man 435 320 No Man 10% 2 Recording of pallets in racking 2 Overweight boxes and bundles Customer Complaints 30-60 1 Problem Non conformity identified 26 Box Fills IncorrectI 5 2 Internal / External Defect made & corrected before processing Frequency Ranking Racking Cost Over 2 hours 60-90 Customer Complaint InternalLess than 30 minutes 5 Ranking Customer Detection Ranking 280 4 Activity Plan ReturnsGoods in/Compliance Method Man Materials Method Machine Processing Containers & Despatch Delivery office Detected 2 1 480 90-120 Priority Index = A* (B1+B2) * ΣC * D Process Step in Walk Bundling Centre 4 3 Cost Ranking Customer Compensation External/Pipeline Customer Rework Charges +/- Mail Centre Detection Defect made & corrected after processing Detection A B1 B2 0 Compliance ProcessStorage Despatch 1 2 3 C
  • 59.
    Step 4 –mail characteristic education 0 50 100 150 200 250 300 350 400 450 500 BoxFillsIncorrect CustomerComplaints Overweightboxesand bundles Recordingofpalletsin racking Overweight/Underweight advertisingmaterial Samplesnotprovided Boxfillsnotdone Loosebundlesin processedboxes Contractsnotbookedin Nocontainers Returns Defectivepallets Wrongdestinationputon Yorklabel CCPcameranotworking BookingInsystemnot working NoPOD Yorksputinwrong despatchlane Palletsnotshrink wrapped/Insufficient Contractsnotsigned Labelprinterbreak-down Documentenclosedlabel notused Customerstackingof pallets MixedLBD'sonpallet Mixedcontractsonpallet Overweightpallets Overheightpallets Contractstatusnot available Consumablesnot available Strappexbreakingdown Scalesnotcalibrating properly OverweightYork/RSC YorkStacking 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 PI Pareto
  • 60.
    Step 4 –mail characteristic education Quality Matrix - 4M's 0 50 100 150 200 250 300 350 400 450 BoxFillsIncorrect CustomerComplaints Overweightboxesand bundles Recordingofpalletsin racking Overweight/Underweight advertisingmaterial Samplesnotprovided Boxfillsnotdone Loosebundlesin processedboxes Contractsnotbookedin Nocontainers Returns Defectivepallets Wrongdestinationputon Yorklabel CCPcameranotworking BookingInsystemnot working NoPOD Yorksputinwrong despatchlane Palletsnotshrink wrapped/Insufficient Contractsnotsigned Labelprinterbreak-down Documentenclosedlabel notused Customerstackingof pallets MixedLBD'sonpallet Mixedcontractsonpallet Overweightpallets Overheightpallets Contractstatusnot available Consumablesnot available Strappexbreakingdown Scalesnotcalibrating properly OverweightYork/RSC YorkStacking materials machine method man
  • 61.
    AJR TRAFFIC PROFILE TheLogistics and Workplace organisation team look two weeks in advance to determine the traffic flow to the Golden zone Traffic would be selected based on box fill and quantity Step 5 – JIT mail supply and line balance
  • 62.
    TRAFFIC REQUIRED FORTHE WOMA (WORKPLACE ORGANISATION MODEL AREA) Contact Number Customer Name Distribution Date Box Fill Box Weight Volume of Traffic Yorks required S207957/303/All Versions Talk Talk 08/04/2013 300 9kgs 530,077 88 S209164/303/All Versions Talk Talk 08/04/2013 300 9kgs 300,850 50 T210354/303/001 EDF 08/04/2013 600 8.3Kgs 442,559 37 S208171/303/All Versions Hillarys 08/04/2013 320 6Kgs 394,190 41 S205697/303/All Versions Virgin 08/04/2013 300 9.1Kgs 735,431 123 TOTAL TOTAL 2,403,107 339 Compliance team record the box fill and box weight Once the compliance team have recorded the relevant information, the Logistics team then determine the number of Yorks that are required at the golden zone Step 5 – JIT mail supply and line balance
  • 63.
    63 Working with safetyto improve the ergonomics Driven by cost deployment to reduce losses Working with Logistics to remove NVAA Working with QA to identify quality defects Using FI tools to solve problems Staff trained on new area, equipment and machinery Workplace Organisation – Working Together
  • 64.
    Workplace Organisation Route Map 11 1 2 2 3 3 0.00 0.00 0.00 0.00 0.00 B B A A A A A A A AA Woma 1 1 2 2 2 2 3 3 3 3 3 3 4 4 4 5 5 5 5 5 6 6 6 6 7 7 7 7 7 7 AA Processing 1 5 5 5 6 6 6 6 7 7 7 7 7 7 AA Downtime 1 6 6 6 6 7 7 7 7 7 7 AA J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F Jan Feb 1 2 3 4 5 6 7 2014 World Class Mail Route Map - Workplace Organisation Audit Evaluation Through- puts 7 Steps of Improvement - Key 2011 2012 2013 Bronze
  • 65.
    SWOT Analysis • Staffengagement • World Class Mail Methodology • Working together with other Pillars •Reduce safety risks within operation • Space through-out the whole unit • Make savings within the operation • Improve the customer experience • Changes will engage staff further • Increased centre T/P • Maintaining staff interest • Management not maintaining standards
  • 66.

Editor's Notes

  • #6 Indicate your current position along the 7 steps