A distributor was able to use only half of its shipping dock doors due to disorganized conditions. Pallets and orders were staged throughout the warehouse with no clear structure. The shipping dock was crowded and chaotic.
A project was implemented to improve efficiency. Lanes were created along the dock to match each doorway. Pallets were placed in the appropriate lane based on the scheduled pickup time and door. Signs were added to hold daily staging forms to provide visibility of order status.
The results were improved physical safety, enhanced control and status visibility for supervisors. Daily door capacity increased by 33% with the new structured process. It also improved flexibility, as another experienced warehouse member was able to successfully run the dock during
Sorghum is an important feed to human and animal used in countries like the United State, India, Mexico, South America, Nigeria and Australia. Good-quality sorghum is available with a nutritional feeding value that is equivalent to that of corn. Sorghum can be processed to further improve and increase its feed value and techniques such as grinding, steam flaking, crushing popping, steaming and extruding have all been used to enhance the grain for feeding. The products are then fed to beef, dairy cattle, swine, laying hens, poultry, sheep, and are used in pet foods. As much as 12 percent of domestic sorghum production also goes to produce ethanol and its various products. With the demand for renewable energy fuel sources increasing, demand for products like sorghum-DDGS (sorghum distiller's dried grains with soluble) will increase as well due to sorghum's favourable nutrition profile.Sorghum is about 70% starch, so is a good energy source.
Raizul Mazha is responsible to promote efficiency and compliance improvement towards internal processes in Johor Port Bhd, one of the top multipurpose ports in the world.
He is also a passionate photographer and videographer in his free time.
Sorghum is an important feed to human and animal used in countries like the United State, India, Mexico, South America, Nigeria and Australia. Good-quality sorghum is available with a nutritional feeding value that is equivalent to that of corn. Sorghum can be processed to further improve and increase its feed value and techniques such as grinding, steam flaking, crushing popping, steaming and extruding have all been used to enhance the grain for feeding. The products are then fed to beef, dairy cattle, swine, laying hens, poultry, sheep, and are used in pet foods. As much as 12 percent of domestic sorghum production also goes to produce ethanol and its various products. With the demand for renewable energy fuel sources increasing, demand for products like sorghum-DDGS (sorghum distiller's dried grains with soluble) will increase as well due to sorghum's favourable nutrition profile.Sorghum is about 70% starch, so is a good energy source.
Raizul Mazha is responsible to promote efficiency and compliance improvement towards internal processes in Johor Port Bhd, one of the top multipurpose ports in the world.
He is also a passionate photographer and videographer in his free time.
Kanban Coaching Exchange Meet up group slides. A look at Scaling Kanban and the 7 Cadences (Daily Kanban, Strategy Review, Service Delivery Review, Operations Review, Risk Review, Queue Replenishment and Delivery Planning Meeting)
During the module, we will run a lean improvement simulation. This simulation will involve your team running a ‘bad’ process alongside another team and through various iterations of improvement turning it into a ‘good’ process.
The team project report needs to analyse the decisions that you made during the simulation.
You should present some of the key data from the simulation – WIP, throughput time and improvement decisions. The report should then analyse what happened using process improvement and lean terminology.
In particular, the report should identify what happened (in terms of the decisions that you made) the impact of these decisions on the operation and then lastly make recommendations for what might be done differently next time (key learning points)
Please note:
• Limit your work to 8 pages
• The page count is all-inclusive and includes any graphs, tables, or references.
• As a formatting guideline use: Arial 12 point with 25mm margins on all four sides, A4 paper
• Cover pages, etc. are not required.
Gate Keeping the Storeroom: The Key To a Sustainable Materials Management
James Kovacevic; MMP, CMRP, CAMA
Sustainable storerooms and spare parts programs require the right management and governance to be successful. Without this governance, the storeroom inventory continues to grow and leads to an abundance of spares that will end up being obsolete. In addition, the excessive inventory causes the business to tie up cash, which it could be using elsewhere.
The principle way to govern a number of spares in the storeroom is to implement a policy and procedure in which all new parts requests are evaluated, prioritized and ultimately accepted or rejected for stocking in the storeroom. This management practice can yield significant improvements for not only the maintenance department but also the business.
In order to make this process work, the business needs to establish criteria in which spare parts are evaluated and decisions made. These criteria can be a source of fear for many in the maintenance department and storeroom as it could lead to stock outs. These criteria need to be based on the individual business performance and needs.
The end result of implementing a process such as this is a storeroom which improves the performance of not only the maintenance department but the business as well.
Kanban Coaching Exchange Meet up group slides. A look at Scaling Kanban and the 7 Cadences (Daily Kanban, Strategy Review, Service Delivery Review, Operations Review, Risk Review, Queue Replenishment and Delivery Planning Meeting)
During the module, we will run a lean improvement simulation. This simulation will involve your team running a ‘bad’ process alongside another team and through various iterations of improvement turning it into a ‘good’ process.
The team project report needs to analyse the decisions that you made during the simulation.
You should present some of the key data from the simulation – WIP, throughput time and improvement decisions. The report should then analyse what happened using process improvement and lean terminology.
In particular, the report should identify what happened (in terms of the decisions that you made) the impact of these decisions on the operation and then lastly make recommendations for what might be done differently next time (key learning points)
Please note:
• Limit your work to 8 pages
• The page count is all-inclusive and includes any graphs, tables, or references.
• As a formatting guideline use: Arial 12 point with 25mm margins on all four sides, A4 paper
• Cover pages, etc. are not required.
Gate Keeping the Storeroom: The Key To a Sustainable Materials Management
James Kovacevic; MMP, CMRP, CAMA
Sustainable storerooms and spare parts programs require the right management and governance to be successful. Without this governance, the storeroom inventory continues to grow and leads to an abundance of spares that will end up being obsolete. In addition, the excessive inventory causes the business to tie up cash, which it could be using elsewhere.
The principle way to govern a number of spares in the storeroom is to implement a policy and procedure in which all new parts requests are evaluated, prioritized and ultimately accepted or rejected for stocking in the storeroom. This management practice can yield significant improvements for not only the maintenance department but also the business.
In order to make this process work, the business needs to establish criteria in which spare parts are evaluated and decisions made. These criteria can be a source of fear for many in the maintenance department and storeroom as it could lead to stock outs. These criteria need to be based on the individual business performance and needs.
The end result of implementing a process such as this is a storeroom which improves the performance of not only the maintenance department but the business as well.
1. Shipping Dock Efficiency
Improvement
A distributor was able to use only
half of its shipping dock doors due
to disorganized conditions.
1
Collaborating with teams to solve business
puzzles – one piece at a time. TM
2. Problem History
• 70 +/- customers per day picking up at dock
o Orders previously placed online & appointments set
o Order size ranged from a few cases to multiple pallets
• Orders historically picked the previous day
o A response to low inventory accuracy
• Staging of picked orders unstructured
o Pallets staged throughout the warehouse
• Shipping dock crowded and chaotic
Collaborating with teams to solve business
puzzles – one piece at a time. TM 2
Pallets staged along aisle way
(100s of feet from dock)
3. Conditions at Project Beginning
• Formal cycle count program in place
o Much-improved record accuracy
• Better management of picking
o Picking LT reduced to 4 hours
o Fewer pallets staged in warehouse
• Shipping dock still had problems
o Pallet placement remained unstructured
o Only one warehouse team member able to
run the dock effectively (years of experience)
Collaborating with teams to solve business
puzzles – one piece at a time. TM 3
Pallets on shipping
dock awaiting pickup
4. Concept Development
4
Collaborating with teams to solve business
puzzles – one piece at a time. TM
A
B
C
Open
Next
D
E
G
H Next
I
K
L
M
N
O
P
Q
Warehouse
Shipping Doors
Warehouse
Shipping Doors
B
A
C
G
P
K
O
L
N
Current Condition Proposed Process
• Pallets placed
randomly
• No relationship
to pickup door
• No relationship
to pickup time
• No visibility of
order status
• Lanes created to
match doorways
• Pallets placed in
appropriate lane
• First appointment is
first in line
• Easy to identify
missing orders
5. Implementation
• Discussion, Feedback, Training
o Supervisors
Thoughtful assignment of picking orders
Match picking to appointments
Daily creation of staging forms, by lane
o Order pickers
Timely execution and documentation
Easy completion of forms at each lane
• Trials with tape to define lanes
o Changes and adjustments over 2 weeks
Collaborating with teams to solve business
puzzles – one piece at a time. TM 5
Sign posts made for
each lane to hold
daily “staging form”
6. Results
• All team members asked questions, learned,
and contributed
• Project duration: 4 weeks start-to-finish
• Cost - $120 for tape and sign posts
• Physical safety improved
• Status at a Glance
o Enhanced control
o Supervisors able to anticipate problems
• Daily door capacity increased 33%
Collaborating with teams to solve business
puzzles – one piece at a time. TM 6
Photo from dock
door showing pallets
neatly placed in
order of pickup time
7. Epilogue
Beyond the quantitative value shown, there was a “back-story.”
The shipping dock was run by a warehouseman with three years
of dock experience. Historically, when he was on vacation the
dock descended into chaos; other experienced warehouse team
members were unable to effectively manage. It was fully
accepted that it would take 6 months to train a 2nd person.
One week after project completion, the dock person had to take
unexpected leave. Another skilled warehouse team member
stepped in, and he ran the dock well and successfully for 1-1/2
weeks. The team thought this was a great proof of concept.
7
Collaborating with teams to solve business
puzzles – one piece at a time. TM
