2013-2014 two year project and savings summary rev
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This document summarizes process improvements made from 2013-2014. Key points include: - Improvements to the IDC pick process reduced time per line item by 132% and improved order accuracy and on-time delivery. - Additional focus areas showed improvements such as a 56% reduction in flexo press spoilage and a 16% increase in efficiency. - Total estimated savings from all improvements across IDC, flexo, onsite and new carton designs was over $171,000.
2013-2014 two year project and savings summary rev
- 1. 2013 2014 Two year Process Improvement Summary 1 2013 2013 March thru September SubjectBuildingThree FinishedGoods/IDC Pick time per line item reducedfrom 6.67 minutesto 2.87 minutes132% improvement,38% improvementorderaccuracy from 69 to 95 %,on time deliveryfrom69% to 99.67% a 42% improvement Finishedgoodsbecame myfocal pointasdirectedfromKevinCampandRichardBurke due to its consistentfailuretobe efficient,deliveryorderstimely,andaccurately. Initial Status Before o 69% orderaccuracy o Average picktime perline item6.67minutes o 70% ontime shipment,withshipmentsconstantlybeinglost o Noticeable lackof structure anddiscipline o No organization o Lack of leadership o Limitedknowledgeof systemandprocesses SeptemberAfterandhas continuedtoimprove o 95% errorfree o Average picktimesperline item2.87minutes o 99.67% on time delivery Improvementsmade o One weektrainingwithrepresentativefromManhattan Due to havingthe properknowledge retrainedall employeesonpropersystems and functions Leadershiptrainingfornew andcurrentmemberstobettermanage dayto day workrequirementsandpeople o Implementationof grouppickingtoincrease orderpickingspeedandaccuracy o Removedwrongpeople,andhire the rightpeople o Warehouse binrestructure andorganizationof racks improvedworkflow and increasedavailable space o Implementationof 5S o Createdandimplementedordercompletionshipped Createdautomatedspreadsheettouse barcode scannerto verifyeachpull ticketas the orderis boxedandplacedonthe skidfor pickup,reducedlost shipments98%.
- 2. SeptemberleftIDC,Chris continuedfocusandimprovementscontinue.Movedfocusto Onsyte department.Initial immediateneedsuccessof D W hot stampjob,single largesthot stampjob foreach yearoverone milliontags. o Learnedhotstamp equipmentinordertotrain necessaryemployees Trainedfouremployeesone tempandthree full time employees Completedsuccessfullywithinrequiredtime frame Creatednewmethodtodocumentitemsproduced Creatednewdocumenttosimplifyandreduce dataentryinshipping Excel documentthatdoubledasa shiplistandcalculatedtoensure we producedeachversioncompletely. Begantrainingof Onsyte leadership Before o Limitedknowledgeof Monarch o Poortime management o PoorCommunication After o FunctioningeffectivelyandIndependentinMonarch o Dailytaskschedule processcreatedtoimprove time management o Improvedcommunicationtoscheduling,sales,management hourly rate 10.50$ Avegage lines/ order 3.50 Orders from 3/1/13 to 12/31/13 14718.00 mins/line min/ line in hours Avg mins/order based on avg lines Avg time per order hours Total time mins Total Time Hours Total Cost Before 6.67 0.11 23.345 0.389083 343591.71 5726.529 60,128.55$ After 2.87 0.05 10.045 0.167417 147842.31 2464.039 25,872.40$ Variance/Savings 3.8 0.063333333 13.3 0.221667 195749.4 3262.49 34,256.15$ Average time to correct order/min 15 Order Accuracy Correctly Sent Incorrect Sent Total time correcting orders Cost Correcting Orders 69% beginning 10156 4562 68430 11,975.25$ 95% after improvements 13982 736 11038.5 1,931.74$ Savings 10,043.51$
- 3. 2 2014 CONTINUED FOCUSINONSYTE,ADDED NEW FOCUS IN FLEXO Onsyte o Introducedandtaughtbasics of 5S o Removedwrongpeople o Hot Stamp Initiatedconceptforvariable speedmachine to improve qualityandreduce waste Beganwithone machine,byendof 2014 all three machines Creatednew make-readyprocess o reduce make readytime by20% o Reduce wastedstockby50% o Initial jobtestedwas2014 D W 25% reductioninlaborcostsavingson thisjobalone in labor$1600 Reduced runand make readywaste due to improved machine designandmake-readyprocess D W estimatedrun/make-readywaste was11% of job basedon twopreviousyearsdatatotal of 159500 tags. Actual run waste 67500, able to add92000 tags to IDC inventoryforfuture catalogsales,sale price of $1847.36 for all returned Createdandimplementedproductiontrackingcalculator/documentfor employeestoknow dailyproductiontargets,andtrackhourly production Createdandimplementedsignoff documentprocesstoensure quality and accuracy of productfor eachjob. o Perforators Standardizedoperationof machines reduceddowntimeandimprove quality Onsyte Savings 16% improvement in efficiency Total produced pieces 2014 101,367,164 This year 2014 efficiency 75 Last year 2013 efficiency 69.54 Est Run hours 6973.98 Hours 2014 8578 Hours based on prev 2013 eff for 2014 est hours 9098.25 Variance hours 520.25 Hourly Rate 10.50$ Cost run hours 2014 90,069.00$ Cost run hours for 2014 based on 2013 efficiency 95,531.67$ Savings 5,462.67$
- 4. Standardizedworkcells Standardizedtrainingtoreduce trainingperiod Createdandimplemented productiontracking calculator/documentfor employeestoknow dailyproductiontargets,andtrackhourly production Createdandimplementedsignoff documentprocesstoensure quality and accuracy of productfor eachjob. o Flexoand Sanki Presses 56% overall reduction inspoilage,increase in efficiencyof 16% Dollar Savings for 16% increase in efficiency FlexoPress Spoilage Dollars Saved2014 2013 spoilage $12928.35 2014 spoilage $8337.11 Savings versuspreviousyear $4591.24 o FlexoManager Role and salary removedfor past 15 monthscost ofthis salary has beensavedand will be moving forward. Savings of $75,000. Make-readyreductioninSanki press Addedone additional setof shaftsandgearstoreduce make-readytime o New gearsreducedqualityissuesaswell inregistration Sanki run andrepairimprovements Reviewedandtrainedoperatorsonpropersetupof deliveryfingers o Belttension o Bearings o Gear setup Flexo Press Only Savings 16% improvement in efficiency Total produced pieces 2014 28,467,654 This year 2014 efficiency 77.31 Last year 2013 efficiency 66.65 Est Run hours 5051.96 Hours 2014 6214.41 Hours based on prev 2013 eff for 2014 est hours 6744.37 Variance hours 529.96 Hourly Rate 18.50$ Cost run hours 2014 114,966.59$ Cost run hours for 2014 based on 2013 efficiency 124,770.78$ Savings 9,804.20$
- 5. Deliveryfingersare 90% of Sanki downtime incorrect torque and tensionwere the causingconstantfailures of these part.Rootcause wasimpropertraining. Organized,Sorted,PlacedinBins,andlabeledall sanki parts o Sanki parts were keptinnostandard setup andin three differentareaswithverylittle organization. o Many parts had beenorderedmultipletimeswithsome exceeding50 of a single skudue tolackof organizationtyingup dollarsinparts onhand and continuallyorderingbecauseitwas not knownwhatwason hand. 3 2014OTHER AREA IMPROVEMENTS WorkedwithRB to reduce make-readyforsheetfed,created,implemented,andmaintained effectivetrackingmechanismwithspreadsheetwhichprovidedinsightintowhere the issues were andthe progressbeingmade.WorkedweeklyJanuarythroughMarch withthisdata. Createdtwoimprovedbox designsforthe twoprimaryhort tag boxes( HP166 and LOWBOX2) o Newdesignwasinitiallytoaccommodate fornew L37 tag. Duringthe process I tookit a stepfurther,the outcome wastwoimprovedboxesinsteadof justone new box. Resultsfornewbox designs Rightsizedfit,noun-necessaryspace frompreviousdesignsimproving stabilityof productbeingshippedreducingpotential damage toproduct or rubberbanding. Newsizesalsoyieldmore perboxesperskidbothinshippingto customerand toIDC inventory. o HP166 23% improvementinskidyield 36 more boxesperskidon live ordershipments 24 more per skidto IDC o LOWBOX2 16% improvementinskidyield 24 more per skidinbothordersand to IDC Reducedoverall space requirementsin IDC o Savingsof 32 skidsgoingto IDCfor Lowesannually o Labor Savings $2400 inmovingskidstobins Reducedshippingcostsinlive ordersdue tooverall skidpertruck reduction. o Cost of $491.52 perskidshipped o Skidreductionof 50 peryear o Savingsof shipmentcostandactual skidcost total $24976 Fulfillmentjobsetupteamproject
- 6. o As part of the projectto have fulfillmentsetupteamstomanage incomingproductina similarfashiontoIDCI participatedinprovidingthe following Creatingandimplementingtrackingspreadsheet forsetup timesandstepsto helpidentifyareasof improvementandtrackimprovementsmade Createdlivingautomatedexcelvirtual warehousespreadsheettohelpmanage productcomingintofulfillment. Binlocationswere created inbuildingone Trackingspreadsheetwasthenusedtoenteritemsstaged Wouldinformyouwhenyouneededtopull item Wouldinformyouwhenitemswere complete Providedliveupdatesandvirtual floormapof available space for effectiveplanningandspace utilization. Helpedtolaygroundwork forevolvingintousingScale Summary o Total Savings 2013 and 2014 Fiscal Year IDC Project 44,299.51$ Flexo/Onsyte 99,858.11$ New carton initiative 27,376.00$ Total Savings 171,533.62$