Jermaine Cotino

Continuous Improvement

Challenges tackled2010 - 2012

• Layout Improvement• Warehouse Optimization• Expanded Coverage• Excess and Obsolute• Hot Check Tool Introduction

Layout Improvement

• There was no logical flow between the processes and the layouts.

• After I matched the layouts with the processes, the flow became more logical and much more L.E.A.N.

Are

as F

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Whs Optimization in Progress

Before After

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Whs Optimization in Progress

Full consolidated area after my Implementation of new procedures

Expanded Coverage• The business working hours

are extended (6:00 – 18:00).• New people are hired to

cover the 12 full working hours

• We are able to meet the customer satisfaction on a higher level.

• The extended hours and the increased head count in combination with the GeForce Technique

Scrap and Donation Orders• Decrease of Excess and

Obsolete Inventory • Reduced the excess and obsolete Inventory which keep the inventory low.

• The space is now optimized, and consolidated.

• Preparation for NPI’s.

HOT Check Tool• With the hot check tool,

we could accomplish to receive hot items first.

• Releasing of Planned / Backlog orders went faster because of the prioritized receiving.

• We were able to reduce 50% of the backlog after we start using the HOT Check tool.

Rec Put Pick LAB Pack Manifest Ship

Dock

HUBSlow

Medium

Fast

• Database Registration all pallets (shared) Also New Ones• Hot Check tool scanning & segregate boxes• New Priority’s in the hot check which indicated the part

will release a full order• Build pallets from 1,5 mtr (hot parts / boxes)• Each Pallet needs to be scanned and labeled with a pallet

ID. Pallet ID, #SO, shipset, P/N.• Arrange shipment to whs

• Build Hot Trolleys (Market HOT)

• Each morning review the previous day’s output (+/- 15 min)• Supervisor assigned order to the lab techs based on FIFO• 1 big trolley for the lab for small order < 10 small assets• Each Tech has a daily Target of 10 orders to pass.• Quality Assurance: all Tandberg and UCS test results need to

be stored in the Lab DB, including test screenshot (training needed)

• Tandberg and UCS orders triple checked before leaving the lab. (Globally 26% failures)

• Order(s) with tech issues in Lab-Hold status need to be reported to the management

• HOT-Order issue need to reported to the management.

Hot Check PrioritiesPRIO 1 =Backlog Escalated (CS team/Kevin & etc)PRIO 2 =Backlog can release full ordersPRIO 3 =Backlog no escalationsPRIO 4 =Backlog NPIPRIO 5 =No Backlog no stocks High Runners

Put Away Priorities

PRIO 2 =Backlog can release Full orders, trolleys goes to problem-hot

Physical locations needs to be defined

All other priorities follow their normal procedures

NEW Challenges and Goal’s2012 - 2014

• 5S Introduction• Extra Racking / Safety• Daily Cycle Count Program• WMX Training /

Preparation• Dashboards (sql written

queries from the Database)• Increase order fulfillment

5 S Introduction 1 Sort 2 Stabilize 3 Shine 4 Standardize 5 Sustain

• Daily and weekly housekeeping are setup and followed.

Extra Racking & Safety for personal

• Pallet Racking in hall C will be replaced by the same racking in Hall D

• This will create more then 50 extra pallet locations in Hall C.

• Safety net will be placed in the shipping and expedition area

Daily Cycle Count Program• A cycle count is an inventory

management procedure where a small subset of inventory is counted on any given day.

• A Team will be assigned for this program.

WMX Preparation / Training• Area’s need to be

labeled to prepare for barcode scanning.

• Individual training will be given.

• Groups sessions will be planned for the weekends

Increase order fulfillment

• Daily Dash Boards introduced to monitor the gabs in the processes.

DASH BOARDSReleased orders with SLA time

DASH BOARDSUser KPI per Day refreshes each 5

minutes

DASH BOARDSCycle Count

The End

"The key to success is for you to make a habit throughout your

life of doing the things you fear."