Shenzhen Warehouse Hub Lean Thinking Improvement Project

1. Background
1.1. Story Board

2. Choose the proper value stream to be improved
3. Map of Current State
 
1.	Send S/N by email to both SI and suppliers (1 working day= 8hrs)
Italy want to check and arrange the shipment schedule with origin
forwarders for FOB business and push supplier to place the booking to
forwarders.

2.	Cargo ready and send S/O & packing list to SI-CS (1 working day= 8hrs)
Schenker Shenzhen normally need to contact supplier to confirm whether
the cargo is ready or not. And supplier will need to push supplier to
place the booking.
3.	Confirm and release S/O NO. (30 mins)
4.	Clarify with supplier for customs declaration and handling
procedure for delivery to SI ?Futian warehouse. (2 hrs)
5.	Double check S/O with S/N, if any discrepancy need to clarify with
supplier (5hrs)
Suppliers always provide the wrong packing lists (about 80 % of
suppliers? documents will have error). Schenker Shenzhen need a lot of
time to communicate with them.
 
6.	Send S/O & P/L to SI warehouse operation before cargo arrive at
Schenker warehouse. (30mins)

The warehousemen need to know the coming shipment in advanced.

7.	. Supplier done customs declaration and send customs declaration
sheet to SI ?CS (1 working day = 8 hrs)

8.	Unloading cargo and sorting by destination No. onto the pallets (2
hrs for 20? container(estimated 500ctns=12500pcs) ; 4.5 hrs for 40?
container (estimated 1300ctns=32500pcs); the manpower is 4 people

The loading staffs feel complex to unload the cargo because of the
following reasons:
A.	Wrong packing list against the carton marks, 
B.	double carton No on the shipping marks,
C.	Suppliers do not load the cartons separately by commessa No and
Listino No in the container.
D.	Suppliers use LCL consol containers, which are containing many
different other clients? cargo.
E.	The unloading team is not specific for our account , they are not
familiar with our supplier documents.
 
And for some CFS shipments, Schenker Shenzhen also sorts the cartons
by themselves.

Please note that the industrial common practice is that the drivers
need to sort the cartons by job order on the pallets before they can
get the cargo receipts from the warehouse.

Originally, BB brand assume the ship mark is correct with the packing
lists. BB brand only request receiving counter to ensure the number of
cartons are correct in one commessa against the shipping notification.

The detailed data matching between shipmarks and packing list. should
be done during the warehousemen putaway the cartons into inbound area.
The unloading team only needs to sort the cartons by commessa.

Many suppliers complain the long receiving time.

Remarks: Industrial practice 
(For logistics warehouse : High value of cargo e.g. final health care
product, medicine need to be checked detailed against the packing list
by piece level, or the cargo only one model for a shipment, we can
also afford the time in receiving. For the shipment involve too many
different color and size, it is highly wasting the time to detailed
checking in receiving. We can only ensure the no. of carton and there
is no remarks and damage in the carton. Depending the agreement
between Logistics Company and the customers, if the service is need to
handle the piece level, we usually will chop ?Temp. receipt waiting
counting? and do not issue the FCR to the suppliers before we confirm
receipt the cargo with the client
For sea freight warehouse , we only need to ensure the no. of carton is matched )

The cargo receipt is one important document; the date should be
chopped instead of hand writing.

9.	Stock into warehouse. and waiting for MOD 2 testing (30mins)

In this step, the BB brand warehousemen, who is responsible for Mod 2
testing, should be familiar with the packing lists. However, there is
no checking in this step before confirming receipt in our SDS system.

The warehousemen stores the cartons into the in bound area without any
indication on the pallets.

There is only 2 lifts can be used to transfer the cartons from the
dock to BB brand warehouse.

10.	Update reports and SDS system based on actual receiving (15mins of
one shipment)

According to BB brand formal procedure, Schenker Shenzhen should
confirm the shipment has been received in the SDS system within the
same physical arrival day.
If they cannot update the SDS system timely , there is financial cut-off problem. 

However , there are several reasons they cannot update timely:
1)	Partial delivery: in one shipment, there are many Purchase Orders;
however, the suppliers only can deliver several Purchase Orders. Our
SDS system must be updated by whole shipment, not by each commessa
(PO).
2)	The receiving process is too slow , the office staff has not enough
time to update the system within the same day.

11.	Prepare and issue FCR to supplier as the confirmation of receiving
cargo. (1 hr for one shipment)

12.	Update to warehouse. operation and repacking team on next day
incoming shpts (15mins)
 

1. Mod 2 testing and send to BNT Italy:(each commessa 30 mins ; 1 man)

What is Mod 2 :

The centralized BB brand packing system requires a ?packing standard?
for each style.This information is essential for computer to define
the optimum type of pack (i.e. type of Box ,and no. of box) according
to the pieces required.

The steps of Mod 2 :
A.	Select an intermediate size among those available in the job order.
B.	Select the most suitable package from among those available
C.	Fill the box with the optimum number of styles (all of the same
size) in job order to completely fill the available space.
D.	Determining the weight of an individual kit.

Because there is no indication on the pallets, the warehousemen just
do the Mod 2 randomly, and they are not follow FIFO concept.

When Mod 2 has been finished, warehouse supervisor will take the Mod 2
result from 2/F warehouse to 3/F office immediately.

They need to spend around 10mins for to transfer the documents to/from warehouse.

The warehousemen often do not know which PO has been done Mod 2 or
not, because there is no indication on the pallet.

There is weakness of our repacking system; the repacking calculation
only will be proportionally. To take an example, the result of the Mod
2 testing indicate that Box 10 can contains 15 pieces of garment A ;
however , in reality , Box 20 may be not able to contain 30 pieces of
garment B. Therefore, there are some special skills to do Mod 2
testing or we need to spend a lot of time to amend the Box type in Mod
7.

2. Prepare Pick and Pack instruction based on Mod 2 testing. (1 working day)
Even Schenker Shenzhen provide the data at 9:00am , they only will get
the packing instruction around 4:00pm (Italy office hour)

3. Confirm receiving of P&P instruction (10mins)

4. Print shop label and P&P instruction in Imballo system 
Repacking instruction printing is very slow because of slow internet
connection. We need average 1 hr to print one repacking job. If we
need to fulfill 30000pcs, we daily need to print around 30 jobs. We
have 3 printers; therefore, they need to use 10 hrs to print the jobs
in order to fufill 30000pcs target.

5. Send full set of Pick and Pack doc to warehouse repacking team.
Get packing instruction from the office is time-consumption process.
Warehousemen received the packing instruction at 3/F office. They no
need to sign for receipt.
The warehousemen has the responsibility to check the carton labels
whether are matched with packing instructions.
However, the warehousemen is not familiar with the documents.
If they find anything is wrong in the packing instructions, they need
to go back office again to ask the office staffs to correct it.

6. Organize physically P&P

After the warehousemen got the right packing instructions, there are
no specific shelve in the warehouse to store the pending packing
instructions.
The document always is missing and need to be re-printed at the office.
And there is no clear schedule to instruct the priority of the job to
the warehousemen.

Raw material management is a problem, the raw material report is not
accurate, and they often realize they have not enough certain type of
boxes when they are printing the packing instructions. The lead time
is about 7 working days to get the new cartons (from placing the order
to delivery the cartons).

The inbound area is not enough, and the current storage method in
inbound area is floor-load and stacking. We stack the pallets very
high. Getting the right pallets to repacking area became time
consumption.
 
The Pick and Pack workflow is not continuousness. The warehousemen
always spend a lot of time to hand over the cargo from one step to
another.

There is no need to match the packing list data against the carton
breakdown on the ship marks again. This checking process is highly
time-consumption., and should be done already during unloading
process.

Some teams will sort the cargo on the floor, they cannot identify how
much area they need for sorting whole commessa. They spend a lot of
time to expand the sorting area and protect the cargo on the floor.

Some teams are better, they have a self. They will sort the items on
the table, and then put the correct items in the self. And they will
pick the items from the self according to packing instructions.

Job order splitting process already includes the function of matching
the documents, sorting the cargo and even picking the cargo at the
same time by two persons. This method will be introduced in the
suggestion section.

7. Finish P&P, prepare Mod 7 
Shenzhen Hub always will work overnight. However, they have not set
the cut-off time to finalize their Mod 7 report and raw material
report.
The staff has some confusion which job should be included in that day reports.
The confusion makes the accuracy of the report is questionable.

 
Layout and workflow of the warehouse.

8. Move finish P&P cargo to storage area, process first scanning into storage area.

The layout they are using is not the original we set. The cargo
movement flow is complex and not continuousness .There is high
potential for the accident and slows down the cargo movement. The
pending cargo becomes too many in different areas. The Pick and Pack
process will be slowed down.

Slow wireless scanner connection is a problem. Now, we need 10-15
seconds for 1 carton barcode scanning, we have 2 scanners working for
1 day. There are total 2 scanning steps (stock in area and shipping
unit area scanning) until the carton is loaded in a container. One
carton average will contain 20pcs, that say if we reach the target of
30000pcs daily, 2 scanners is enough.

              Target pcs	30000pcs
Average pcs in one carton	25pcs
Average cartons need to scanned in a day	1200ctns
?	?
Average scanning one carton (in second)	15sec
Total need to scan	2times
Average scanning time for day using one scanner	10hrs

However , if one scanner has not enough battery or out of order ,
Schenker Shenzhen will not be able to finish our target 30000pcs
within 8 working hrs.


9. Upload Mod 7
If we have not uploaded the Mod 7 in BB brand repacking system yet, BB
brand?s WMS will not allow Schenker Shenzhen to scan the Box ID into
shipping unit area.

On time uploading Mod 7 is highly important for outbound processes.
Italy has the time difference. This process should be done by Hong
Kong office with enough Manpower.

10. In case of discrepancy, need to give instruction to Schenker
repacking team to follow up.
There are several discrepancies, Schenker Shenzhen still do not know how to handle:
A.	The qty discrepancy between the packing list and carton ship marks.
This kind of discrepancy should be found in the unloading and
receiving process before creating the packing instruction by Italy.
They should not waste the time to deal with this kind of problem
during pick and pack.

B.	When they open the carton, they found the qty discrepancy between
the physical cargo and packing instruction. They will take a photo,
write down the record and email to BB brand. However, we have given
them the instruction and authority to handle the discrepancy by
themselves and reflect the discrepancy in Mod 7 report.

C.	When Schenker can combine the qty in one carton is uncertain. 

D.	The case of missing price tag makes Schenker Shenzhen to confuse.
Some price tags we can allow them to use, while the certain country
price tags cannot be used.

11. Follow up instruction for any discrepancy during P&P 
 
 
Outbound processes:
1.	BB brand Italy prepare shipping instruction to Shenzhen Hub
2.	BB brand Italy book with forwarder for shipping space
3.	Based on shipping instruction, work out loading list for warehouse
repacking team
4.	The warehousemen will process 2nd scanning; they will scan the
cartons from storage area to shipping unit area (outbound area).
5.	The warehousemen move the cargo physically to outbound area. Each
shipping units need to be separated.
6.	Schenker Shenzhen Confirm to BB brand when finishing 2nd scanning.
7.	BB brand Italy sends Voyage arrangement data to Shenzhen Hub.
8.	Schenker Shenzhen double confirm with BB brand for shipping
instruction like consignee, notify party, and shipping terms, etc.
9.	Schenker Shenzhen contact with nominated forwarder for carrier S/O
10.	Send Loading List to warehouse repacking team
11.	Send loading list to warehouse operation team
12.	Prepare doc for customs declaration and arrange pickup empty
container to warehouse for loading.
13.	Physically loading & confirm to both CS and repacking team when loading done
14.	Process 4th scanning ? loading confirmation
15.	Send actual final loading list to BB brand after loading the cargo
into containers.
3.1. What is the current TAKT time?
3.2. Identify Lean Metrics
3.2.1 Demand analysis
3.2.2 Capacity analysis
3.3. Current Problems
         

3. Delivery from suppliers for incoming shpts: 
    
4. Map of Future State	
4.1. Where should the production be pulled via Kanban?
4.2. Where should the production flow continuously?
4.4. Leveling concept?
5. Create Kaizen Plans / KANBAN FLOW	
In a warehouse, they should have a cabinet to store the packing
instruction temporarily. In addition, the warehouse supervisor should
allocate the job sequence and manpower in the beginning of every
working day.

The Job schedule planning should be noticed on the white board. Each
packing team leader can read the information and get the packing
instruction from warehouse supervisor.

And we should have a summary list to record that the pending repacking
jobs ,which means the packing instructions have been printed , but the
related Mod 7 discrepancy reports have not sent.

We suggest that we have to expand the inbound area and use racking in
that area in order to reduce the pallets picking time.

In order to deal with the wrong packaging calculation by repacking
system, there are some hints to do Mod 2:
A)	Normally, the big boxes cannot be filled the available space completely.
B)	If the total qty is so many, we prefer to use bigger box type for the testing.
C)	If the size of the item is big, we prefer to use bigger box type
for the testing.
D)	If the flexibility is small of the item (e.g. the garment can be
pushed to minimize the space, while the shoes cannot be pushed), we
prefer to use bigger box type to test.
E)	If the range of the size is wide in one job, we prefer to use
bigger size of the item for the Mod 2 testing.

Practice make perfect. Fixed packing team is suggested.

Warehousemen will get tired for long working time doing the same task.
Job rotation can is suggested.

We suggest moving one set computer + printer into our warehouse. Then,
the warehousemen no need to transfer the documents to /from office.

Dear louislwy123,

I found several occurrences of the word "commessa" in your document. This
is not an English word, but Italian for "job order". At one point,
you identify it as synonymous with "purchase order". I have therefore
replaced every occurrence of "commessa" with the abbreviation "PO".

Regards,

leapinglizard



Shenzhen Warehouse Hub Lean Thinking Improvement Project


1. Background

1.1. Storyboard


2. Choose the proper value stream to be improved.


3. Map of current state


1.  Send S/N by email to both SI and supplier. (1 working day = 8 hrs)

Italy wants to check and arrange the shipment schedule with origin
forwarders for FOB business. Push the supplier to place a booking with
forwarders.


2.  Cargo ready; send S/O and packing list to SI-CS. (1 working day = 8 hrs)

Schenker Shenzhen normally need to contact suppliers to confirm whether
their cargo is ready. Will also need to push the supplier to place
a bookings.


3.  Confirm and release S/O number. (30 mins)


4.  Communicate with the supplier to clarify customs declaration and
handling procedures for delivery to the SI-Futian warehouse. (2 hrs)


5.  Double-check S/O with S/N; must resolve any discrepancy with
the supplier. (5 hrs)

Suppliers typically provide incorrect packing lists (about 80% of
suppliers' documents contain errors). Schenker Shenzhen need a lot of
time to communicate with them.


6.  Send S/O and P/L to SI warehouse operation before cargo arrives
at the Schenker warehouse. (30 mins)

Warehouse workers need to know in advance about impending shipments.


7.  Supplier completes customs declaration and send customs
declaration sheet to SI?CS. (1 working day = 8 hrs)


8.  Unload the cargo and sort by destination number onto pallets.
(with 4 workers, 2 hrs for a 20' container (approximately 500 ctns = 12500
pcs) or 4.5 hrs for a 40' container (approximately 1300 ctns = 32500 pcs))

Loading staff feel it is difficult to unload cargo under the following
conditions:

A.  the packing list doesn't match carton markings;

B.  duplicate shipping numbers marked on the cartons;

C.  suppliers do not load cartons separately by PO number and listing
number in the container;

D.  suppliers use LCL consolidated containers, which contain many
different clients' cargo;

E.  the unloading team is not specific to our account, so they are
not familiar with our supplier's documents.


For some CFS shipments, Schenker Shenzhen sort the cartons themselves.

Please note that in standard industry practice, drivers must sort the
cartons by job order on the pallets before they can get cargo receipts
from the warehouse.

Originally, BB assumed that shipment markings would match the packing
list. BB only asks the receiving counter to verify the number of cartons
in one PO against the shipping notification.

Detailed data matching between shipment markings and the packing list
should be done while warehouse workers transfer the cartons to the
inbound area. The unloading team only needs to sort the cartons by PO.

Many suppliers complain about long receiving times.


Remarks on standard practice in logistics:

In the case of high-value cargo, such as health-care equipment and
medicine, it is worthwhile to spend time in the receiving process.

If a shipment involves too many different colors and sizes, it is
wasteful to spend time on detailed verification while receiving. We can
only check the number and external condition of the cartons.

Depending on the agreement between the logistics company and its
customers, if service is needed at the piece level, we will usually print
a temporary receipt while awaiting counting, and do not issue an FCR to
the supplier before we confirm that the client has received the cargo.

In the case of a sea-freight warehouse, we only need to verify the number
of cartons.

The cargo receipt is a very important document -- the date must be
printed rather than handwritten.


9.  Transfer stock to warehouse and wait for Mod 2 testing (30 mins)

In this step, the BB warehouse workers who are responsible for Mod 2
testing should be familiar with the packing lists. However, there is no
checking in this step before confirmation of receipt in our SDS system.

Warehouse workers transfer the cartons to the inbound area without any
indication on the pallets.

There are only 2 lifts that can be used to transfer cartons from the
dock to the BB warehouse.


10.  Update reports and SDS system based on actual receiving (15 mins
per shipment)

According to BB formal procedure, Schenker Shenzhen should confirm
that the shipment has been received in the SDS system by the end of the
calendar day of arrival. If they cannot update the SDS system on time,
there is a financial cut-off problem. 

However, there are several conditions under which they cannot update
on time.

1)  Partial delivery -- there are several POs per shipment, but the
suppliers cannot deliver every PO. Our SDS system must be updated for
an entire shipment, not by PO.

2)  The receiving process is too slow -- office staff do not have
enough time to update the system on the same day.


11.  Prepare and issue FCR to supplier to confirm that the cargo
has been received. (1 hr per shipment)


12. Update the warehouse operation and repacking team about incoming
shipments the next day. (15 mins)



1. Mod 2 testing and delivery to BNT Italy (30 mins and 1 worker per PO)


What is Mod 2:

The centralized BB packing system requires a "packing standard" for
each style. This information is essential for the computer to define
the optimum packing (i.e., box type and number of boxes) according to
the pieces required.


The steps of Mod 2:

A.  Select an intermediate size among those available in the job 
order.

B.  Select the most suitable package from among those available.

C.  Fill the box with the optimum number of items (all of the same
size) in the job order to completely fill the available space.

D.  Determine the weight of an individual kit.


If the pallets are not marked properly, the warehouse workers just carry
out Mod 2 randomly without following the FIFO concept.

When Mod 2 has been finished, the warehouse supervisor will take the
Mod 2 result from 2/F warehouse to 3/F office immediately. 

They need approximately 10 minutes to transfer the documents to and
from warehouse.

Warehouse workers often do not know which POs have passed Mod 2 and
which have not, because there is no indication on the pallet.

A weakness of our repacking system is that the repacking calculation is
only done proportionally. For example, if the result of Mod 2 testing
is that Box 10 can hold 15 pieces of garment A, it may not be true that
Box 20 is able hold 30 pieces of garment B. Therefore, in the absence
of special skills for Mod 2 testing, it may take a great deal of time
to amend the box type in Mod 7.


2. Prepare Pick and Pack (P&P) instructions based on Mod 2 testing. (1
working day)

Even if Schenker Shenzhen provide the data at 9:00am, the packing
instructions are only issued around 4:00pm (Italy office time).


3. Confirm receipt of P&P instructions. (10 mins)


4. Print shop labels and P&P instructions on the Imballo system.

The printing of repacking instructions is very slow due to the slow
Internet connection. On average, we need 1 hr to print a repacking
job. If we need to fulfill 30000 pieces, we daily need to print around
30 jobs. We have 3 printers, so we need 10 hrs to print the repacking
jobs to meet the 30000-piece target.


5. Send the full set of P&P documents to the warehouse repacking team.

Getting packing instructions from the office is a time-consuming
process. Warehouse workers receive the packing instructions at 3/F
office and are responsible for checking the carton labels against the
packing instructions. However, these workers are not familiar with the
documents. If they find anything wrong in the packing instructions,
they must go back to the office and ask office staff to make corrections.


6. Physically organize P&P.

After warehouse workers get the right packing instructions, there
are no specific shelves in the warehouse to store the pending packing
instructions. The document is often missing and needs to be reprinted
at the office. Furthermore, there is no clear schedule to inform the
warehouse workers of job priority.

Raw material management is also a problem. If the raw-material report is
not accurate, the workers often find that they have too few of a certain
type of box when they are printing the packing instructions. The lead
time is about 7 working days to get the new cartons, from placing the
order to taking delivery of the cartons.

The inbound area is not large enough, so the current storage method
is floor-loading and stacking. We end up stacking the pallets very
high. Getting the right pallets to the repacking area has become
time-consuming.

The P&P workflow is not continuous. Our warehouse workers spend a great
deal of time processing the cargo from one step to the next.

There is no need to match the packing-list data against the carton
breakdown on the shipment markings again. This checking process is highly
time-consuming, and should have been done during unloading.

Some teams will sort the cargo on the floor because they cannot predict
how much space they will need to sort the whole PO. They spend too much
time enlarging the sorting area and protecting cargo on the floor.

Some teams work better because they use a shelf. They sort items on a
table and place them correctly on the shelf. Then they pick items from
the shelf according to the packing instructions.

The job-order splitting process already includes the function of matching
the documents, sorting the cargo, and even picking the cargo at the
same time, using two workers. This method will be introduced in the
suggestion section.


7. Finish P&P and prepare Mod 7.

Shenzhen Hub always works overnight. However, they have not set a cut-off
time to finalize their Mod 7 report and raw-material report. The staff
is in some confusion over which job should be included in that day's
reports. This confusion means that reports are of questionable accuracy.


Layout and workflow of the warehouse.


8. Move completed P&P cargo to the storage area and carry out the
scanning process.

The layout they are using is not what we originally specified. The cargo
movement flow is complex and not continuous. There is a high potential
for accidents that slow down cargo movement. Pending cargo piles up in
many different areas and slows down the P&P process.

The slow wireless scanner connection is a problem. Currently, we need
10-15 seconds to scan 1 carton barcode, and we have 2 scanners working for
1 day. There are 2 scanning steps in total (stocking area and shipping
area) before each carton is loaded into a container. A carton contains
25 pieces on average, which means that 2 scanners are not enough to meet
the target of 30000 pieces daily.

 Target                                 30000 pcs
 Average pieces per carton              25 pcs
 Average cartons per day                1200 ctns
?  ?
 Average scanning time per carton       15 sec
 Scans per carton                       2
 Average scanning per day per scanner   10hrs

If one scanner depletes its battery or breaks down, Schenker Shenzhen
is unable to meet the target of 30000 pieces within 8 working hours.


9. Upload Mod 7

If we have not uploaded Mod 7 in the BB repacking system yet, BB's WMS
will not allow Schenker Shenzhen to scan the box ID into the shipping
unit area.

Timely uploading of Mod 7 has high importance for outbound processes.
Due to the time difference with Italy, this process should be carried
out by a Hong Kong office with sufficient manpower.


10. In case of discrepancy, must give instructions to Schenker repacking
team to follow up.

There are several discrepancies Schenker Shenzhen still do not know how
to handle:

A.  Quantity discrepancies between the packing list and carton
shipment markings. This kind of discrepancy should be identified during
the unloading and receiving process before packing instructions are
issued by Italy. They should not waste time dealing with such problems
during P&P.

B.  Quantity discrepancy between the physical cargo found in a carton
and the packing instructions. Shenzhen will take a photo of the opened
carton, make a written record, and email both to BB brand. However, we
have given them instructions and authority to handle such a discrepancy
themselves, and to ensure that it is reflected in the Mod 7 report.

C.  Uncertainty over what quantities Schenker can combine in one
carton.

D.  Missing price tags confuse Schenker Shenzhen. We can allow them
to use some price tags, while certain country price tags cannot be used.


11. Follow up instructions for any discrepancy during P&P.



Outbound processes:

1.  BB Italy prepares shipping instructions for Shenzhen Hub.

2.  BB Italy books shipping space with the forwarder.

3.  Based on shipping instructions, work out a loading list for the
warehouse repacking team.

4.  Warehouse workers carry out the 2nd scanning process: they scan
cartons from the storage area to the shipping area (outbound area).

5.  Warehouse workers physically move the cargo to the outbound
area. Shipping units must be separated.

6.  Schenker Shenzhen send confirmation to BB when the 2nd scanning
is completed.

7.  BB Italy sends voyage arrangement data to Shenzhen Hub.

8.  Schenker Shenzhen make double confirmation with BB of shipping
instructions such as consignee, notify party, shipping terms, etc.

9.  Schenker Shenzhen contact nominated forwarder for carrier S/O.

10. Send loading list to warehouse repacking team.

11. Send loading list to warehouse operation team.

12. Prepare documents for customs declaration and arrange transfer
of empty container to warehouse for loading.

13. Perform physical loading and send confirmation to both CS and
repacking team when loading is done.

14. Carry out the 4th scanning process -- loading confirmation.

15. Send actual final loading list to BB after loading the cargo
into containers.


3.1. What is the current TAKT time?

3.2. Identify lean metrics

3.2.1 Demand analysis

3.2.2 Capacity analysis

3.3. Current problems


3. Delivery from suppliers for incoming shipments:


4. Map of Future State

4.1. Where should the production be pulled via Kanban?

4.2. Where should the production flow continuously?

4.4. Leveling concept? 

5. Create Kaizen plans / Kanban flow


In the warehouse, they should have a cabinet to store packing instructions
temporarily. In addition, the warehouse supervisor should allocate the
job sequence and manpower at the beginning of every working day.

The job schedule should be announced on a whiteboard. Each packing team
leader can then read the information and get packing instructions from
the warehouse supervisor.

Also, we should have a summary list to record when repacking jobs are
pending, which means that the packing instructions have been printed
but the related Mod 7 discrepancy reports have not been sent.

We recommend expansion of the inbound area and the use of racking in
that area to reduce pallet picking time.

In order to deal with incorrect packaging calculations by the repacking
system, here are some suggestions for improving Mod 2:

A)  Typically, big boxes cannot be packed to full capacity.

B)  If the total quantity is great, we would prefer to use a bigger
box type for testing.

C)  If items are of great size, we would prefer to use a bigger box
type for testing. 

D)  If items have little flexibility (e.g., shoes cannot be squeezed
to minimize space as garments can), we would prefer to use a bigger box
type for testing.

E)  If there is a wide range if item sizes in one job, we would
prefer to use a bigger size of item for Mod 2 testing.

Practice make perfect. We recommend the use of fixed packing teams.

On the other hand, warehouse workers tire from working too long at the
same task. We recommend job rotation.

We recommend setting up a computer and printer at the warehouse. Then,
the warehouse workers would not need to transfer documents to and from
the office.