Project Description

Project Name: Optimize the Mould Operation at Ekala tires Division by transfering from traditio
Date (Last Revision): 19/02/2020 (started 19/02/2021)

Prepared By: Tharindu Madumal Pieris

Approved By: Sri lanka Freight Forwarding Association (SLFFA) / General Manager

Business Case:

In the Management review meeting GM (Mr. Upul) mentioned that SLFFA Pvt Ltd warehouse
needs to reduce rechecking cycle time by 15 min. while optimizing Error Proofing concept (tool)
in delivery section.

Goal Statement:

Reducing rechecking cycle time & Offering efficiency and effective service from the delivery
section to the relevant paties using 5S and error proofing lean tools.

Keywords
5S
Error Proofing

5S
 Well, these 5 'S' are
- Sort, Set, Shine,
Standardise and Sustain.
Implementing the 5S
practices is key to
maintaining a lean
warehouse. The basic
objective of
implementing 5S is to
make problems visible,
thus creating a safer and
efficient workplace.

Error Proofing

Error-proofing refers
to the implementation of
fail-safe mechanisms to
prevent a process from
producing defects.
Division by transfering from traditional Processes to Agile and Intigrated operation system

Problem/Opportunity Statement :

Problem Statement :
SLFFA Pvt Ltd consecutively faces issue that spending about 45 min. to rechecking and dispatching wrong shipments to
wrong parties from the delivery section.
Opportunity Statement :
In 2020 Jan. have built new air-side warehouse facility in Air Cargo Village, Katunayake hence our storing capacity was
increases (3200 sq/ft) and bought 300 plastic pallets therefore capacity utilization was increased 30 percent.

Project Scope:

Process Start Point: The employees who storing air cargoes in SLFFA warehouse (Import Section/ T2 Tally Staff)
Process End Point: The employees who delivering the air cargoes (Delivery Section)

In Scope: Cargo storing process, Rechecking process & Dispatching process

Out of Scope: Documentation process & Getting the cargo from the UL (Ul Tally process)

Expected Savings/Benefits:
Reducing cycle time from 45 min. to 20 min. (Saving 25 min.) & Error Proofing from the
delivery section
 STEPS OF IMPLEMENTING A LEAN MANUFACTURING SYSTEM BASED ON THE TOYOTA PRODUCTION SY

Follow up five lean Principlaes and supportive tools

(Waste eliminating tools in Toyota Production system )

Build a solid foundation for improvement of productivity of the shop floor

The foundation for improvement of the shop floor is threefold:

Right person to the right job.

•Job outcome = skill * attitude =Outcome = output + QQT
•Skills = ability to perform given task.

5S = Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketshu(Standardize), Shitshuke ( Sustain)

Shop floor Oriented Principle (Gemba Shughi)

• When a problem happens in the maneuver, who knows the best of what and how it happens? Operato
• Managers/ supervisors must go down to the shop floor, see the actual work piece or machine, and solv
THE TOYOTA PRODUCTION SYSTEM

and how it happens? Operators know the best what and how it happens.
ork piece or machine, and solve the problem based on the facts or data
When the flight arrived, the Document staff go to the Sri Lankan (UL) and collect the documents
(MAWB'S, HAWB'S, Consol Manifest & Flight Manifest.

While the Document staff entered those documents to our WMS system (ERP), the UL Tally staff
go to the Ul with flight manifest and collect the cargo belong to us from their UL checking area.

Once the cargoes arrived to our warehouse, the T2 Tally staff locating the cargoes to relevant
locations and note down those location on his blank tally sheet.
The forklift operator carrying the cargo from the fork, after he go and locate the cargo to relevant location
then the forklift operator once come to T2 Tally staff, and tell the location where the cargo is located
during the external noices. (eg; forklift engine noices, loarders shoutings, cargo loading noices…etc.)

After that T2 Tally staff needs to update the WMS system where's the cargoes are located.

As a final step, Duty executive needs to create a Freight Arrival Notice (FAN) and attached
Those FAN's to the correct documents and hand over those to delivery section.

In the every begening of the day in delivery section staff needs to recheck the shipments which
are stored our warehouse in the previous day by the import section.

After agents will come to our place and collect their original documents with the FAN.
(Walf clarks will go to the agents's place and get the original documents after paying the
document chargers. Then they get the exit note and will come to our place)

when the walf clark come with the original MAWB, HAWB, FAN & custom exit note we will
get the tracing from the system and hand over that tracing to the forklift drivers.

After that billing the relevant shipment by the cashier checking the all original documents.

When the bill handover to our security officer and he checked, whether it's the right or wrong shipment
and dispatch the shipment.
(During this step also delivery staff checked the same shipment whether it's correct or wrong)

As a final step update the system with the delivery staff index numbers becausa we can identify
who was the person checked that shipment.
documents

L Tally staff

Import Section
o to relevant location
argo is located
g noices…etc.)

Delivery Section

or wrong shipment
 CHAPTERS OF THE ASSIGNMENT ON DEVELOPING A LEAN MANUFACTURING SYSTEM

Chapter 1. INTRODUCTION

1.1 Problem Statement (Event type and Setting type of problems)

Problem is gap between Desired State and Current State
*Setting problem is the gap between Ideal state and Desired state
*Event problem is the gap between Current state and the Desired state

1.2 Goal and Objective

Objective = Mental Solution for the problem - Standard, Performance, Conditions
*Goal Mental solution for the setting problem
*Objective Mental solution for the event problem

Chapter 2. DATA PRESENTATION (Current Manufacturing System)

2.1 Allocated resources anaysis
2.2 Process Chart/Process mapping
2.3 Current Process mapping

Chapter 3.DATA ANALYSIS ( System Analysis Process)

Analyse the Current Manufacturing System using the analytical process for system design
3.1 System Chart
3.2 Improved Desire/future Process mapping (For standard operations)

Chapter 4.FINDINGS ( Ideal Lean Manufacturing System )

Ideal Management System

Chapter 5.CONCLUSION (Practical Lean Manufacturing System)

Practical Lean Manufacturing System = finding question elaboration of problem/questions ba

Chapter 6. RECOMMENDATIONS
Mental Actions for Implimenting the Practical Lean Manufacturing System

Chapter 7. IMPLEMENTATIONS OF RECOMMENDATIONS

Recommedations are implimented using the 5W 2H(What, When Who,where,which) Program

Chapter 8 . RESULTS
Result= Physical Solution for the problem
NUFACTURING SYSTEM

mance, Conditions

al process for system design

ation of problem/questions based on ( Constraints + Ideal Manufacturing System)

ing System

n Who,where,which) Programme
Chapter 1. INTRODUCTION

According to Sri Lanka Freight Forwarding Association (SLFFA) it's handling import air cargoes and also it'
the cargoes sorted in our warehouse when flight arrived and which are dispatched to the relevant paties
they are going to,
Reduce cycle time in rechecking (delivery section)/ Main Question
Dispatching right shipments to right paties/ Sub Question
Above both issues now facing us. There's considerable time waste to get daily rechecking and some occa
As a result they are mainly focusing to improve this both issues.

1.1 Problem Statement (Event type and Setting type of problems)

Main Question
SLFFA Pvt Ltd consecutively faces issue that spending about 45 min. to rechecking. In this case we are loo
and parallelly improve employee performance and reducing employee motion waste.
Sub Question
Dispatching wrong shipments to wrong parties from the delivery section. If the wrong shipment going pa
inside (SLFFA warehouse/ Air Cargo Village) with that shipment.

Current Status

Delivery section gets about 45min. to do daily

rechecking. Because the relevant shipments
are not in the relevant locations.
 Some times dispatching wrong shipments to
wrong parties from the delivery section
forklift drivers.

One week rechecking time

1.2 Goal and Objective

Standard

Q- Stored right location & update WMS

accurately, then delivery section can do
recheck easily

Q- Daily rechecking the beginning of the

delivery shift

T- 20 min.
warding Association (SLFFA) it's handling import air cargoes and also it's a custom bonded warehouse. The simple brief process is,
se when flight arrived and which are dispatched to the relevant paties as their requirement. According to their management,

ng (delivery section)/ Main Question

o right paties/ Sub Question
here's considerable time waste to get daily rechecking and some occasions dispatching wrong shipments to wrong paties.
g to improve this both issues.

ng type of problems)

ssue that spending about 45 min. to rechecking. In this case we are looking for this cycle time reduces by 25 min.
erformance and reducing employee motion waste.

rong parties from the delivery section. If the wrong shipment going passed the customs exit gates, never will come
o Village) with that shipment.

Ideal Status Desired Status

Top management decided to reduce the Reducin

Reducing rechecking cycle time by 25
rechecking cycle time from 45min. To 20min. rechecking c
min. By improving employee
By improving employee performance and time from 45
performance and reducing employee
reducing employee unneccesary motion 20 min.
unneccesary motion waste.
waste.
 Dispatching every shipments accurately Delivering acc
Delivering right shipments to right parties not
to the right parties while satisfying the shipments to
doing atleast one mistake. customers. right parti

echecking time

Current Cycle Time

Desired Cycle Time

Performance Condition

reduce the cycle time from 45min. To 20min.

By improving employee performance and Use quality standards without affecting
reducing employee unneccesary motion the employee performance.
waste.
mple brief process is,
ir management,

wrong paties.

Reducing
rechecking cycle
time from 45min to
20 min.
Delivering accurate
shipments to the
right parties
 Chapter 2. DATA PRESENTATION (Current Manufacturing System)

2.1 Allocated resources anaysis

M1- Men M2- Machinery & Equipment

A1- Deputy operational manager B1- Tow tractor

A2- Executives B2- Crago dollies
Import section
A3- Docs staff B3- Scale
A4- Ul tally staff B4- Forklifts
A5- T2 tally staff B5- Jack carts
A6- Deputy delivery manager B6- Cargo carrying cart
A7- Cargo officer B7- Pallets
A8- Delivery assistant 01 B8- Storage bins
Delivery section
A9- Delivery assistant 02 B9- Computers
A10- Delivery assistant 03 B10- Printers
A11- senior cashier
A12- Junior cashier
A13- Cargo loaders

Import/ Delivery A14- Maintenance Officer

section
A15- Maintenance assistant
A16- Forklift operators/ Drivers
A17- Security guard
Forklifts
 M3- Materials & Services

C1- A4 papers
C2- Sellotape
C3- Marker pens
C4- Blank tally sheet
C5- Update tally sheet
C6- FAN
C7- Tracing note
C8- Bill
C9- Delivery order
Crago dollies
No.

9
 Process

Docs entered to the WMS system

Cargo flight have to arrived to CMB
Docs staff go to UL and collect the documents (MAWB, HAWB, Consol manifest & Flight manifest)
Come back to T2 and entered to the system

Ul tally staff go to Ul and pull the cargoes to our warehouse

Go to the Ul with Flight manifest
Collect the cargoes and put all of those on the cargo dolly and come back

T2 tally staff store those cargo in our warehouse locations

Create the blank tally sheet and go to the location where the cargo dollies are parked
Unload the cargoes to the pallets & bins
Forklift driver grap the cargo pallets from the froklift and put those in locations
He come back to T2 tally staff and tell where's the place (location/ rack) that cargo located
Update the location on the system where's the cargo stored
Make the handling and hand over to duty executive

Create the Freight Arrival Notice (FAN)

Duty executive create FAN for relavent documents and handover to delivery section

Getting rechecking by the delivery assistants

Generate the update tally sheets which was the previous day & night import sfits handle cargoes and go to the warehouse
Checking all the cargoes handle from the previous import shift (count, damages, cool marks)

Generate the tracer note for customer requirement

Issuing the original documents (MAWB, HAWB, Consol manifest &FAN) to freight forwarders
Freight forwarder issuing those documents to walf clark
Walf clark passed the relevant shipment from the customs and get the exit note
Walf clark come to our place to generate the tracer
Tracer will give to the forklift driver and he carring the relevant shipment to delivery point

Generate the bill

Refering the original documents generate the bill through the system
Balancing the bill amout from the walf and hand over the bill to security guard

Generate the Delivery order (D-order)

Generate the D-order and attached it with the original documents (MAWB, HAWB, FAN & custom exit note)
Hand over this document to the delivery point assistant

Dispatching the shipment

Delivery point assistant check the shipment with the documents whether it is right or wrong
Security guard check the shipment with the bill whether it is right or wrong
As a final step dispatch the shipment

Total internal time = 249 min. (4hr. 15 min.)

Total rechecking time = 45 min. (Going to reduce by 15 min.)

 Variable

Flight arrived
Collect the documents
Entering the system

Flight manifest
Cargo arrived

Blank tally sheet

Unloading
Putting into the locations
Telling the locations
Update the system
Making handling

Creating the FAN

Generate update tally sheets

Rechecking

Issuing the documents

Issuing docs
Pass & get exit note
Generate the tracing
Carring the shipment

Generating the bill

bill issuing

Generating D-order
Hand overing
Checking the shipment
Checking the shipment
Dispatching the shipment
 Quality Standard

Cargo flight arrived as per the shedule

Docs staff go and collect the relevant documents from the UL
Entered those relevant documents to our ERP system

Ul tally staff go with the flight manifest to the UL checking area

Collect all the cargoes belong to us and come back to T2

T2 tally staff go to the cargo dolly parked area with the blank tally sheet
Unload all the cargoes
Forklift operator carring all the cargoes and put all the shipments into the locations
Come and tell where's the cargoes are put to T2 tally staff
Update the WMS system refering locations on the blank tally sheet
Hand over all the documents to executive after making the handling

Before hand over those documents to delivery section, duty executive generate FANs

Go to the warehouse with the update tally sheets for rechecking

Go to the warehouse with the update tally sheets for rechecking

Issuing Docs to Freight forwarders

Freight forwarder issuing those docs to walf clark
Passed from the customs and get the exit note from them
Generating the tracer after the walf clark coming to T2
The forklift driver carring the cargo to the delivery point after he receiving the tracer note

Generating the bill through the WMS system

Hand over the bill to security guard after walf clark settle the bill

Generating the D-order and attached it with the MAWB, HAWB, Bill & Custom exit note
Receiving this complete document to the delivery point assistant
Check the shipment with the document which carrying by the forklift operator
Security guard check the shipment with the bill whether the shipment is right or wrong
Dispatch the shipment from our warehouse to relevant party
 Resources
Symbol M1 M2 M3 Time

50 min. + Flight arrival time

Depent ( occuring some delays)
A3 20 min.
A3 B9 30 min.

55 min.
A4 10 min.
A4, A13 B1, B2 45 min.

1 hr. 2 min.
A5 C4 5 min.
A13 B7, B8 20 min.
A16 B4, B7, B8 10 min.
A5, A16 B4, B7, B8 2 min.
A5 B8 10 min.
A2, A5 B10 15 min.

15 min.
A2 B9, B10 C6 15 min.

45 min. Reduce the rechecking

A8, A9, A10 C5 10 min. 45min. to 30min. (
A8, A9, A10 35 min.

7 min. + External factor time

A8, A9, A10 2 min.
External factor
External factor
A8, A9, A10 B9, B10 C7 2 min.
A16 B4, B5, B6 C7 3 min.

5 min.
A11, A12 B9, B10 C8 2 min.
A11, A12 B9, B10 C8 3 min.

2 min.
A8, A9, A10 B9, B10 C1, C9 1 min.
A8, A9, A10 1 min.

8 min.
A8, A9, A10 3 min.
A17 C8 3 min.
A16 B4, B5, B6 2 min.
Reduce the rechecking cycle time from
45min. to 30min. (save 15 min.)
Chapter 3.DATA ANALYSIS ( System Analysis Process)

Fishbone Diagram

A cause and effect diagram, often called a “fishbone” diagram, can help in brainstorming to identify pos
A fishbone diagram is a visual way to look at cause and effect.

According to my problem there's many causes to occur this. This fishbone diagram help me to identify w

SLFFA Pvt Ltd cons

this cas

The practical issu

location. But d

The reason is that

where he stored t
sound, cargo loa
location th

3.1 Fishbone Diagram

People Method

Delivery staff, Labors &

Fork lift drivers Going all the locations to
physically and recheck all
the cargoes which has
come from previous day/
Experienced staff but lack of night import shift
knowledge & irresponsible

Poor Communication

Wooden pallets
 Wooden pallets
Forklifts

Crago bins
Jack carts

Materials Equipments
brainstorming to identify possible causes of a problem and in sorting ideas into useful categories.

diagram help me to identify what are the causes main effect to time wastage of rechecking.

SLFFA Pvt Ltd consecutively faces issue that spending about 45 min. to rechecking. In
this case we are looking for this cycle time reduces by 15 min.

The practical issue is according to the WMS (ERP) system 'X' shipment is in M101
location. But during the rechecking we find 'X' shipment from N101 location.

The reason is that, when the cargo unloading step, forklift operator tell the location
where he stored those to T2 tally staff during forklift driving. Among forklift engine
sound, cargo loaders noices (disturbance) the T2 tally staff can't hear the correct
location the operator said. Then he'll update the system as he heard.

Going all the locations to

physically and recheck all
the cargoes which has
come from previous day/
night import shift Spending about 45 min.
to rechecking (looking
reducing cycle time by
15 min.)
 Forklifts

Jack carts
3.2 Brainstorming

Brainstorming combines a relaxd, informal approach to problem solving with lateral thinking. It e

come up with thoughts and ideas that can, at first, seem a bit crazy. Some of these ideas can be c
creative solutions to a problem, while others can spark even more ideas.

Waste Walk

A waste walk is simply a planned visit to where work is being performed to observe what's happen
waste.

Operation Manager
Import Executive
Cargo officer
T2 Tally Staff Waste walk parties
Ground level employees
Delivery staff
Forklift Operator

Waste Walk Steps

Step 01. Walk the process backward

END Dispatching the shipment

Delivery point assistant check the shipment with the documents whether it is right or wrong
Security guard check the shipment with the bill whether it is right or wrong
As a final step dispatch the shipment

Generate the Delivery order (D-order)

Generate the D-order and attached it with the original documents (MAWB, HAWB, FAN & custom exit
Hand over this document to the delivery point assistant

Generate the bill

Refering the original documents generate the bill through the system
 Balancing the bill amout from the walf and hand over the bill to security guard

Generate the tracer note for customer requirement

Issuing the original documents (MAWB, HAWB, Consol manifest &FAN) to freight forwarders
Freight forwarder issuing those documents to walf clark
Walf clark passed the relevant shipment from the customs and get the exit note
Walf clark come to our place to generate the tracer
Tracer will give to the forklift driver and he carring the relevant shipment to delivery point

Getting rechecking by the delivery assistants

Generate the update tally sheets which was the previous day & night import sfits handle cargoes and g
Checking all the cargoes handle from the previous import shift (count, damages, cool marks)

Create the Freight Arrival Notice (FAN)

Duty executive create FAN for relavent documents and handover to delivery section

T2 tally staff store those cargo in our warehouse locations

Create the blank tally sheet and go to the location where the cargo dollies are parked
Unload the cargoes to the pallets & bins
Forklift driver grap the cargo pallets from the froklift and put those in locations
He come back to T2 tally staff and tell where's the place (location/ rack) that cargo located
Update the location on the system where's the cargo stored
Make the handling and hand over to duty executive

Ul tally staff go to Ul and pull the cargoes to our warehouse

Go to the Ul with Flight manifest
Collect the cargoes and put all of those on the cargo dolly and come back

Docs entered to the WMS system

Cargo flight have to arrived to CMB
Docs staff go to UL and collect the documents (MAWB, HAWB, Consol manifest & Flight manifest)
BEGINNING Come back to T2 and entered to the system

Step 02. Take notes on the waste walk

Step 03. Interview team members

Step 04. Use a DOWNTIME chart to identify waste

D O W N T
Defects Overproduction Waiting Not listening Transpotation
ideas
 Pull wrong Rechecking No standard
shipments to
takes too long work
T2

Entering wrong
locations to
WMS system
(T2 tally)

Dispatching
wrong
shipments
(Delivery
section)

Step 05. Brainstorm ways to eliminate the waste

After all the waste walk process covers, next step is BRAINSTORMING. To do this all the members who
causes which effect to daily rechecking. Furthermore how we reduce rechecking 45 min. to 30 min. wh
they used 5 why's tool to identify root cause for this issue.

5 WHY (Why daily rechecking get 45mins.)

01. Why
The delivery staff walk far more to search correct shipment.
02. Why
This happen relevent shipment is not in the correct location.
03. Why
Incorrect location update to the WMS system.
04. Why
T2 tally (system updator) heard like that
05. Why
External disturbances (labors noices, forklift engine sounds & usually t
operator eats betel leaves and nuts.

According to the 5 why's the root cause for " Why gets 45min. To daily rechecking" is External Disturba
solving with lateral thinking. It encourages people to
azy. Some of these ideas can be crafted into original,
ers can spark even more ideas.

rmed to observe what's happening and to note the

Waste walk parties

8 min.
her it is right or wrong 3 min.
3 min.
2 min.

2 min.
AWB, HAWB, FAN & custom exit note) 1 min.
1 min.

5 min.
2 min.
 3 min.

7 min. + External factor time

) to freight forwarders 2 min.
External factor
External factor
2 min.
ent to delivery point 3 min.

45 min. Reduce the rechecking cycl

time from 45min. to 30min
mport sfits handle cargoes and go to the warehouse 10 min. (save 15 min.)
damages, cool marks) 35 min.

15 min.
elivery section 15 min.

1 hr. 2 min.
llies are parked 5 min.
20 min.
10 min.
k) that cargo located 2 min.
10 min.
15 min.

55 min.
10 min.
45 min.

50 min. + Flight arrival time

Depent ( occuring some delays)
manifest & Flight manifest) 20 min.
30 min.

I M E
Inventory Motion Extra processing
 walking more
steps for
rechecking

. To do this all the members who was involved in waste walk, come together and identify the
echecking 45 min. to 30 min. while reducing motion waste from the delivery staff. To do this

rechecking get 45mins.)

rch correct shipment.

n the correct location.

system.

at

orklift engine sounds & usually the forklift

rechecking" is External Disturbances.

Reduce the rechecking cycle
time from 45min. to 30min.
(save 15 min.)
Implementing Recommendation

What is 5 S

A method of creating a clean and orderly workplace that exposes waste and makes abnormalitie
that improves workplace efficiency and eliminates waste. There are five steps

Sort Set In Order Shine

Remove
Organize and Clean and inspect
unnecessary identify storage each area
items from each
for efficient use regularly
area
waste and makes abnormalities immediately visible.The 5S system is a lean manufacturing tool
es waste. There are five steps in the system, each starting with the letter S:

Standardize Sustain

Incorporate 5S Assign
nd inspect responsibility,
h area into standard track progress,
operating
ularly and continue the
procedures cycle
Resource Allocation

M1- Men M2- Machinery & Equipment

A1- Deputy operational manager B1- Tow tractor

A2- Executives B2- Crago dollies

Import section A3- Docs staff B3- Scale

A4- Ul tally staff B4- Forklifts

A5- T2 tally staff B5- Jack carts

A6- Deputy delivery manager B6- Cargo carrying cart

A7- Cargo officer B7- Numbering Pallets

A8- Delivery assistant 01 B8- Numbering Storage bins

Delivery section
A9- Delivery assistant 02 B9- Computers

A10- Delivery assistant 03 B10- Printers

A11- senior cashier

A12- Junior cashier

A13- Cargo loaders

Import/ Delivery A14- Maintenance Officer

section
A15- Maintenance assistant

A16- Forklift operators/ Drivers

A17- Security guard

 M3- Materials & Services

C1- A4 papers

C2- Sellotape

C3- Marker pens

C4- Blank tally sheet

C5- Update tally sheet

C6- FAN

C7- Tracing note

C8- Bill

C9- Delivery order

No.

9
 Process

Docs entered to the WMS system

Cargo flight have to arrived to CMB
Docs staff go to UL and collect the documents (MAWB, HAWB, Consol manifest & Flight manifest)
Come back to T2 and entered to the system

Ul tally staff go to Ul and pull the cargoes to our warehouse

Go to the Ul with Flight manifest
Collect the cargoes and put all of those on the cargo dolly and come back

T2 tally staff store those cargo in our warehouse locations

Create the blank tally sheet and go to the location where the cargo dollies are parked
Unload the cargoes to the numbering pallets & bins
Forklift driver grap the cargo pallets from the froklift and put those in locations which is written on the pallets & bins
Update the location on the system where's the cargo stored
Make the handling and hand over to duty executive

Create the Freight Arrival Notice (FAN)

Duty executive create FAN for relavent documents and handover to delivery section

Getting rechecking by the delivery assistants

Generate the update tally sheets which was the previous day & night import sfits handle cargoes and go to the warehouse
Checking all the cargoes handle from the previous import shift (count, damages, cool marks)

Generate the tracer note for customer requirement

Issuing the original documents (MAWB, HAWB, Consol manifest &FAN) to freight forwarders
Freight forwarder issuing those documents to walf clark
Walf clark passed the relevant shipment from the customs and get the exit note
Walf clark come to our place to generate the tracer
Tracer will give to the forklift driver and he carring the relevant shipment to delivery point

Generate the bill

Refering the original documents generate the bill through the system
Balancing the bill amout from the walf and hand over the bill to security guard

Generate the Delivery order (D-order)

Generate the D-order and attached it with the original documents (MAWB, HAWB, FAN & custom exit note)
Hand over this document to the delivery point assistant

Dispatching the shipment

Delivery point assistant check the shipment with the documents whether it is right or wrong
Security guard check the shipment with the bill whether it is right or wrong
As a final step dispatch the shipment
 Variable

Flight arrived
Collect the documents
Entering the system

Flight manifest
Cargo arrived

Blank tally sheet

Numbering bins and pallets
Put those to tha location
Update the system
Making handling

Creating the FAN

Generate update tally sheets

Rechecking

Issuing the documents

Issuing docs
Pass & get exit note
Generate the tracing
Carring the shipment

Generating the bill

bill issuing

Generating D-order
Hand overing

Checking the shipment

Checking the shipment
Dispatching the shipment
 Quality Standard

Cargo flight arrived as per the shedule

Docs staff go and collect the relevant documents from the UL
Entered those relevant documents to our ERP system

Ul tally staff go with the flight manifest to the UL checking area

Collect all the cargoes belong to us and come back to T2

T2 tally staff go to the cargo dolly parked area with the blank tally sheet
Unload all the cargoes
Forklift operator carring all the cargoes and put all the shipments into the locations
Update the WMS system refering locations on the blank tally sheet
Hand over all the documents to executive after making the handling

Before hand over those documents to delivery section, duty executive generate FANs

Go to the warehouse with the update tally sheets for rechecking

Go to the warehouse with the update tally sheets for rechecking

Issuing Docs to Freight forwarders

Freight forwarder issuing those docs to walf clark
Passed from the customs and get the exit note from them
Generating the tracer after the walf clark coming to T2
The forklift driver carring the cargo to the delivery point after he receiving the tracer note

Generating the bill through the WMS system

Hand over the bill to security guard after walf clark settle the bill

Generating the D-order and attached it with the MAWB, HAWB, Bill & Custom exit note
Receiving this complete document to the delivery point assistant

Check the shipment with the document which carrying by the forklift operator
Security guard check the shipment with the bill whether the shipment is right or wrong
Dispatch the shipment from our warehouse to relevant party
 Resources
Symbol Time
M1 M2 M3
50 min. + Flight arrival time
Depent ( occuring some delays)
A3 20 min.
A3 B9 30 min.

55 min.
A4 10 min.
A4, A13 B1, B2 45 min.

60 min.
A5 C4 5 min.
A13 B7, B8 20 min.
A16 B4, B7, B8 10 min.
A5 B8 10 min.
A2, A5 B10 15 min.

15 min.
A2 B9, B10 C6 15 min.

45 min.
A8, A9, A10 C5 10 min.
A8, A9, A11 35 min.

7 min. + External factor time

A8, A9, A10 2 min.
External factor
External factor
A8, A9, A10 B9, B10 C7 2 min.
A16 B4, B5, B6 C7 3 min.

5 min.
A11, A12 B9, B10 C8 2 min.
A11, A12 B9, B10 C8 3 min.

2 min.
A8, A9, A10 B9, B10 C1, C9 1 min.
A8, A9, A10 1 min.

8 min.
A8, A9, A10 3 min.
A17 C8 3 min.
A16 B4, B5, B6 2 min.
 Variable Current Status (CMS) Ideal Status (IMS)

Decided to reduce the

Delivery section gets about
rechecking cycle time while
considerable time to do daily
improving employee
Quality rechecking. Because the performance and reducing
relevant shipments are not in
employee unneccesary motion
the relevant locations. waste.

Rechecking shipment counts Rechecking shipment counts

depend on the cargo volume depend on the cargo volume
Quantity which was handle by the which was handle by the
previous day import section. previous day import section.

Delivery section gets about Reduce the rechecking cycle

Time
45min. to do daily rechecking. time from 45min. To 20min.

One week rechecking time (Before Implementing)

Current Cycle Time

Desired Cycle Time

Desired Time
Desired to reduce daily rechecking time from 45min to
20 min.( save 25 min.)
 Desired Status (PMS) Achieved Status

Decided to reduce the Identify the gaps in the current

rechecking cycle time while and ideal management systems
improving employee and make necessary
performance and reducing adjustments and come up with
employee unneccesary motion an improved practical layout
waste. and mechanism

Rechecking shipment counts Rechecking shipment counts

depend on the cargo volume depend on the cargo volume
which was handle by the which was handle by the
previous day import section. previous day import section.

Reduce the rechecking cycle Reducing rechecking cycle time

by 20 min. (from 45min to 25
time from 45min. To 20min.
min.)

One week rechecking time (After Implementing)

Current Cycle Time

Desired Time
Ultimetly achieved daily rechecking time from 45min to
25 min.( save 20 min.)
Achieved Time