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Table of Contents

0.0 Executive Summary

1.0 Introduction1.1 Background1.2 Project Purpose

2.0 Approach and Methodology

3.0 Description of Current System

4.0 Findings4.1 Process Observations4.2 Supervisory Observations4.3 Observation Conclusions4.4 Data Analysis4.5 Productivity Standard

5.0 Recommendations5.1 Process Recommendations5.2 Supervisory Recommendations

6.0 Appendices6.1 Appendix A6.2 Appendix B

0.0 Executive Summary

The purpose of this project was to dèvelcp of measure of performance of the restockingsystem at the University of Michigan Hospital Materiel Services Department. It wassuggested that the standard be in the form of time/line item of inventory.

The data was collected using both one-on-one work measurement studies, as well as logsheets that the employees completed. During the validation of the data, it was concludedthat only a portion of the log sheet data was acceptable. Only the validated data was usedin the calculation of the performance standard.

There was a general lack of standardization observed in the process. This lack ofstandardization creates a large variation in the cycle times of the process. Due to thisvariation, a performance standard cannot be effectively impkmented.

Based on these observations, recommendations were offered to both improve the process,as well as the supervision of the process. Without these improvements, simply applyingthe performance standard to a non standard system will not allow for the correctprediction and accountability of the workforce.

1.0 Introduction

1.1 Background

The Materiel Services Department exists to provide extensive support servicesthroughout the University of Michigan Medical Center. Some of the provided servicesare:

— Contracts & Procurement ReceivingReceiving and Shipping

— Materiel Service Center— Supply Distribution

Cart Delivery— Laundry Services— Central Sterile Supply— Patient Equipment— Mall Distribution— Patient Transportation Services

This project focuses on the Supply Distribution service of the Materiel Service Center,and more specifically on the Periodic Automatic Replenishment (PAR) method ofinventory restocking.

The Supply Distribution service is primarily accomplished through the PAR method.This is a regularly scheduled restocking system for routine use medicalJsurgical suppliesstored within patient care center clean utility rooms. Currently, approximately sixty areasin the UMMC are stocked from one to three times per week. Those areas not servicedthrough the PAR Level System, obtain supplies by a requisition on an as needed basis.The MSC also responds to supplemental requests to deliver any other needed supply. TheMSC makes approximately 70,000 deliveries annually.

1.2 Project Purpose

The purpose of this project was to develop a productivity measure that can be used toevaluate employee performance to ensure even distribution of workload. This standardwas created by observing and assessing the current PAR level restocking process. Thesecondary objective was to identify variances in current practice that could negativelyaffect use of a standard.

2.0 Approach and Methodology

The first step of the project was meeting with the client and the Programs & OperationsAnalysis (POA) representative. The purpose of the meeting was to define the objective

of the project, the scope of the project and the project timeline. It was noted that thescope of the project was limited because of the student consultants’ scholastic time limits.The agreed steps to meet the objecitves include:

• Observation of workflows• Identification of critical tasks -

• Flow chart the work process• Identify required sample size• Execute work sampling with time study of activities• Coordinate data collection with staff• Analyze data from time study and data collect to develop time standard• Identify issues that could affect the time standard• Recommend improvements to work processes for use with time standard

To develop a time standard it was necessary to identify the critical tasks involved in.restocking the units. To accomplish this, the PAR restocking process was observed anddocumented with a process flow chart. The consulting team’s understanding of the PARrestocking process was verified by a manager in the Materiels Services Department.Time studies and data collection were then performed during the midnight shift on thecritical tasks. These tasks include:

• Inventory Data Collection• Sheet processing (wait for pick sheet)• Picking line itemsin MSC• Restocking units• All travel times between MSC and units

It was calculated with the POA representative that approximately 30 data points peractivity would be required to create a statistically correct standard. Due to the timeconstraints of a student project and the time to perform direct observation, it wasdetermined that a combination of data collection and direct observation would benecessary to collect enough data points. Among the work activities the misx betweendata collection and direct observation varied dependent upon time. However, whengreater amounts of data collection was used, enough direct observaton was performed tovalidate the data collection. -

Inventory Data Collection

Each data point for inventory data took approximately 1.5 hours to collect. When PARstaff inventory a unit, it is difficult to observe how many lines have been counted over agiven span of time. The PAR staff will visually scan a shelf then record how many items,if any, of each line are required. Because the PAR staff are not physically handling alllines, the observer can not accurately determine the number of line items inventoried.Taking the total time it takes to inventory a unit and using the already know total numberof lines in that unit would solve this problem. Unfortunately, this method takes

3

a- ximately 1.5 hours to collect a single data point. This is not an effective method ofc.._.zting an adequate sample size of over 30 data points.

In order to collect an adequate sample size, the PAR staff recorded the majority of theinventory times. Additional data collected by the consultants was used to validate PAR

staff acquired data.

The PAR staff entered the times they reached the unit and the times they left the unit(began and ended inventory count) on an inventory log sheet (Appendix A). These log

sheets were designed by the consultant team and attached to the daily inventory sheets.

After ten days of log sheet times were recorded, the data was validated with times thestudent consultants gathered while following the employees throughout the process. Nine

validation points were collected. Each point represents observing an employeethroughout the 1.5 hour inventory process.

Sheet Processing

The data for sheet processing time was collected with the assistance of the MSC clerks. It

was beneficial to collect many data points for this job element because of the variability

f the process. The main interruption was phone calls that MSC clerks had to answer

e entering inventory results into the computers.

The consultant team worked with the MSC clerks for two nights, recording the time it

:ook the clerks to enter a sheet into a computer. After the MSC clerks understood the

process of entering times into the Time Log Sheet (Appendix A), they continued to fill

ut the sheets for one week without the direct aid of the consulting team.

The consulting team validated the data collected by the MSC clerks with the data

ollected from the first two nights. The sheets had been completed correctly and

accurately.

ick Times

‘he pick times were collected using work measurement. Work measurement is the

nethod of breaking a task into discrete parts. The employees were timed in five to ten

minute intervals as they moved through the warehouse and pulled the necessary

wentory. This interval of five to ten minutes was necessary because only value added

me elements were gathered. The term ‘value-added’ refers to only the work element

at is productive time. For example, opening a box to get to a line item is value-added;

opping to talk to someone is not value-added. When someone would stop working for

-ninute or two we would have to end that time element, record the number of lines, and

art a new time element when the employee began working again.

4

levels and the restocking schedule is coordinated by the Materiel Services management,with the input of the medical staff assigned to the unit.

As stated in the Approach and Methodology, a flow chart was created to map out theprocess and identify the critical tasks. .A description of each step in Figure 1. follows.Referring to Figure 1., the process is defmed as follows:

(.

1. Punch in - Employee punches time card2. Pick up inventory sheet - Inventory sheet waiting3. Change into uniform - Mandatory uniform / Employees allowed 10 minutes

to change4. Travel to assigned unit - Walk from the MSC department to first unit of

assignment5. Inventory unit - Using inventory sheet, document inventory at each assigned

unit6. Travel to MSC - After inventory is complete, walk from last unit to MSC

office7. Turn in inventory sheet - Give sheet to MSC office clerks8. Wait - Walt while clerk generates pick sheet9. Pick inventory - Using pick sheet, inventory is pulled and placed onto cart10. Travel to unit - Take cart to first unit of assignment11. Restock unit - Using pick sheet, restock units as necessary12. Travel to MSC - After restocking is complete, return empty cart to MSC

department

4.0 Findings

Observations were collected during time spent specifically observing the process, as wellas while conducting the time studies. The observations were either those associateddirectly with the workings of the process, and those associated with the supervision of theprocess.

4.1 Process observations

Observations relative to the appropriateness of using the productivity standard weremade. These observations are issues which should be addressed before the standard canbe used both effectively and fairly. These observations pertain to the standardization ofthe process.

(7

Inventory• Number of items in bins located in clean utility rooms (

6

O Sometimes hundreds of small pieces in a binO Difficult to count/estimate efficiently and accurately

• Stockpiling inventoryO Inventory levels can be manipulated by employees by stockpiling inventory0 Results in unbalanced woddoad throughout week

Sheet Processing• Waiting times exist for employees at Processing stage--pick sheets

• 0 Employees don’t pick up sheet as soon as its readyO Hard to know when pick sheets are ready

* Employees not in office area* Employees are not informed when pick sheets are done

Picking• Traffic problems observed in warehouse during picking times• Safety concerns:

o Employees do not use ladders when pickingO Lifting of heavy boxes occursO Lines/boxes stacked on flatbeds and carts in unstable manner? Visibility

limited

Restocking• Lack of standard size cart

0 Small carts: create need for multiple trips from MSCto unitO Large carts: can be difficult to maneuver in warehouseO Flatbeds: designed for boxes! large items, not small items and quantities

• Picked-items are put into bags and boxes: inefficient when restocking0 Empty box is used to hold many different lines for transport0 Boxes are closed and stackedO Contents of box are not visible to employees

There is a general lack of standardization in the process, from the time the employeeclocks in, to the method used of picking inventory from the warehouse. All of theobservations stated in this section reflect this underlying problem. Some minor variationin the process may be allowed, so long as it does not affect the performance. Forexample, during inventorying, an employee could straighten the shelves first or countinventory first. Neither will greatly affect the cycle time of the process. Currently, thevariation that exits is inherent in the process, and not solely a result of the individual.The variations in the process that were observed and stated above do affect the cycle timeof the process. In order to expect a process that is “in control,” the job must becompleted in a standardized fashion.

4.2 Supervision Observations

During the course of the project with the PAR level restocking staff, a number ofconcerns regarding supervision of the process arose. These concerns are based on thefact that the supervisors were neverpbseved addressing the following issues.

Starting timeO Flexible starting time lets employees start between 10 - 11 p.m.O Employees were observed starting between 9:30 and 11:30 p.m.O Employees were observed not start working promptly after clocking in

• Uniform changing timeO Observed between 10-30 minutes

• It is not clear if employee has started inventory check immediately after inventorysheet pick-up

0 Employee picks up inventory sheet before ready to work

• It is not clear who is on break/not on break• Safe work practices are not enforced• Breaks/lunch

O Taken in work area0 Employee determines the time0 Employees have been observed abusing the situation

• Employees were observed excessively chatting with MSC clerks while the inventorysheets were being processed

While these items were observed continuously, none of them seemed to be of concern tothe midnight shift supervision. The supervisors do not appear to take an authoritative rolein overseeing the process. At no time during our observations were any employeesquestioned about the work habits they were exhibiting. The employees seem to beabusing the flexible atmosphere.

4.3 Observation Conclusion

The system issues observed, coupled with the lack of supervision appear to result in theemployees abusing the flexible atmosphere. Simply setting time standards withoutaddressing the outlined issues leaves valid arguments for the employees when notmeeting the standards. In addition, the system issues create a large variance in the time ittakes employees to complete the critical tasks. The standard is simply a quantitativemeasurement of the performance of the system. It is not a method of improvement initself. Without process changes, the employees cannot be held accountable to thestandard. When the process is improved, and standard is implemented performance canaccurately predicted and evaluated.

8

4.4 Data Analysis

The data from each activity in the process was analyzed through statistical techniques.After creating a histogram for each set of data for each activity, the data appears normallydistributed (Appendix B). In each case the outliers are excluded from our data to find amean and median which correctly represented the system at hand.

The goal was to find a rep?esentative mean or median for each activity and then multiplyit by a factor to allow for employee fatigue, intangible work elements, and unforeseenday-to-day problems. The standard addition for labor such as this is 10-14% of the meanor median. Half of the standard deviation added to the mean can give a reasonablestandard to complete the workload. This is the case in all activity data except for theinventorying task.

The inventory times that were recorded by the employees had a mean of .21 minutes(perline item). This mean is not a very tight standard because it was collected by theemployees. There appears to be some slack time included already in these numbers. Theinventory data (Table 1.) collected from the log sheet was validated using the workmeasurement data collected by the consultants. The average time/line inventoriedcollected by the consultants was .18 min/ line. The average plus one half standarddeviation was .20 minlline. This validated the data collected by the employees as beingthe correct standard with the factor to allow for employee fatigue, intangible workelements, and unforeseen day-to-day problems already built in.

COLLECTED BY: AVE. TIME! LINE 11/2 ST. 0EV. IADJUSTED AVE. IIPAR STAFF I I 0.21L 0.21

CONSULTANTS I I 0.181 0.021 0.20

Table 1. Inventory Data Comparison

4.5 Productivity Standard

As stated in the Methodology section of this report, there were two methods used togather data. The log sheet method worked well with the inventory portion and the sheetprocessing time. The picking and restocking data was collected solely using workmeasurement techniques. The individual tasks were timed to develop a time/line item foreach activity.

The variation discussed throughout this report is not reflected in the data due to the

methods used in collection. The data used to calculate the standard is solely value added

time and does not include any wasted time by employees.

After analyzing the data from the PAR log sheets, the conclusion was made that the

employees were either forgetting to write down their times throughout the process, or just

not writing down the correct times.

9

The data collected from the inventory section of the log sheet matched the data collectedwith first-hand observations. The data from the restocking was discarded because it wasunclear and incomplete. The data that used in this analysis was collected in first-handobservations using work measurement techniques.

The statistical analysis of the data included studying the mean, median, standard deviationand any outliers. The data was graphed in a histogram to illustrate the distribution. Ingeneral, each process exhibited a normal distribution (Appendix B).

step n median average std dev standardInventory Data 42 0.20 0.21 0.07 0.21Inventory-Validation 9 0.19 0.18 0.04 0.20lnv Sheet Proc Time 67 8.00 8.94 2.70 10.29Pick Time 28 0.83 0.84 0.25 0.96Restock Time 36 0.75 0.79 0.27 0.92Travel 45.00

Table 2. Data Summary

The productivity standard was developed as follows:

TIME/ITEM TJME/ ITEM CONSTANT FACTOR ADJUSTEDINVENTORIED PICKED, OR TIME/liNE

RESTOCKED

INVENTORY TIME/LINE ITEM

INV SHEET PROCESS TIME

PICK TIME/LINE ITEM

RESTOCK TIME/LINE ITEM

TRAVEL TIME

AVERAGE TIME/LINE ITEM I

Table 3. Productivity Standard Development

The range of cycle times in the process is shown in Table 4 below. The averageemployee, with the average number of lines per unit should take approximately 5.5 hoursto complete the restocking process. This is 2 hours less than the time available in atypical shift. This 2 hour period of non-value added time is caused by both the lack ofstandardization within the process, as well as employee slack time.

(

AVERAGE 371 AVERAGE 106 HISTORIC 29%LINES/UNIT PICKS/UNIT AVERAGE

% ITEMSPICKED/UNIT

0.21

0.03

0.280.27

0.12

0.91

10

mpcye Speed # line average 371iirs Sow Average Fast # Lines Speed

Low 4.33 3.94 3.54 Low/Slow 350 1.00Average 6.19 5.63 5.06 Average 370 0.91High 7.43 6.75 6.08 High/Fast 450 0.82

Table 4. Productivity Standard Analysis

This standard should be used as a guideline in balancing work load and measuringemployee performance. The assumptions made in the calculation of this standard must beunderstood.

• Standard is based on an average line/unit - actual number can varyconsiderably

• Travel time and pick sheet time are actually constants, but are treated asvariables in the standard

• The standard is based on a 29% pick percentage. Some units may varyconsiderably from this.

Because the extreme variation that exists in the process, such as the number of lines/unitor percentage pick rate, an equation may be a more accurate means of calculating thismeasure. This equation can easily be put into a spreadsheet formula to quickly analyze anumber of data. The equation is:

[ Time/Line Item = .211 + .031+ .96P + .92P + .121 IWhere:.21 = Inventory standard 1= Number of total items in unit.03 = Pick Sheet Processing standard P= Historical pick % of unit.96 = Picking standard.92 = Restocking standard.12 = Travel standard

5.0 Recommendations

After observing the process the student consultants developed a series ofrecommendations for process improvement, in addition to how to use the standard. The

recommendations are to the current process, and not suggestions for re-engineering. The

process recommendations are organized into two groupings: those directly associatedwith the process improvement, and those specific to the supervision of the PAR

restocking process.

11

5.1 Process Recommendations

In order to accurately use the productivity standard, there must be some basicimprovements to the process. These improvements will allow the employees to completethe job efficiently and in a maimer such-that a standard can be applied. Under eachsection, possible solutions are givento the concerns discussed in the Observations. Analternative is to set up a work team to develop standardized work processes using theserecommendations as a starting point.

Inventory• Label bins in unit with quantity of bin capacity

O Allow employees to estimate/count quantities more efficiently and accurately• Audit units suspected of stockpiling inventory

Sheet Processing• Use wait time in a value-added way

O Clean inventory area, get cart ready, help others pick line items0 Schedule breaks during wait time

• Increase timeliness of pick sheet pick-up by employeeO Use intercom to announce sheets ready for pick upO Use flag system to inform worker that sheet is ready

Picking• Keep warehouse aisles clear of empty boxes• When box is emptied, place it in designated area• Safety

0 Post warning labels on top shelf: ex., “Ladders Must Be Used”O Establish weight limit for each shelf (based NIOSH Lifting Guide)O Use carts designed for PAR picking tasks

Restocking• Only use flat bed carts for transfer of bulk items• Use carts with many shelves or that have built in containers for storage of small items

5.2 Supervisory Recommendations

Management should review the following recommendations with the appropriatesupervisors and further develop the scope of the suggestions. The process improvementswill be more effective in a more structured working environment. These suggestions will

create such an environment.

• Mandate starting timeO Employees start at designated time

12

O Formalized attendance/tardiness policy enforced• Require employee to pick up inventory sheet at 15 minutes past the hour in uniform• Establish set break time/lunch time for all employees

0 Standard time of nighto Standard time during protess

• Safety:O Establish and/or enforce safety policiesO Make rounds 4uring picking time

• Break room:O Move break table away from office areaO Beak room should be for break time/lunch time only

• MSC office:O Enclose office so that only clerks and those doing business are in office0 PAR staff use service window only

These recommendations above address observations mentioned previously. The drivingforce behind these recommendations is the standardization of the process. The processrecommendation provide the tools to standardize, while the supervisory recommendationscreate the atmosphere. Given the proper tools, and a supportive atmosphere, theemployees will do the job in an overall more effective manner. At that point, the standardcan be used to hold the staff accountable and to ensure a balanced workload.

Use of the Standard

Once the process has been somewhat standardized, using some of the aforementionedsuggestions as well as additional ideas generated by management, the standard can beimplemented as a management tool. The standard can be used to assign units and numberof lines to an employee per night. In this way it can be used as a forecasting tool formanagement to determine an approximate amount of time to complete a unit.

The standard can also be used to hold staff accountable to current unit assignments. PARstaff that take the same amount of time to stock 250 lines as someone who stocks 350lines can be evaluated on an individual basis. It may be that the 250 line unit is moredifficult inherently, or management may find that this employee is just building slacktime into his/her day to fill the 8.5 hour shift.

In general, the standard shows that the average employee working an average unit shouldonly take 5.63 hours to inventory, pick, and restock a unit. It is apparent that on averagethere is almost two hours of non-value-added, or wasted, time being spent during theshift. This standard can be used to evaluate those employees and units that take muchlonger than the average to complete.

13

When looking at specific cases, it is suggested to use the formula created from theindividual work element averages. This formula is better suited to deal with specificunits than the overall time/line item standard.

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Figure 1. PAR Level Restocking Process Flow Chart

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SUMMARY

INVENTORY TIME/LINE ITEMINV SHEET PROCESS TIMEPICK TIME/LINE ITEMRESTOCK TIME/LINE ITEMTRAVEL TIMEAVERAGE TiME/LINE ITEM

TIME? LINETIME! LINE PICKED, OR

INVENTORIE9 RESTOCKEDADJUSTEDTIME/LINE

0.210.030.280.270.12091

AVERAGELINES/UNIT 371

AVERAGEPICKS/UNIT 106

AVERAGE% ITEMSPICKED!UNIT 0.29

Page 2

Inventory Data -

DATE UNIT TIME START TIME FINISH Minutes # LINES Time/Line

21-Nov 4Wmott 11:15 12:30 75 333 0.23

20-Nov 6A 11:15 12:45 90 282 0.32

20-Nov 7DS 11:30 12:15 45 165 0.27

20-Nov 68 11:19. 12:30 71 276 0.26

24-Nov 7DS 11:15 12:00 45 165 0.27

21-Nov Holden/5mott 10:00 11:00 60 292 0.21

24-Nov podA 10:10 11:30 80 353 0.23

19-Nov 5D 10:05 11:10 65 378 0.17

14-Nov Smott 11:13 12:55 102 674 0.15

19-Nov mpu 10:16 11:15 59 247 0.24

20-Nov 48 10:40 12:17 97 312 0.31

18-Nov ped clinic/bone marrow 11:12 1:15 123 503 0.24

24-Nov MPU 10:05 10:50 45 247 0.18

21-Nov 7B 11:15 12:45 90 530 0.17

12-Nov IM/bone marrow 11:20 12:50 90 407 0.22

24-Nov Bum 10:20 11:30 70 468 0.15

25-Nov 5D 9:45 10:28 43 378 0.11

13-Nov 6A 11:15 12:45 90 282 0.32

21-Nov 4emchc 11:13 12:05 52 524 0.10

21-Nov Bum 10:24 11:56 92 466 0.20

19-Nov Burn 10:05 10:55 50 466 0.11

24-Nov 6D 9:55 10:58 63 327 0.19

21-Nov 5mott 11:30 1:25 115 674 0.17

13-Nov 5C 11:05 12:15 70 463 0.15

25Nov 48 10:00 11:00 60 312 0.19

19-Nov 7DN 10:10 11:00 50 245 0.20

13-Nov 48 10:30 11:35 65 312 0.21

24-Nov 6mott 10:10 11:22 72 564 0,13

14-Nov 78 11:15 12:35 80 530 0.15

25-Nov Peder/urgent care 10:15 12:00 105 495 0.21

19-Nov 4DN 10:15 11:55 100 263 0.38

25-Nov ped clinic/bone marrow 11:10 1:20 130 503 0.26

20-Nov IM/bone marrow 11:05 11:55 50 407 0.12

19-Nov ER 11:10 12:20 70 432 0.16

25-Nov 88 10:10 11:45 95 287 0.33

21-Nov ER 3:40 4:25 45 432 0.10

24-Nov 7DN 10:15 11:05 50 245 0.20

20-Nov podA, B, C 10:05 12:00 115 466 0.25

20-Nov 6mott 10:10 11:36 86 554 0.16

13-Nov pod A, B, C 10:09 11:55 106 466 0.23

25-Nov 7mott 10:30 12:05 95 411 0.23

21-Nov 7mott 10:05 11:00 55 411 0.13

21-Nov pod B/C 10:30 12:10 100 491 0.20

n 42median 0.20

avg. 0.21

stdev 0.07

1nientory Data

Bin Frequency0.10 10.15 50.19 12.. -.

0.24 130.29 60.33 4More.. 1

Inventory Time/LineHistogram

14

12

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8

_________

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0 Frequency

0.10 0.15 0.19 0.24 0.29 0Z3 More

Bin

inventory-validation

Unit Time (mm) Units Time!Line7B 86 530 0.16

4 emchc 65 524 0.12ER 63 428 0.156B 51 276 0.186A 63 282 0.228A 59 305 0.19

4 Mott Maternity 7.1 333 0.21Pod B/C 91 491 0.19

7C 55 240 0.23

n 9.00median 0.19

avg 0.18std dev 0.04

standard 0.20

COLLECTED BY: AVE. TIMEI LINE 11/2 ST. DEV. $ADJUSTED AVE.PAR STAFF 0.21 0.21CONSULTANTS_____ 0.18 I 0.02 I 0.2

PageS

Inventory Sheet Process Times 12/18/96

Date19-Nov 20-Nov 21-Nov 22-Nov 25-Nov

9 7 9 7 78 8 7 8 8

10 8 --8 12 57 8 12 8 57 11 8 8 5

16 6 8 7 97 .. 6 5 10 6

12 8 15 11 128 15 7 12 129 8 6 129 8 11 7

6 12 147 8 108 8 116 16

Total 11 15 14 9 18

138

10

Bin Frequency5 4

7.75 1910.5 3013.25 13More 6

nmedian

avgstd dev

standard

678.008.94

10.3

Sheet Processing Time Data Histogram

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15 . . ... . . -.

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5 7.75 10.5 13.25 More

Bin

Page 6

- Peck Time

Pick limes

TIME # LINES PICKED TIMEIUNE10 12 0.838 9 0.896 5 - -1.2011 9 1.229 9 1.0010 8 1.258 ,,12 0.676 9 0.677 6 1.176 8 0.7510 12 0.8310 11 0.9110 10 1.0010 21 0.4810 19 0.537 10 0.705 7 0.719 19 0.476 8 0.758 6 1.337 14 0.505. 10 0.50

7 7 1.008 12 0.673 8 1009 11 0.825 6 0.8310 12 0.83

n 28median 0.83

avg 0.84stddev 0.25

standard 0.96

Bin Fteguency0.45 10.63 40.80 70.97 71.14 41.31 41.48 1 —

Pick Time DataHistogram

- .. --.

______

I I I I :045 063 0.80 0.97 1.14 1.31 1.48

Bin

Page 7

Restock Time

Restock Data

TIME # LINES RESTOCKED TIME/LINE TIME # LINES RESTOCKED TIME/LINE

14 16 0.88 11 15 0.7313 13 i:00 11 16 0.6910 24 0:42 7 9 0.7812 26 0.46 9 10 0.9010 8 1.25 8 14 0.5712 10• 1.20 8 12 0.6710 10 1.00 10 9 1.11

9 13 0.69 9 14 0.6412 10 1.20 8 8 1.00

8 9 0.89 10 21 0.489 12 0.75 9 15 0.609 12 0.75 10 12 0.838 14 0.57 11 17 0.65

12 21 0.57 11 16 0.699 15 0.60 10 11 0.91

13 15 0.87 11 15 0.739 12 0.75 15 14 1.07

12 30 0.40 14 13 1.08

_________________________

n 36median 0.75

(‘avg 0.79std dev 0.266

standard 0.92

Bin Frequency0.41 10.56 30.71 100.86 81.02 81.17 3More 3

Restocking Time DataHistogram

10 -

CAl 0.56 0.71 086 1.02 1.17 More

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C] Frequency

Page 8