Slide number 1

Depot Reporting Depot Reporting Automation of Labour ReportingAutomation of Labour Reporting

Carl BriggsW/H Administrator TLSGB

RDMM – Krupka 23rd – 25th September 2009Slide Number 2

TL’s hand Write Labour

Control Sheet

Sheets Collected By Admin Staff

at end of Shift

Hours data transferredFrom hand-

written sheets to electronic

sheet

Lines sourced From AS400 and

Added to Depot report

Lines sourced From AS400 and

Added to individual figures

Depot report Generated

Once hours have

Been confirmed

Individual PerformanceTransferred

To spreadsheet

14x1hr 3x15min 2.5x2h45m 1x45min 1x15min 3x1hr 3x15min

26.3 Manhours / day

€175.00 €8.64 €79.08 €8.64 €2.88 €34.50 €8.64

€ 317 / day

Issues:

• Paper Driven Reporting, costly and inefficient.

• Time consuming for both Team Leader and Administrator.

• Lack of Structure making reports difficult to generate.

• Chain of communication leaves scope for inaccuracies/human error.

• Poor/Late Feedback to Team Members

€ 80297 / annum

+ Hardware @ € 283

Total Cost € 80580

Background/Problem Description:Labour Reporting inflexible and time consuming

RDMM – Krupka 23rd – 25th September 2009Slide Number 3

Background/Problem Description: Example of ‘Before Kaizen’ Reporting

W/H Jobs: 88 different tasks across 7 zones

ByDay

Muda of space

RDMM – Krupka 23rd – 25th September 2009Slide Number 4

Analysis (Other Kaizen Ideas)— T.Smith (Memory Card)

— A Kaizen proposal was put forward By Tim Smith suggesting that a memory card/stick should be used to transfer electronic labour control sheets from the warehouse to office. Tim also put a great effort into a ‘first draft’ of the electronic labour control sheet.

— A.Read (Printing Excel labour control sheet)— A Kaizen proposal was also submitted by Anthony Read

suggesting that the labour control sheets were electronic and printed out at the end of each shift, then passed to Shift Administration to be processed, this would reduce difficulties in reading the handwritten reports and time spent doing the time calculations.

Shop floor networking.— All of this could be eliminated by linking the warehouse floor

network of computers to the main network on site (this was planned for Oct 08) Once complete this allowed us to develop a working (shared) document to use for Labour Reporting rather than separate sheets per area, whilst also eliminating the need to transfer the documents via memory cards or printouts.

RDMM – Krupka 23rd – 25th September 2009Slide Number 5

What (Objective)Cost Saving/Better Feedback/Improve Efficiency

— Reduce time spent on producing reports (Cost saving)— Reduce admin/Team Leader time spent filling out reports

(Cost Saving)— Ensure accuracy, regular feedback to all areas

Kaizen Proposal

How? (Method)Database

— Create a centralised database that would be home to all productivity results and automatically produce standard detailed reports with minimum interaction/effort from the user.

— Flexible/Limitless reporting options. (e.g. by date range)

RDMM – Krupka 23rd – 25th September 2009Slide Number 6

Kaizen - Process

2. Using four AS400 system queries, the Administration team key punch the individual lines to create the data for the database.

MediumLarge

Key Products

Rec.Staging

IssSmlSort

Rollcage

Mezzanine

Workstations

Individual Linage Pick

CBR6223 = 64 JJ2 CHU7065 = 98 PF1 CTH5644 = 72 AA9

DATE:

NightsLateEarly

NAME SHIFT STAFF No 0 5 10 15 20 25 30 35 40 45 50 55## A SEAL Red ASE5457 82 82 82 82 82 82 82 82 82 82 82 82

## C ALDERSON Red CAL0210 95 95 95 95 95 95 66 66 66 66 66 66

## D HUNTER Red DHU7066 92 92 92 92 92 92 92 92 92 92 92 92

## L DUFF Red LDU5418 78 78 78 78 78 78 78 78 78 78 78 78

## M HOUGHTON Red MHO5437 95 95 95 95 95 95 87 87 87 87 87 87

## R MARSHALL Red RMA5448 83 95 95 95 95 95 95 95 95 95 74 74

## A HOLT Red AHO5290 59 59 59 59 59 59 59 59 59 59 59 59

## A MOBBS Red AMO8613 59 59 59 59 59 59 59 59 59 59 59 59

06:0014:0007/08/2009 22:00 (20:00)

TLSGB - TPCGB

Aug 2009

Manpower (manhours) 03 Aug 04 Aug 05 Aug 06 Aug 07 Aug

Toyota contract in hours Permanent 692.50 692.50 692.25 691.75 625.00

Temporary 0.00 0.00 0.00 0.00 0.00Toyota contract in heads Permanent 98.9 98.9 98.9 98.8 89.3

Temporary 0.0 0.0 0.0 0.0 0.0Illness in hours 31.25 32.25 39.50 32.75 27.75

% Illness 4.5% 4.7% 5.7% 4.7% 4.4%Illness in heads 4.5 4.6 5.6 4.7 4.0

Holiday in hours 150.25 96.75 86.00 75.25 85.50

% Holiday 21.7% 14.0% 12.4% 10.9% 13.7%Holiday in heads 21.5 13.8 12.3 10.8 12.2

Other absences in hours 14.00 14.00 14.25 13.75 12.50

% absences 2.0% 2.0% 2.1% 2.0% 2.0%

Other absences in heads 2.0 2.0 2.0 2.0 1.8

Available manhours Hours/day 7 497.0 549.5 552.5 570.0 499.3

Available mandays FTE 98 71.0 78.5 78.9 81.4 71.3

Interim manhours 64.25 64.25 64.25 64.25 45.00

Interim mandays FTE 4 9.2 9.2 9.2 9.2 6.4

Total available manhours Contracts + Interim 561.3 613.8 616.8 634.3 544.3

Total available mandays Contracts + Interim 80.2 87.7 88.1 90.6 77.8

WK 32

Stats by:

7 Area x 3 shifts

3 Shifts

Whole TPCGB

1. Each area workstation has the ‘shared’ labour control sheet open, Team Leader key punches in a work function for each team member. When all shifts are complete, the data is transferred automatically into the Daily Depot report.

RDMM – Krupka 23rd – 25th September 2009Slide Number 7

Kaizen Result – ‘Before’ & ‘After’

TL’s hand Write Labour

Control Sheet

Sheets Collected By Admin Staff

at end of Shift

Hours data transferredFrom hand-

written sheets to electronic

sheet

Lines sourced From AS400 and

Added to Depot report

Lines sourced From AS400 and

Added to individual figures

Depot report Generated

Once hours have

Been confirmed

Individual PerformanceTransferred

To spreadsheet

14x1hr 3x15min 2.5x2h45m 1x45min 1x15min 3x1hr 3x15min

26.3 Manhours / day

€175.00 €8.64 €79.08 €8.64 €2.88 €34.50 €8.64

€317 / day

Before Kaizen

14x30min 0min 1x15min 1x45min 1x15min 8.3 Manhours / day

€87.50 €0.00 €2.88 €8.64 €2.88€ 101/ day

Saving18 Manhours /day

€ 215/day

€ 54.5k Time saving p.a.

TL’s key in Electronic

Labour Control Sheet

Lines sourced From AS400 and

Added to Depot report

Lines sourced From Query and

Added to individual figures

Depot report Automatically

Generated

Individual PerformanceTransferred To Database

After Kaizen1.Time 2.Linage

RDMM – Krupka 23rd – 25th September 2009Slide Number 8

— Savings - Additional € 283pa— 21 sheets per day (3shifts x 7areas), Ave 253 working

days = 5313 sheets of A3. 500 sheets per pack = 10.6packs @ €4.70ea. Total cost = €49.82pa

— Black Print Cartridges €44ea on average 1 cart per 1000 sheets, total saving = €233.20pa

—Total Annual saving of €54.8k

Kaizen Result

— Visual Display & Feedback to TM— Reports are standardised and accurate.— Daily feedback by Depot, Shift, Area, Task and Individual.

— Other Reporting Incorporated— HSE Audits, Kaizen, Lost Time and PCR’s all included

within depot reporting database.

RDMM – Krupka 23rd – 25th September 2009Slide Number 9

Kaizen Result

RDMM – Krupka 23rd – 25th September 2009Slide Number 10

Kaizen Result— Individual Performance Improvement due to

regular daily feedback

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After

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“The database makes reporting easier to understand and has saved us time”

M.Johnson (Red Shift Supervisor)

“This has taken us from monthly reports by area, to detailed daily reports by individual, area and shift. Welcomed by Team Members, a huge step forward for TLSGB!” A. Jordan (Warehouse Manager)

“The reports available allow swift root cause analysis on all levels”M.Vaughan (Red Shift Assistant Manager)

RDMM – Krupka 23rd – 25th September 2009Slide Number 11

Kaizen Evaluation: (by Ray Duffey)

HOSHIN

d. Labour Cost: efficiency Improvement of 3% resulting from kaizen activities

PSCG HOSHIN Concrete Actions – addressed by Carl

e. Implement Cost Awareness Activities through Monthly Communication

New Development: Influence on FIR and DDD Logistics, targeting a zero delay in service.

Employee Satisfaction Survey: Realise the action plans as a result of identified priorities

Employee Satisfaction SurveyIssue: Fairness & Consistency: Perception that some employees are

treated better than others. Accurate consistent Daily Feedback helps address that perception. Financial:

Awareness of Financial Merit: € 55k and how to visualise

Toyota Methodology: Follows TW CompetenciesGenchi Genbutsu, Root Cause Analysis, Awareness of JIT (Grasp

Irregularities)

Continuous Improvement:Method quickly identified and used for other parts of the business (under

Hoshin)

Slide number 12

Thank you for listeningThank you for listening

Goseicho Arigato Gozaimashta