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Reduce lead time to service customer order by reducing cycle

time of Order of Dispatch


Undertaken at
Chattarpur Depot, New Delhi.
Under the Guidance of
Submitted for the partial fulfillment of Post Graduate Diploma in Industrial
Manaement !PGDIM"
Submitted b#$
Gaura% &umar
'oll No. ()
PGDIM*+,
National Institute of Industrial -nineerin !NI.I-", /ihar 0ake, P.1.
NI.I-, Mumbai
Declaration
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Prof. Rakesh Raut
2ssistant Professor
NI.I-
Mumbai
Mr. U!al "himiray
Suppl# Plannin Manaer
2k3o Nobel India 0imited Guraon,
4ar#ana.

I hereb# declare that the pro5ect work entitled Reduce lead time to service customer
order by reducing cycle time of Order of Dispatch for #k$onobel %ndia Pvt.
&imited submitted to the National Institute of Industrial -nineerin is a record of an
oriinal work done b# me under the uidance of Mr. U5wal Ghimira# !Suppl# Plannin
Manaer 2k3o Nobel India 0imited Guraon, 4ar#ana" 6 Prof. 'akesh 'aut
!2ssistant Professor,NI.I-,Mumbai" and e%er# part of the pro5ect report that I ha%e
submitted is enuinel# m# own work.
'"aurav (umar)
'oll No*()
PGDIM +,
NI.I-, Mumbai
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#ckno!ledgement
7irst of all I thank NI.I-, pro%idin me with an opportunit# to work with 2k3oNobel
India P%t. 0imited because of which I was able to appl# the concepts learned in the
curriculum to the actual business scenario.
I wish to e8tend m# sincere and heartfelt ratitude to m# uide Mr. U!al "himiray
Suppl# Plannin Manaer 2k3o Nobel India 0imited., who uided, supported and
encouraed me durin the entire tenure of the pro5ect. I also thank Mr. #shish "upta*
'eional 0oistic Manaer , 2k3o Nobel, for his co*operation and knowlede sharin
throuhout the course of m# pro5ect.
I take this opportunit# to e8tend m# sincere thanks to Mr. +handerkant
,harma,9arehouse Manaer, Chattarpur Depot 2k3o Nobel India 0imited for his kind
support 6 uidance. I would like to thank the staff of Chattarpur Depot for sharin their
e8perience and helpin me out whene%er re:uired.
I am thankful to Prof. Rakesh Raut of NI.I- for his constant support, uidance and
suestions.
"aurav (umar
'oll No*()
PGDIM +,
NI.I-, Mumbai
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-.ecutive ,ummary
2k3oNobel is the larest paint compan# in the world. .he loistic department of the
compan# ensures that dealer ets deli%er# on time. Compan# has (( parent
warehouses ! +; in North ,;< in South ,;( in west and ;, in -ast" ..his pro5ect was
about identif#in the problems in pro%idin ser%ice and impro%in the on*time
deli%er# performance of Chattarpur warehouse. Chattarpur warehouse ser%es %arious
dealers of South Delhi. .he ser%ice time promise to dealers depends on distance from
Chattarpur warehouse. Dealers are di%ided into routes and accordinl# the# are i%en
ser%ice hour promise. 1n time performance of this warehouse was not satisfactor#.
In toda#=s competiti%e en%ironment it is %er# important to pro%ide satisfactor# ser%ice
to customers. If the dealers are not ettin on time ser%ice, compan# miht lose
customer immediatel#. Good ser%ice miht induce repeated purchase and help
impro%e market*share of the compan#.
.he main bottleneck was identified with primar# obser%ation of time at all staes of
order deli%er# and the main problem is found to be inbound warehouse problems
include lack of discipline in dispatchin the %ehicle and e8tra time taken between
pick slip eneration and dispatchin of %ehicle and miscellaneous a%oidable dela#s
which happen between processes. So .ime stud# was conducted and %alue stream
mappin was done so as to remo%e an# non*%alue addin acti%it# so that the total
c#cle time can be reduced. 2fter the pro5ect the c#cle time was calculated as )> min
which will help in increasin the 1.I7 le%el of the compan#.
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/able of +ontents
Declaration...............................................................................1
Acknowledgement......................................................................3
Executive Summary....................................................................4
1. Introduction...........................................................................7
1.1 Proile...............................................................................7
1.3!alue" .............................................................................11
1.3 #ore $rinci$le"..................................................................11
1.4 %ocation ..........................................................................12
1.& Structure o Paint Indu"try..................................................13
1.' Paint" Sector Analy"i" ( )...................................................14
2. %iterature *eview..................................................................1&
3. Pro+ect Detail".......................................................................1,
3.1 -eed and Signiicance o Pro+ect .ork..................................1,
3.2 Pro+ect /0+ective...............................................................1,
3.3 Sco$e..............................................................................1,
3.4 Pro+ect Delivera0le"...........................................................11
3.& %imitation".......................................................................11
4. 2et3odology.........................................................................24
4.1 *eduction in t3e lead time to "ervice cu"tomer order..............24
4.2 2an$ower Planning............................................................22
&. Data #ollection5 Data Analy"i" 6 7inding"..................................23
&.1 *eduction in t3e lead time to "ervice cu"tomer order..............23
&.2 8o0 De"cri$tion)................................................................27
&.3 9ime Detail")....................................................................44
&.4 *oot #au"e Analy"i" .........................................................41
&.& 2an$ower Planning............................................................47
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'. *e"ult" and *ecommendation"................................................&4
'.1 Sugge"tion"......................................................................&4
'.2 *e"ult")...........................................................................&2
7. *eerence"...........................................................................&4
#a"e Studie" 6 .3ite Pa$er )...................................................&&
.e0"ite")..............................................................................&&
&ist of %llustration
7igure 1) Ak:o -o0el;" !alue"............11
7igure 2 ) %ocation o Ak:o-o0el in India......................................12
7igure 3 ) Structure o Paint Indu"try...........................................13
7igure 4 ) 2et3odology or reduction in lead time...........................24
7igure & ) Standard time calculation.............................................21
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7igure ' ) 2et3odology or 2an$ower Planning..............................22
7igure 7 ) Proce"" 2a$...............................................................23
7igure , ) /rder creation and Invoicing.........................................24
7igure 1 ) Amendment<cancellation o order..................................2&
7igure 14 ) Di"$atc3 o good" rom de$ot......................................2'
7igure 11 ) Proce"" #a$a0ility o 9elecaller....................................33
7igure 12 ) Proce"" #a$a0ility o D#/...........................................34
7igure 13 ) Proce"" #a$a0ility o Picking.......................................3&
7igure 14 ) Invoice =eneration....................................................3'
7igure 1& ) Proce"" #a$a0ility o %oading......................................37
7igure 1' ) A" I" Proce"" 2a$....................................................3,
7igure 17 ) 7i"3 >one Diagram...................................................44
7igure 1, ) 7i"3 >one Diagram 7or #*/........................................4&
7igure 11 ) 7i"3 >one Diagram 7or D#/........................................4&
7igure 24 ) 7i"3 >one Diagram 7or D/..........................................4'
7igure 21 ) 7i"3 >one Diagram 7or Picker......................................4'
7igure 22 ) Average -um0er o /rder"........................................47
7igure 23 ) 2an$ower Planning ?2onetary 9erm@...........................41
7igure 24 ) Aei+unka >oard........................................................&1
7igure 2& ) 9oB>e Proce"" 2a$....................................................&2
7igure 2' ) 2an$ower =ra$3.......................................................&3
0. %ntroduction
0.0 Profile
2k3oNobel N./. is head:uartered in 2msterdam, the Netherlands, and is a Global
7ortune ),, compan#. 2k3oNobel is consistentl# ranked as one of the leaders on the
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Dow ?ones Sustainabilit# Inde8es with operations in more than @, countries, our )),,,,
people around the world.It is one of the worldAs leadin industrial companies. ItAs
businesses are acti%e in Decorati%e Paints, Performance Coatins and Specialt#
Chemicals.
Decorative Paints
It is the world leader in decorati%e coatins and home to some of the best*known brands
in the business. -%er# da#, its products protect the buildins and infrastructure around the
lobe and promote safet# and ood health. It brin color to the world, allow it to tra%el
and communicate, and furnish homes and offices. 2nd, most importantl#, it help to create
a more sustainable societ#.
Performance +oatings
2k3oNobel Performance Coatins is a leader in almost all its businesses. 9orkin from
(, countries, around B,,,,, emplo#ees produce pro%en solutions for its customers.
Performance Coatins is di%ided into the followin businesses$
2utomoti%e 6 2erospace Coatins
Marine 6 Protecti%e Coatins
Powder Coatins
Industrial Coatins
,pecialty +hemicals
2k3oNobelAs chemicals are essential inredients in e%er#thin from ice cream to asphalt,
soup to soap, and plastics to paper. It is the leader in se%eral markets and sectors C
includin pulp and paper, where bleaches are bestsellers. Specialt# Chemicals is di%ided
into the followin business$
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Surface Chemistr#
7unctional Chemicals
Industrial Chemicals
Pulp 6 Performance Chemicals
2k3o Nobel India manufactures and markets a wide rane of coatins and specialt#
chemicals. It has been present in India for o%er ;,, #ears and is a sinificant pla#er in the
Paints industr#. 1%er ;,>,, people work at 2k3o Nobel India in its fi%e production
facilities, two state*of*the*art research laboratories and >) warehouses. @),, plus
retailers retail our products across India.
In the #ear +,;+, three 2k3oNobel Group companies in India, namel#, 2k3o Nobel Car
'efinishes India Pri%ate 0imited, 2k3o Nobel Chemicals !India" 0imited and 2k3o
Nobel Coatins India Pri%ate 0imited mered with 2k3o Nobel India 0imited, thereb#
e8pandin the Compan#As presence in a wide rane of coatins co%erin Decorati%e,
Powder, Marine and Protecti%e, 2utomoti%e and 2erospace, Coil and Specialt#
Plastics Chemicals.
Unification of 2k3o Nobel India=s specialt# businesses under one umbrella now e:uips
the compan# to interate and consolidate efficiencies while at the same time pro%idin
the compan# with an enhanced addressable market sement. 2k3o Nobel India now has
the capabilit# to address ;; different business sements within the specialt# chemicals,
coatins and paints industr#. 2k3o Nobel IndiaAs Decorati%e paints business*line
manufactures the Dulu8 brand of paints for interior and e8terior decoration and
protection as well as products for surface preparation and wood care. .he emphasis is on
:ualit#, aesthetics and hih performance in terms of lone%it#, washabilit# and stain
resistance, anti*colour fadin, water proofin, :uicker 6 easier applicabilit#,faster dr#in
time, low /1C and odour, and so on. .he paints are also free from an# added lead,
mercur# or chromium compounds, underlinin the importance that 2k3oNobel i%es to
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carin for the en%ironment. 9e ha%e been amonst the first in the Indian industr# to
pioneer responsible manufacturin.
.his has become a wa# of life at 2k3oNobel Cthe latest initiati%e in the area bein the
D0ife Sa%in 'ulesA which all emplo#ees and Eusiness partners are mandated and
encouraed to follow as 2k3o Nobel IndiaAs Performance Coatins business*line
pro%ides some of the most ad%anced packain coatins and inks in the market,
protectin e%er#thin from food and drinks cans to aerosols and metal closures.
Performance coatins ha%e di%erse functions andweA%e di%ided them into four
businesses$ Industrial Coatins, Powder Coatins, 2utomoti%e 6 2erospace Coatins,
Marine 6 Protecti%e Coatins.
.he Specialt# Chemicals business in India deals in more than B, products rouped under
oranic pero8ides, metal alk#ls and pol#mer additi%es to pharmaceutical companies,
pol#mer producers, composite and rubber industr#.
2k3o Nobel India continues to use its inno%ation and '6D strenth to reduce costs
throuh process impro%ements, import substitution, and impro%in operational
efficienc#. 2lso,we acti%el# participate in brinin Dreener product technolo#A and
introducin coatins application technolo# to impro%e the ease of paintin.
Globall#, it has nearl# F,,, acti%e scientists and technoloists in 2k3oNobel who
perform leadin*ede research, product 6 process de%elopment and pro%ide technical
support for our customers and manufacturin operations. .he scientists are based in more
than ;(, laboratories world*wide.
.he India 2nal#tical Centre in Eanalore is an initiati%e to le%erae
2k3oNobelAs lobal and local resources to pro%ide hih :ualit# anal#tical ser%ices to
fulfill the needs of all coatins businesses in IndiaGbe it decorati%e, Industrial, Protecti%e
or 2utomoti%e coatins.2k3o Nobel India has been ranked amon the top ),, corporates
in India b# IndiaAs leadin financial newspaper and maa3ines i.e. .he -conomic .imes
and 7ortune India.
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0.1 2alues
;. Customer focused C we build successful partnerships with our customers
+. Deli%er on commitments C we do what we sa# we will do
B. Passion for e8cellence C we stri%e to be the best in e%er#thin we do, e%er# da#
F. 9innin toether C we de%elop, share and use our personal strenths to win as a
team
Figure 1: Akzo Nobels Values
0.1 +ore principles
.here are certain beha%iors that are e8pect from emplo#ees under all circumstances. .he#
call these non*neotiable beha%iors, or core principles. It has defined three C safet#,
interit# and sustainabilit#.

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0.3 &ocation
Figure 2 : Location of AkzoNobel in India.
Source $ https$HHwww.ak3onobel.comHinHaboutusHlocationsH
https$HHwww.ak3onobel.com
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0.4 ,tructure of Paint %ndustry
Figure 3 : Structure of aint Industr!
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0.5 Paints ,ector #nalysis 6 7
.he paint industr# is e8pected to row at ;+*;BI annuall# o%er the ne8t fi%e
#ears from 's +@, bn in 7J;B to around 's ),, bn b# 7J;@. 7J;B was a
challenin #ear for the industr# as a whole due to subdued demand across ke#
sectors and risin inflation.
.he unoranised sector controls around B)I of the paint market, with the
oranised sector accountin for the balance. In the unoranised sement, there are
about +,,,, units ha%in small and medium si3ed paint manufacturin plants. .op
oranised pla#ers include 2sian Paints, &ansai Nerolac, Eerer Paints and ICI.
Demand for paints comes from two broad cateories$
Decoratives7 Ma5or sements in decorati%es include e8terior wall paints, interior
wall paints, wood finishes and enamel and ancillar# products such as primers,
putties etc. Decorati%e paints account for o%er >>I of the o%erall paint market in
India. 2sian Paints is the market leader in this sement. Demand for decorati%e
paints arises from household paintin, architectural and other displa# purposes.
Demand in the festi%e season !September*December" is sinificant, as compared
to other periods. .his sement is price sensiti%e and is a hiher marin business as
compared to industrial sement.
%ndustrial7 .hree main sements of the industrial sector include automoti%e
coatins, powder coatins and protecti%e coatins. &ansai Nerolac is the market
leader in this sement. User industries for industrial paints include automobiles
enineerin and consumer durables. .he industrial paints sement is far more
technolo# intensi%e than the decorati%e sement.
.he paints sector is raw material intensi%e, with o%er B,, raw materials !),I
petro*based deri%ati%es" in%ol%ed in the manufacturin process. Since most of the
raw materials are petroleum based, the industr# benefits from softenin crude
prices.
6 http788!!!.e9uitymaster.com8research:it8sector:info8paint8Paints:,ector:#nalysis:Report.asp
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;. &iterature Revie!
2alue ,tream Mapping 7
/alue stream mappin is a lean manaement techni:ue which is used for anal#3in the
current state of the process and then incorporatin an# impro%ements and remo%in the
non*%alue addin acti%ities so as to reach the desired to be process. It was de%eloped b#
.aiichi 1hno while workin in .o#ota in ;<(,As and >,As. /SM is used to identif# an#
wasteful acti%it# and how it can be remo%ed so that flow of the process is made more
fluid. /SM is a %isuali3ation tool which helps in pinpointin the se%en wastes which
ma# occur in the process namel# Defects, 1%erproduction, .ransportation, 9aitin,
In%entor#, Motion, and Processin. E# usin /SM techni:ue !Eelokar et al. , +,;+" in
automobile industr# and mappin the# took the inner wheel housin for the case stud#
and b# modif#in the la#out and weldin operation the# were able to impro%e production
b# FFI. !Dinesh and Prabhukarthi ,+,;B" utili3ed /SM in pump manufacturin industr#
and were able to reduce production lead time from ;@<( mins to ;@B@ mins.
.here are fi%e basic steps of /SM$ 7irst the product or process is identified for which the
impro%ement is to be made, then the current flow is obser%ed and as is mappin of the
process is done which means notin down how the process currentl# takes place, then
confirmation of the process is done i.e b# ph#sicall# oin to the warehouse or
production facilit# where the process is occurrin as it is %er# important that the process
is noted down as accuratel# as possible , fourth the impro%ements and non*%alue addin
acti%ities are identified and remo%ed so that the Kto*beL process map is made keepin in
mind that an# a%oidable dela# or waste should be remo%ed and finall# the new future
state map is implemented.
In the words of 1hno !;<@@" *
K2ll we are doin is lookin at the time line from the moment the customer i%es us an
order to the point when we collect the cash. 2nd we are reducin that time line b#
remo%in the non*%alue*added wastes.L
&ead /ime 7
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0ead time is the dela# between the time when the customer makes the re:uest for a
particular product or ser%ice and b# the time he recei%es it. 0ead time reduction is one of
the ma5or area of the .o#ota production s#stem. C#cle time is different from lead time ,
c#cle time is the time from which the work on a particular process or product starts and
end when the product or process is deli%ered. !Sehal et al. , +,,(" noted that CK In the
Indian Paint compan#, customer satisfaction is identified as a ke# performance indicator
!&PI". .he compan# has defined customer satisfaction in terms of order fill rate with
accurac#. .he compan# monitored its performance in Customer Satisfaction throuh two
process measures$
!;" 1.I7$ 1n .ime In 7ull.
!+" 1S'$ 1rder Satisfaction 'atio.
1.I7 measures the performance of the business aainst fulfillin a complete customer
order !In 7ull" on the desired date !1n .ime". 1S' measures customer order satisfaction
at the stock keepin unit !S&U" le%el .
7or the paint industr# it becomes %er# important to decrease its lead time as much as
possible so that the dealers remain lo#al to them and the# can increase their profit marin
and market share.
!.re%ille a et al. , +,,F" suested that manaers in man# companies belie%e that reducin
lead times is difficult and e8pensi%e, and that information s#stems will make lead time
reduction easier MFN. 0ead time measures the time it take from arri%al of order to the time
when the oods are deli%ered whereas c#cle time measures the time which start from the
instant the production of the product start to the time it is deli%ered to the customer.
/ime ,tudy7
!&anawat#, ;<<+" define time stud# as$ .ime stud# is a work measurement techni:ue for
recordin the times of performin a certain specific 5ob or its elements carried
out under specified conditions, and for anal#sin the data so as toobtain the time
necessar# for an operator to carr# it out at a defined rate of performance.
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Stop watch time stud# is the basic tool for calculatin the standard time for a particular
process or acti%it#. .hree basic e:uipmentAs re:uired for the time stud# are Stop watch,
stud# board, and time stud# forms. Care must be taken that the worker is informed
beforehand about the time stud# so that he perform at his normal pace.
!&anawat#, ;<<+" e8plains the steps in%ol%ed in time stud#$
!;" 1btainin and recordin all the information a%ailable about the 5ob, the operati%e and
the surroundin conditions, which is likel# to affect the carr#in out of the work.
!+" 'ecordin a complete description of the method, breakin down the operation into
OelementsO.
!B" -8aminin the detailed breakdown to ensure that the most effecti%e method and
motions are bein used, and determinin the sample si3e.
!F" Measurin with a timin de%ice !usuall# a stop*watch" and recordin the time taken
b# the operati%e to perform each OelementO of the operation.
!)" 2t the same time, assessin the effecti%e speed of workin of the operati%e relati%e to
the obser%er=s concept of the rate correspondin to standard ratin.
!(" -8tendin the obser%ed times to Obasic timesO.
!>" Determinin the allowances to be made o%er and abo%e the basic time for the
operation.
!@" Determinin the Ostandard timeO for the operation.
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1. Proect Details
1.0 <eed and ,ignificance of Proect =ork
1. Reduction in the lead time to service customer order7
Currentl# the order placement to deli%er# time is of F hours !0ocal shipments" but current
D1. le%el is @<I which suest that dealers are not ettin their shipments on time
which is causin dissatisfaction amon them and forcin them to chane suppliers and
hamperin the market share of 2k3oNobel India P%t 0td.Mappin and elimination of
Non*/alue 2ddin acti%ities so that o%erall D1. le%el is impro%ed.
;. Manpo!er Planning7
Currentl# the standard time and c#cle time for the process are not calculated which makes
it %er# difficult to optimi3e the manpower re:uirement and result in short staffin and
o%er staffin. 2s compan# has to hire contractual workers on peakin da#s and those
da#s with hih demand and orders so it become %er# important to ha%e time standards for
the process.
1.; Proect Obective
.he 1b5ecti%es of the Pro5ect were$
;. 2s is mappin of 1rder dispatch process which happens in the warehouse and then
suestin the K.o*EeL process b# carefull# e8aminin each and e%er# acti%it# and
eliminatin an# non*%alue addin acti%it# which result in increasin the total c#cle time.
+. .o calculate the optimal number of workers re:uired b# calculatin the standard time
of the pickin acti%it# and then plannin the hirin of contractual workers keepin in
mind the order pattern.
1.1 ,cope
;. /alue stream mappin of the 1rder to Dispatch process.
/alue stream mappin was done b# first mappin the as is process b# carefull#
e8aminin the acti%ities happenin in the Chattarpur Depot.Non /alue 2ddin acti%ities
were identified and possible reasons were e8amined. 2n# a%oidable dela# in the process
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was also noted down.2fter carefull# e8aminin the process the optimal .o Ee process
was suested keepin in mind an# constraints and una%oidable dela#s .
+. Manpower Plannin.
Stopwatch time stud# was conducted for each and e%er# process which contributes from
order to dispatch to identif# bottleneck 6 to calculate c#cle time. 2fter that allowances
were added to the obser%ed time so as to calculate the standard time. 1rder pattern of
pre%ious four months were studied and conse:uentl# optimal number of pickers re:uired
were calculated for the warehouse.
1.3 Proect Deliverables
;. Standard time and C#cle time to be calculated for the process takin into account the
allowances and %ariabilit#.
+. K2s isL mappin of processes, suestin the impro%ements in the processes and
clearl# definin the K.o Ee ProcessL.
B. Identif#in and remo%in an# special causes which increase the total c#cle time of the
process.
1.4 &imitations
Calculated c#cle time is sub5ected to chane. If there will be impro%ement in the
la#out or method of doin the e8istin process then c#cle will chane.
.he order pattern depends upon the pre%ious four months and its accurac# is
limited.
2n# chane in polic# of compan# can chane lunchHbreak time, which will
chane calculated utili3ation.
Increasin the permanent worker or contractual worker will chane the standard
time of the process.
If the chane in S2P s#stem are implemented then the standard time will chane.
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3. Methodology
3.0 Reduction in the lead time to service customer order
Figure " : #et$odolog! for reduction in lead ti%e.
7irst the standard process and 5ob responsibilities were studied from the compan#As
standard manual for depot operations then the actual operation was studied b# %isitin
Chattarpur depot and notin down how e8actl# the process was happenin and if there
were an# ambiuities from the standard procedure. .ime stud# was conducted b# notin
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the time of each acti%it# namel# telecallin , punchin the order, pickin of the material
,in%oice eneration, loadin and dispatch. 9orkers were informed beforehand that their
time will be noted and the# should work at the normal pace so that standard time is as
accurate as possible. Process capabilit# for each process was calculated usin Minitab
which helped in findin special causes of error which ma# make the process out of
control. 2fter collectin the data root cause anal#sis was done so as to pinpoint the causes
of dela#s and wastaes. 2fter that 7uture state map was constructed keepin in mind and
una%oidable dela# which ma# occur. Standard time for the acti%ities were calculated
keepin in %iew the different allowance.
Figure & : Standard ti%e calculation.
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3.; Manpo!er Planning
Figure ' : #et$odolog! for #an(o)er lanning.
1rder data of pre%ious F months was collected and a%erae number of order per da# was
calculated. Standard time for pickin acti%it# was calculated pre%iousl# and it was used
to calculate the total number of pickers re:uired, an e8cel template was made for the
same. Salar# of the permanent labour and contractual labour was used to calculate the
optimal number of pickers which would keep the total spent to the minimum.
NITIE, MUMBAI Page 22

4. Data +ollection* Data #nalysis > ?indings
4.0 Reduction in the lead time to service customer order
7irst the process was understood b# readin the Standard 1peratin Manual for Depot
1perations, different 5ob descriptions and their roles and responsibilities were also
understood respecti%el#.
Figure * : rocess #a(
NITIE, MUMBAI Page 23

Requirement of
products from dealers/
Sales Officer
Market
demand of
products
Start
Is sales order placed
directly by dealer or by
TSI/SO ?
Place telephonic order to
Customer Relation Officer at depot
ealer
Sequentially fills a seriali!ed
customer order form for the
dealer"s order and for#ard to epot
Computer Operator
Customer relation officer
Obtain a physical or a telephonic
order from dealer and intimate to
Customer Relation Officer
Sa$e and %enerate sales order
number in Saturn
ealer
TSI/SO
Sales Officer
epot Computer Operator
&
Sales order is booked in saturn
#ith reference to mandatory
customer order number
epot Computer Operator

oes sales order
pass the blockin%
criteria ?
'o
Stop
Sales order is blocked in
saturn
(nblockin% of
blocked sales
order
System
&
)es
Create deli$ery order in
saturn
epot computer operator
*enerate pick slip and take its
print out for confirmation of
a$ailability of %oods by dispatch
officer
epot computer operator
&re %oods mentioned
in pick list a$ailable ?
eli$ery order quantity manually
ad+usted to the quantity
a$ailable
Pick slip is confirmed for the
physical a$ailability of all %oods
and mo$ement of %oods to
loadin% bay
ispatch Officer
ispatch Officer
'o
)es
,inished %oods in$entory are
reduced by postin% -%oods
issue. in saturn
epot computer operator
Print three copies of in$oices
and for#ard to dispatch officer
epot computer operator
Figure + : ,rder creation and In-oicing.
NITIE, MUMBAI Page 24
Order creation and %nvoicing

Request from dealer
for amendment of
sales order
Open sales order
in saturn
Start
Request for amendment/
cancellation of sales order
is recei$ed or mistake/ error
in order is identified
Customer Relation Officer
Is it an amendment of
the sales order ?
Cross check chan%es #ith
dealer/ subsequently appro$e
amendments to be made in
order
C,& Mana%er
)es
Make required amendments
to the ordered quantity in
saturn as per appro$al
epot Computer Operator
Old sales order is cancelled and
a ne# sales order is raised as
per the ne# criteria
'o
epot Computer Operator
Reason for cancellation of
sales order is mentioned at the
time of cancellation of sales
order in saturn
epot Computer Operator
On a pre0defined periodicity/ an
MIS is prepared for all
cancelled sales orders statin%
therein the reasons for
cancellation
Re%ional 1o%istics Mana%er
'e# sales order in
saturn
MIS for cancelled
sales order
&mended sales
order
Stop
Mistakes/2rrors in
sales order
Figure . : A%end%ent/cancellation of order
NITIE, MUMBAI Page 2&
#mendment8cancellation of order

Three copies of
in$oices
Start
Tintin% of %oods are done as per
the dealer"s order and in$oice
%oods
ispatch Officer
2ntry of $ehicle is done in
%ate re%ister
Security *aurd
*oods are loaded manually in the
presence of Security *uard and
ispatch Officer
ispatch Officer
1orry receipts and
local #ay bill
Transporter prepares the lorry
receipt and submits all documents to
dispatch officer and security %uard
1orry receipt and other documents
are to be handed o$er to the
person #ho deli$ered %oods at
transporter"s #arehouse
T#o copies of in$oice alon% #ith
#ay bill are handed o$er to $ehicle
dri$er
3ehicle mo$e out from the %ate and
an out time and date are entered in
out re%ister
,iles the ackno#led%ed copy of
in$oice as a proof of deli$ery of
material
Transporter
Transporter
Security *aurd ispatch Officer
ispatch Officer
3ehicle dri$er submits the
ackno#led%ed copy of in$oice to
dispatch officer
Transporter
Stop
One copy of lorry
receipt kept as proof of
dispatch (pdated %ate re%ister
&ckno#led%ed
copy of in$oice
Is sales local or
upcountry ?
(pcountry
&ckno#led%ement of tempo dri$er
to be taken on in$oice copy and
local #ay bill
ispatch Officer
1ocal
Is dispatch direct from depot
or from the transporter"s
#arehouse ?
irect
Transporter"s #arehouse
Figure 10 : 1is(atc$ of goods fro% de(ot
NITIE, MUMBAI Page 2'
Dispatch of goods from depot

4.; @ob Description7
=arehouse Manager
'eportin to $ 'eional 0oistics Manaer C2NI 2k3onobel India 0imited
Overall @ob responsibility !Purpose of the 5ob " $
.o ensure operations related to customer ser%ice, stock manaement, slobs manaement
are carried out efficient manner. Depot manaer is also responsible for ensurin
compliance to all 4S-6S and statutor# re:uirement in depot.
Details of @ob Responsibilities 7
;. .o run the da# to da# operations at the 9arehouse as defined in the S1P and as
per the ser%ice charter.
+. .o be responsible for the re%enues and e8penses in the 9arehouse.
B. Pro%idin of timel# MIS to 'eional office H 41 in the predetermined formats.
F. .o maintain ood housekeepin standards.
). 'esponsible for the safet# of the oods and personnel in the 9arehouse.
(. .o et necessar# appro%als from respecti%e authorities whene%er needed as
mentioned in S1P.
>. .o check e*mails on a dail# basis and to do necessar# correspondences.
@. .o ensure ;,,I stock accurac# le%el in the 9arehouse .
<. Maintain all :ualit# records in the 9arehouse .
;,. .o interact with the Customer to enhance cordial relations and understand the
operational aps if an#G in the ser%ice deli%erables..
;;. 'eularl# inspectin the dispatch super%isor and casual labours adherin to
4S-6S norms and polic#.
;+. .o plan out cluster mappin of dealers and ensurin %ehicle adherence as per
ser%ice charter.
;B. 1ptimise %ehicle utili3ation durin month end and scheme closin da#s.
;F. .o identif# trainin needs and pro%ide the re:uired trainin to all warehouse
staff.
NITIE, MUMBAI Page 27

;). &eep a track of ser%ice charter adherence and conductin reular feedback from
the .op ;) dealers.
;(. Maintainin 0o Eook and redressal reister of all ser%ice related issues.
/elecaller
Overall @ob Responsibility ! Purpose of the 5ob " $ Perform outbound calls in a
scheduled manner to 2 6 E Class customers and fetch orders placed b# them. 'espond
appropriatel# to inbound calls ,minimi3e call drops and timel# closure of open :ueries
from Customer !internal and e8ternal"
Details of @ob Responsibilities7
;. .o call up 2 6 E*Cateor# dealers as per the schedule i%en b# 2rea head.
+. .o collectHrecei%e orders from dealersHSales team and fill Deli%er# 1rder form.
B. .o maintain the Calls 'eister and reularl# updatin the same to 2rea head and
'eional office.
F. .o inform all the dealers about the scheme and updatin the latest information to
them as per the instructions of respecti%e 2rea head.
). .o pro%ide all the information related to blank Che:ues and receiptin of the same to
dealer and respecti%e Sales representati%e.
(. .o flushback the unser%iced skus to dealerHSales representati%e immediatel# upon the
confirmation of receipt from computer operatorHdispatch super%isor.
>. .o collect information related to dispatch of stocksHifts of an# pre%ious sales order
from dispatch reister and informin the concerned dealers on re:uest.
@. Deli%er# confirmation of all the upcountr# dealers e%er# da#H weekend and updatin
the same in Stock out !in%oice" reister.
<. .o update the dealer about the Credit In%oiceHnotes reularl#.
;,. .o recei%e all the :ueries relatin to ser%ice le%els from dealerHSales representati%e
and handin o%er to Depot Mr for redressal.
;;. Pro%idin che:ue bouncin information to Dealer and respecti%e Sales representati%e.
NITIE, MUMBAI Page 2,

?loor supervisor
Overall @ob Responsibility $ .o super%ise the operation in the 9arehouse like receipts,
storin and dispatches, coordination with depot Manaer for arranin %ehicles for local
and upcountr# deli%eries and ensurin the updation and retention of all :ualit#
documents.
Details of @ob Responsibilities 7
;. Maintenance of Ein Cards.
+. Maintenance of Green card and 'ed card at the warehouse.
B. Proper stackin, storin and aisle space inside the warehouse as per la#out.
F. .o ensure safet# 6 securit# of oods 6 personnel at warehouse.
). Updation and maintenance of all :ualit# records as per the retention norms.
(. .o super%ise the packin 6 dispatch acti%it# after the pickin operation.
>. .o pick material from warehouse mentioned in the pick list as per 7M71.
@. 7lushback the information related to unser%iced skus to teleoperator and computer
operator before in%oice finali3ation.
<. .o reularl# inspect the SND stocks and sereate the same if found in slob
conditions.
;,. -nsurin the stocks are l#in at the specified storae location and within the aisle
area.
;;. Proper markin of in%oice reference no. on the cansHcartonsHdrums meant for deli%er#
to dealers.
+omputer Operator
Overall @ob Responsibility$ .o input customer orders recei%ed in the -'P software
!S2P"
Details of @ob Responsibilities7
;. .o collect customer order from .ele sales operator
+. .o punch the order in the s#stem
NITIE, MUMBAI Page 21

B. .o take print out of Pick Slip 6 after checkin hand o%er the pick slip document to
dispatch officer
F. .o release final in%oice after confirmation of pickin b# Dispatch officer 6 check the
printout with order
). .o hand o%er the final in%oice to Dispatch officer
(. .o collect the written che:ue from 2ccounts officer.
>. .o punch the che:ue details !Che:ue date, che:ue no, amount, bank name, in%oice
no, credit note no"
@. .o print KPa#*in*slipL !( copies" P) copies to Eank, ; cop# at depot as acceptance
cop#. Ne8t da# acknowledement cop# is recei%edQ
<. .o hand o%er KPa#*in*slipL and che:ue to 2ccounts officer
;,. .o punch in the debit note details incase if the Che:ue bounces
;;. .o hando%er the debit note to Documentation officer for courierin to respecti%e
customer
;+. .o hando%er the bounced che:ue to 2ccounts officer .o sererate and dispatch
Debit notes, Credit notes to respecti%e dealer.
;B. .o collect 0ocal ,Upcountr# and S.I acknowlede in%oices and file seriall# and
month wise.
;F. .o inform the pendin acknowledements to .ransport officer for doin follow ups.
;). .o send dail# Performance Matri8 report to all concerned without fail.
Data -ntry Operator : 'Receipts)
Overall @ob Responsibility $ .o input material receipt in the -'P software !S2P"
Details of @ob Responsibilities7
;. .o collect S.I H In%oice from receipt super%isor after unloadin.
+. .o punch in the receipts in the s#stem.
B. .o print 1.' !1ut .urn 'eport".
F. .o update 1.' reister
). .o prepare damae 6 discrepanc# report
NITIE, MUMBAI Page 34

(. .o collect the transfer orders from 2NI *'eional 0oistics -8ecuti%e
>. .o punch in the orders in the S2P s#stem
@. .o print Stock .ransfer order pick slip
<. .o print final S.I basis confirmation from dispatch officer
;,. .o hand o%er the final S.I for shipment to re:uired depot
Receipt ,upervisor
Overall @ob Responsibility 7 .o carr# out the receipts 6 stock transfer in the warehouse
Details of @ob Responsibilities $
;. .o collect the inward documents from the securit#.
+. .o arrane the %ehicle at unloadin ba#.
B. .o unload the material at Stain area , incase if the materials are not binned directl#
to locations.
F. .o check the ph#sical :uantit# of the material with document :uantit#
). .o coordinate with floor super%isor for stackin and binnin in locations
(. .o pass on the document to data entr# operator for 1.' eneration.
Pickers7
Overall @ob Responsibility 7.o carr# out pickin 6 packin acti%ities in the warehouse
Details of @ob Responsibilities$
;. .o recei%e pick slip from P 6 D super%isor
+. .o check the 7M71 location of the material
B. .o pick the material as per the sample in%oice 6 mark on in%oice where%er the
materials are not a%ailable.
F. .o place materials at the stain area *I and a cop# of the sample in%oice to be kept
on the particular lot. 2lso proper markin to be done to distinuish the in%oice
material
). .o update :uantit#, in%oice no, location in the respecti%e
NITIE, MUMBAI Page 31

(. .o mark KPickin ConfirmedL on the pick slip 6 hando%er the same to local P 6 D
super%isor after keepin the material in stain area.
,ecurity "uard
Overall @ob Responsibility 7.o carr# out securit# checks 6 %isitor access control in the
depot to pre%ent loss of stockHassets
Details of @ob Responsibilities$
;. .o check the %isitor credentials.
+. .o ha%e the %isitor o thru the access checkpoint board
B. .o et %isitors acknowledement in the entr# reister alon with In 6 1ut time
F. Issue ID 6 /isitor slip to the %isitor
). Check for Mobile HMatchbo8 HCiarette deposit with securit#.
(. 2d%ise 2larm bell 6 2ssembl# point to the %isitor
>. Direct office %isitors to office directl#
@. Maintain Generator lo book
<. Maintain Stock outward reister
;,. Do a Pre*loadin check for the %ehicles reportin at the depot
;;. /iil of the Depot area
;+. Courier documents handlin
;B. 4ead count maintenance for the %isitors 6 durin emerenc# e%acuation.
2fter that data for each and e%er# process was collected b# time stud#.
/elecaller
NITIE, MUMBAI Page 32

37 33 29 25 21 17 13 9 5 1
30
15
0
S
a
m
p
l
e

M
e
a
n
_
_
X=16
UCL=31.34
LCL=0.66
37 33 29 25 21 17 13 9 5 1
20
10
0
S
a
m
p
l
e

R
a
n
g
e
_
R=8.16
UCL=26.65
LCL=0
35 30 25 20 15
40
25
10
Sample
V
a
l
u
e
s
60 50 40 30 20 10 0
LSL 0
USL 60
Specifications
LSL USL
Oe!all
"it#in
40 20 0
St$e %&14%
'&(enc# 1&96
)p* 0&65
++M 247%7&70
"it#in
St$e %&003
'&(enc# 2&00
+p* 0&67
)pm ,
++M 22795&15
Oe!all
Oe!all
"it#in
Specs
+!ocess )apa-ilit. Si/pac* Repo!t fo! Mean
0-a! )#a!t
R )#a!t
Last 25 Su-g!oups
)apa-ilit. 1istog!am
2o!mal +!o- +lot
3$4 3&3755 +4 6 0&005
)apa-ilit. +lot
Figure 11 : rocess 2a(abilit! of 3elecaller
NITIE, MUMBAI Page 33

Depot +omputer Operator
37 33 29 25 21 17 13 9 5 1
50
25
0
S
a
m
p
l
e

M
e
a
n
_
_
X=28.09
UCL=58.13
LCL=-1.95
37 33 29 25 21 17 13 9 5 1
40
20
0
S
a
m
p
l
e

R
a
n
g
e
_
R=15.97
UCL=52.19
LCL=0
35 30 25 20 15
50
30
10
Sample
V
a
l
u
e
s
120 100 %0 60 40 20 0
LSL 0
USL 120
Specifications
LSL USL
Oe!all
"it#in
90 60 30 0
St$e 14&59
'&(enc# 1&93
)p* 0&64
++M 270%1&69
"it#in
St$e 13&%4
'&(enc# 2&03
+p* 0&6%
)pm ,
++M 21205&57
Oe!all
Oe!all
"it#in
Specs
+!ocess )apa-ilit. Si/pac* Repo!t fo! Mean
0-a! )#a!t
R )#a!t
Last 25 Su-g!oups
)apa-ilit. 1istog!am
2o!mal +!o- +lot
3$4 1&6635 +4 6 0&005
)apa-ilit. +lot
Figure 12 : rocess 2a(abilit! of 12,
Picking
NITIE, MUMBAI Page 34

1%1 161 141 121 101 %1 61 41 21 1
100
50
0
S
a
m
p
l
e

M
e
a
n
_
_
X=31.8
UCL=53.1
LCL=10.5
1%1 161 141 121 101 %1 61 41 21 1
100
50
0
S
a
m
p
l
e

R
a
n
g
e
_
R=11.3
UCL=37.0
LCL=0
200 195 190 1%5 1%0
35
25
15
Sample
V
a
l
u
e
s
105 90 75 60 45 30 15 0
LSL 0
USL 90
Specifications
LSL USL
Oe!all
"it#in
120 %0 40 0
St$e 11&33
'&(enc# 2&%1
)p* 0&94
++M 2504&94
"it#in
St$e 14&22
'&(enc# 2&24
+p* 0&75
)pm ,
++M 12665&40
Oe!all
Oe!all
"it#in
Specs
1
1
1
1
1
1
1
1 1
1 1 1
1
1
+!ocess )apa-ilit. Si/pac* Repo!t fo! Mean
0-a! )#a!t
R )#a!t
Last 25 Su-g!oups
)apa-ilit. 1istog!am
2o!mal +!o- +lot
3$4 10&7675 +4 6 0&005
)apa-ilit. +lot
Figure 13 : rocess 2a(abilit! of icking
NITIE, MUMBAI Page 3&

%nvoice "eneration
12 11 10 9 % 7 6 5 4 3 2 1
2000
1000
0
/
i
m
e

'
s
e
c
)
_
_
X=640
UCL=1881
LCL=-601
12 11 10 9 % 7 6 5 4 3 2 1
4000
2000
0
/
i
m
e

'
s
e
c
)
_
R=660
UCL=2156
LCL=0
12 10 % 6 4 2
4000
2000
0
Observations
/
i
m
e

'
s
e
c
)
4000 3000 2000 1000 0
LSL 20
USL 1000
Specifications
LSL USL
10000 1000 100 10
Location 5&%95
Scale 0&4443
'&(enc# 1&31
+p* 0&10
++M 94329&53
Oe!all
Oe!all
Specs
Process +apability Report for %nvoice "eneration
0-a! )#a!t
R )#a!t
Last 12 Su-g!oups
)apa-ilit. 1istog!am
Loglogistic +!o- +lot
3$4 0&9115 +4 0&009
)apa-ilit. +lot
Figure 1" : In-oice 4eneration
&oading
NITIE, MUMBAI Page 3'

12 11 10 9 % 7 6 5 4 3 2 1
2000
1000
0
/
i
m
e

'
s
e
c
)
_
_
X=888
UCL=1612
LCL=163
12 11 10 9 % 7 6 5 4 3 2 1
3000
1500
0
/
i
m
e

'
s
e
c
)
_
R=385
UCL=1258
LCL=0
12 10 % 6 4 2
4000
2000
0
Observations
/
i
m
e

'
s
e
c
)
3000 2000 1000 0
LSL 200
USL 1500
Specifications
LSL USL
Oe!all
"it#in
4000 2000 0
St$e 641&7
'&(enc# 0&49
)p* 0&32
++M 311%91&0%
"it#in
St$e 635&2
'&(enc# 0&50
+p* 0&32
)pm ,
++M 307024&97
Oe!all
Oe!all
"it#in
Specs
1
1
Process +apability Report for &oading
0-a! )#a!t
R )#a!t
Last 12 Su-g!oups
)apa-ilit. 1istog!am
2o!mal +!o- +lot
3$4 3&7995 +4 6 0&005
)apa-ilit. +lot
Figure 1& : rocess 2a(abilit! of Loading
NITIE, MUMBAI Page 37

Figure 1' : As Is rocess #a(
NITIE, MUMBAI Page 3,

4.1 /ime Details7
.ime details were noted for each acti%it# and standard time was calculated for the pickin
acti%it#.
+RO D+O
Picker
NITIE, MUMBAI Page 31
Mid Month 14.86
End of Month 18.19
Av!"# C"$$ ti% &! '(U )'*+
Mid Month 31.34
End of Month 21.85
Av!"# C"$$ ti% &! '(U )'*+
Cont!"*t 00,00,38
-!%"nnt 00,00,31
.v!"$$ 00,00,32
Av!"# -i*/in# ti% &! Unit )'*+
Mid Month 00,00,33
End of Month 00,00,28
Av!"# -i*/in# ti% &! Unit )'*+
M"n0"$ 00,00,37
E10i&%nt 00,00,29
Av!"# -i*/in# ti% &! Unit )'*+

4.3 Root +ause #nalysis
NITIE, MUMBAI Page 44

'oot Cause 2nal#sis was done so as to remo%e an# a%oidable dela# and an# Non*/alue
NITIE, MUMBAI Page 41

addin acti%it#.
NITIE, MUMBAI Page 42

Figure 1* : Fis$ 5one 1iagra%
NITIE, MUMBAI Page 43

Figure 1+ : Fis$ 5one 1iagra% For 26,
Figure 1. : Fis$ 5one 1iagra% For 12,
NITIE, MUMBAI Page 44

Figure 20 : Fis$ 5one 1iagra% For 1,
Figure 21 : Fis$ 5one 1iagra% For icker
NITIE, MUMBAI Page 4&

4.4 Manpo!er Planning
2%erae number of order per da# were calculated takin into account pre%ious F month
data. 2fter that optimal number of permanent pickers were calculated takin into
consideration both the monetar# factor and .ime standards.
Figure 22 : A-erage Nu%ber of ,rders
Standard .ime was calculated for the pickin acti%it# and then personal , fatiue and
dela# allowances were added to it. 2ssumin each order to be of +,, litres the total
number of dail# order was calculated and number of order each picker can pick in a da#
was calculated. Gi%en the monthl# order %olume of Chattarpur depot as ++, &0 the
re:uired number of picker was found to be F.
NITIE, MUMBAI Page 4'

+alculation7
2%erae Number of 1rders Dail# R !++,S;,,,"H!+,,S+(" R FB
2%erae Number of hours for unloadin R B
Number of S&U in one order R (
.otal 2%ailable time !.wo ;) min break " R F.) 4ours
.ime re:uired to pick one sku R B; sec
Personal 2llowance R ) I
7atiue 2llowance R ;, I
Dela# 2llowance R ) I
Standard .ime .o pick 1ne 1rder RB min FB sec.
Una%oidable dela# between orders R ;+,, min
.otal number of orders one picker can pick dail# R ;;.FB
Number of pickers re:uired R FBH;;.FB R 3
2fter talkin to 9arehouse manaer it was learnt that the pa# of the permanent labour
was 's. @),, per month and the contractual labour was a%ailable for 's. F,, per da#. So
takin into account these two costs and the a%erae dail# order pattern least spent was
calculated.
NITIE, MUMBAI Page 47

<umber of
Permanent
=orkers
A 0 ; 1 3 4 5 B
/otal
,pent
4B5AA 44BAA 41CAA 40DAA 40;AA 41BAA 4BCAA 51DAA
Figure 23 : #an(o)er lanning 7#onetar! 3er%8
NITIE, MUMBAI Page 4,

5. Results and Recommendations
5.0 ,uggestions
2fter carefull# e8aminin the 'oot Cause relationship diaram followin suestions
were made so that the a%oidable dela# can be eliminated and the whole process can be
made more streamlined and can be completed in a lesser time so that the 1.I7 le%el is
increased.
Designatio
n +ause ,uggestion
+RO
No S2P access
Pro%ide %iew access to certain modules of
S2P so that he can tell the material
a%ailabilit#, and order mo%ement to
dealers.
No Interated
information s#stem
D+O
2ctual /s Eook
In%entor# /ariance
S2P record should be updated reularl#
and accuratel#.
In%oice H Pickslip both bein
prepared in the same office
'elocation of 1ne DC1 in the Dispatch
section.
No set time for 79'
79' should be made durin ;,*;; and )*(
onl# !as number of orders are less durin
that period" and dealers should be notified
durin that period onl#.
'esponsibilit# of some
task is not defined. Sereatin Duties of two DC1As
DO
Pick Slip return
time is not entered
9M should make it sure that it is followed
and durin audit it should be checked.
Nelience !Sendin wron
product"
Product Eatch Number should be checked
durin loadin
No trainin i%en to
Contractual labour Needs to make arranement for trainin.
NITIE, MUMBAI Page 41

Picker
0ack of trainin
!Contractual"
Needs to make arranement for trainin.
Not enouh knowlede
about the
products
.here is no
Plant la#out Chart
Placin a 9arehouse 0a#out Diaram in
the loadin ba# area.
No Product Sins are placed
in warehouse
Placin sinboards inside the warehouse
with product codes
2bsenteeism
9M needs to need to make continenc#
plans incase of absent labours
General Shortae
of labour
Process
9aitin time between
processes which is a ma5or
N/2
Eu33erH 2larm S#stem to be implemented
4ei5unka bo8 can be implemented for
streamlinin the whole process and 9M
needs to make sure that process
smoothenin is achie%ed
Figure 2" : 9ei:unka 5oard.
NITIE, MUMBAI Page &4

5.; Results7
;. Currentl# the a%erae time for the process is + hours +B min and the standard time for
the process calculated is )> min keepin in %iew the una%oidable dela#s and
allowances so a reduction of around (, I is achie%ed.
Figure 2& : 3o;5e rocess #a(
+. .he standard time for pickin the order is B min FB sec. Permanent worker took ++I
less time than contractual worker in pickin an order. 9hile usin e:uipment for the
pickin picker took ++I less time.
NITIE, MUMBAI Page &1

B. .he .o*be process is defined and rele%ant suestions are suested to make the
process more streamlined and :uick so that the increased 1.I7 le%el is achie%ed and
customer satisfaction is increased.
F. .he 1ptimal number of permanent worker calculated is F considerin both the time
standards and monetar# terms which will result in sa%in F@,, man hours annuall#.
Figure 2' : #an(o)er 4ra($.
NITIE, MUMBAI Page &2

B. References
;. Eelokar, '.M, &harb, S.S.,&umar,/., 2n 2pplication of /alue Stream Mappin
In 2utomobile Industr#$ 2 Case Stud#, International ?ournal of Inno%ati%e
.echnolo# and -8plorin -nineerin ; !+,;+", +B;*+B).
2. Dinesh, ?., Prabhukarthi, 2.* 'eduction of 0ead time usin %alue stream mappin
in pump manufacturin industr# , National Conference on Manufacturin
Inno%ation Strateies 6 2ppealin 2d%ancements, !+,;B" ;*(.
B. Sehal, San5a#, Saha# E.S., Go#al, S.&., K'eenineerin the suppl# chain in a
paint compan#L, International ?ournal of Producti%it# and Performance
Manaement )) !+,,(", ())*(>,.
4. .re%ille a , S., Shapiro b , D. '., 4ameri a , P. 2., 7rom suppl# chain to demand
chain$ the role of lead time reduction in impro%in demand chain performance,
?ournal of 1perations Manaement +; !+,,F", (;B*(+>.
&. 9hite, M., GarcTa, ?.0., 4ernUnde3, ?., and Me3a ?., C#cle .ime Impro%ement
b# a Si8 Sima Pro5ect for the Increase of New Eusiness 2ccounts, International
?ournal of Industrial -nineerin, ;(!B",!+,,<" ;<;*+,).
(. &anawat#, G., Introduction to work stud#, International labour orani3ation F,
Gene%a, !;<<+" +B(*BB>,F@<*F<@
>. Mohant#, '.P. and Deshmukh, S.G. 'eenineerin of a suppl# chain manaement
s#stem$ a case stud#, Production Plannin 6 Control ;;,!+,,,", <,*;,F.
@. 'i33i, 2., Vamboni, '., K-fficienc# impro%ement in manual warehouses throuh
-'P s#stems implementation and redesin of the loistics processesL, 0oistics
Information Manaement ;+ !;<<<", B(>*B>>.
NITIE, MUMBAI Page &3

<. Petersen, C., Siu, Charles, 4eiser D.'., KImpro%in order pickin performance
utili3in slottin and olden 3one storaeL, International ?ournal of 1perations 6
Production Manaement +) !+,,)", <<>*;,;+.
+ase ,tudies > =hite Paper 7
2sian Paints Gainin a B(,*Deree /iew of the Customer.
.op ;, 0osin 9arehouse Strateies 2nd 4ow .o 2%oid .hem* Motorola.
1ptimi3in 9arehouse '1I C 2ccellos.
I2'9 Guide to -ffecti%e 9arehouse 1perations.
=ebsites7
;.https$HHwww.ak3onobel.comHinHaboutusHlocationsH
+. https$HHwww.ak3onobel.com
B.http$HHwww.e:uit#master.comHresearch*itHsector*infoHpaintHPaints*Sector*2nal#sis*
'eport.asp
F.http$HHnptel.ac.inHcoursesH9ebcourse*contentsHII.*'11'&--HINDUS.'I20*
-NGIN-''INGH
NITIE, MUMBAI Page &4