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MJ is a leading player in the 3PL industry. MJ has guided the development of Best Practices specific to
India for giants of industry. MJ was a prominent member of the CII trade delegation to Germany in May
2012, where Mr. Anil Arora spoke alongside Mr. Anand Sharma, Union Cabinet Minister for Commerce,
Industry and Textiles. Mr. Anil Arora is also a founder member of the National Centre for Cold Chain
Development, set up in July 2012 and core member of CII Logistics Advisory Council. MJ is associated
with industry bodies like CII, FICCI, PHDCC, NCCD etc.
Company’s Vendor
Tata Motors
Bosch Limited
Mahle Filters
Suzuki Motorcycles
Phillips
Armstrong World Industries
JK Fenner
ITC
Auto & Light Engineering Conglomerates
JK Fenner- 6,000 sq ft
MJ’s operating Location
Tahliwal, Himachal Pradesh
Chunnikalan,
Punjab
Manesar & Haridwar, Uttarakhand
Pataudi,Haryana
Palwal, Haryana
Mandoli, Delhi
Hassangarh, Haryana
Lucknow, Uttar Pradesh
Akbarpur, Haryana Kasna, Greater Noida, UP
Okhla, Delhi
Santosh Nagar, Maharashtra
Hamidpur & Narela, Delhi
Panvel, Maharashtra
Where I did my internship
Patli, Haryana
Gurgaon,
Haryana Pataudi,
Palwal, Haryana
Haryana
Santosh Nagar,
Maharashtra
Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. These have been translated as
"Sort", "Set in Order", "Shine", "Standardize" and "Sustain".
Kaizen
Kaizen (改善), is the Japanese word for "improvement". In business, kaizen refers to activities
that continuously improve all functions and involve all employees from the CEO to the assembly
line workers. It also applies to processes, such as purchasing and logistics, that cross organizational
boundaries into the supply chain.
[1] It has been applied in healthcare,
[2] Psychotherapy,
[3] life-coaching, government, banking, and other industries, by improving standardized programes
and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first practiced
in Japanese businesses after the Second World War, influenced in part by American business and
quality-management teachers, and most notably as part of The Toyota Way. It has since spread
throughout the world.
[4] And has been applied to environments outside business and productivity.
New Demarked layout after kaizen
Kanban
Implemented at Toyota
OUR MAIN CLIENT
Our main client is TATA Genuine parts which has 350000 sqr. Feet area that is
the Regional Warehouse in North of TATA India.
Tata motors,
Palwal
Tata motors,
Santosh Nagar
Warehouse Parameters
Dispatch move
Material is
QA Performs material to
received with
quality check dispatch dept.
papers
for segregation
Damaging of boxes.
QA takes more time.
Sending of material without completion of various operation.
Material found on dispatch area without QA Scanning.
Tearing of Tape & Double Taping.
We are not ready to ship the material in next two hour after first box packed.
Two hours in floor scanning
Bottlenecks
Creation of
DI pasting loading slip by
Confirm chalaan
(every half hour) referring QA
scan data
Material is Segregation,
placed in boxes QA check the
Load & dispatch
boxes & tape it
(without tape) the material
How proposed process overcome the current process
challenges & bottle necks
Material handling will be less that will reduce the chances of damaging the box.
QA will be done with packaging so there will be no delay in shifts and dispatch.
Due to the linear process deviation of process will become zero.
If QA scan is being done after every 30 minutes so probability of not scanned box in
the dispatch department will be reduced.
We are taping the box after physical QA check i.e. we are not taping the boxes after
packing therefore taping at once will make the efficient use of taping and at the same
time satisfies the customers mental satisfaction and packed box will leave a positive
impression on customers
We are ready to ship the material in next 30 minutes after first box packed.
Two hours in floor scanning will be saved if we refer the QA scanning data for loading
slip creation.
Advantages of proposed process
Linear Process.
Loading slip can be created by the reference of QA Scanned Data that reduces the work of
DEO and Floor Associate.
Work load will be reduced over the DEOs i.e. there will be less probability to do mistake for
DI printing.
DI will not be printed in bulk thus reducing the probability of printing wrong DI
Challenges and Remedies
Challenges
Data for scanning of QA needs to be updated every half hour.
Movement is more of taking/bringing papers from system for DI creation.
Software hanging in between the working hours of packaging when data is uploaded
for QA scan.
Remedies
We’ll train one person from our dept. to upload Data for QA every half hour.
We already have 2 system on floor and will install 3 system on floor i.e. we will
create DI on those system.
SOP of Security Check in Inbound,Outbound,Visitor
and Suggestions
Eshopbox
Mission Statement
• Is to optimize & drive e-commerce lifecycle for ambitious companies.
Accomplishment
• Till date we have managed 10 million units worth more than INR 1 billion
across 1.5 million SKUs listed on 20 + channels for more than 125 companies
on a warehousing space of 1.5 lakh square feet
Types of e-commerce models
•Business-to-Business (B2B)
•Business-to-Consumer (B2C)
•Consumer-to-Consumer (C2C)
•Consumer-to-Business (C2B)
•Business-to-Administration (B2A)
•Consumer-to-Administration (C2A)
Agenda
0:00 – 0:00
Picking department Name
p.m.
0:00 – 0:00
Packaging Department Name
p.m.
0:00 – 0:00
QA Department Name
p.m.
0:00 – 0:00
Dispatch Department Name
p.m.
Inward Departments
Security Check
Unloading of Vehicle
Unit Consolidation
Binning
Outward Departments
Picking Department
Packaging Department
QA Department
Dispatch Department
Training Model & Methodology
Presentations Coaching
MJ Logistics
Training
Methodology
Introduction &
Opening
Pre training test
Tea break
As per
discussion Module topic &
knowledge check
with the
client….
Lunch break
Closing session
Training Aid
Training Place
MJ warehouse Palwal
Training Materials
Safety shoes
Training tools
Flipcharts
Presentations
SOP of Eshopbox (Inward, Outward, Return
CURRENT FORMAT vs. PROPOSED FORMAT:
For productivity
For example
Proposed Format for calculating productivity
For example :
Challenges faced by the departments:
Low efficiency
High manpower cost
Dependency in manpower
Reason of Low efficiency, high manpower cost,
dependency in manpower in Packaging department:
Software bypass
Wrong MRP & Shipment
Omitting Shipment pasting
Packing excess/short quantity
Challan deletion
Weekly offs, Absenteeism & leave
Untrained manpower
Equipments not ready on same time
SAP hanging
Wrong part packing & pasting wrong weight
Poor stock handling
Unpacking material data not send on daily basis
Not activating red & black table effectively
Packing opened material in the boxes
Not using air bubble poly in the boxes
Forget to place challan copy in the box
Optimum use of time is poor
Reason of Low efficiency, high manpower cost,
dependency in manpower in QA area
Investigating on a regular basis of what has been achieved, and what has not
Implementing corrective action where tasks are not achieved, or achieve on time
Checking that resources will be available when needed
Supervising, supporting and motivating the people of the organization to ensure tasks
are undertaken
Adjusting the operational plan if there is a need
Reporting problems to superiors e.g. directors, committee personnel, the Board
Members of the organization
Improve the training process by recruiting trainers from well reputed organization
The development of systems that enable progress of strategies / tasks to be measured
and reported within a work team, and to management
Rapid prototyping
Outcome
Time
Boxes
Four samples of each box has been taken to get mean packing time for
each box
Time taken in MRP generation
05:45.6 60
05:02.4 05:03.6
50
04:19.2 04:22.4
No. of Challans
40
03:36.0 03:01.1
02:52.8 30
56 02:04.5
Time
02:28.0 02:23.6
02:09.6
01:44.3 20
01:26.4 44 27.3
24 10
00:43.2 17 13
10 No. of challans for
00:00.0 0 Mrp generation
Time taken(in
minutes &seconds)
Six samples of MRP generation is taken to get mean time
for mean MRP challans
Time study of QA
Time
No. of Boxes
Four samples of different boxes has been taken to calculate mean time of
quality check of each box.
Time Study of Dispatch loading
of boxes
Number
minutes
Time in
Hrs &
Four Samples of Dispatch loading is taken to get Mean
time for mean boxes.
Overall performance of the Packaging, QA, Dispatch
Note- Performance of per person per hour of June-2018 has been ascertained
according to the new format of productivity .
Remarks- After analyzing the data of the Packaging, QA, Dispatch it can
ascertained that productivity of each department is fluctuating. Sometimes it is
hitting the benchmark and most of the times it is below the benchmark level.