Solution ‘Heijunka’ in the receiving department

People, specifically cultural change in our organization are the foundation of any structure that we intend to create Lean.

Humans by nature are resistant to change. We do not like to take the risk out of our comfort zone.

Refusal to change, to evolve, to transform and if necessary to reinvent ourselves is the main disease that kills companies. Fortunately Lean is a vaccine that will help us overcome the disease.

Heijunka-Structure-Flexibility-Stability-Predictability

Lean is based on the most important of our organization is people. Let me take this opportunity to outline a smile to see that this is the typical phrase in the ‘Vision’ of many organizations and then the reality is different, but … .. let’s stop go around the bush and we attack the point one in question in the chapter on today.

People, specifically cultural change in our organization are the foundation of any structure that we intend to create Lean. This cultural change is not achieved until four or five years after start implementing this methodology in our organization, but a championship win day by day, game by game, minute by minute ….

In the case that concerns us now talk about different exchange rates. Time changes in a process, change process to be performed by the same worker, aimed at achieving balance in the workload changes and finally reach a situation where you get a faster, consistent and productive flow.

Come in particular the case. Consider a logistic center where operations always Arrival, unloading and sorting goods have been performed eight o’clock to five o’clock in the afternoon. These tasks are performed by the Department of Receptions, whose members have that schedule 8-17 hours, five days a week.

The ‘Heijunka’ solution involves the balance of the total workload, dividing it between the total capacity of available resources.
The other staff Distribution Center works on tasks Expeditions and Storage in days of two shifts, from 6:00 to 14:00 and from two to ten.

Consider also received trucks from Europe, mainly from Germany, with transit times of 48 hours. That means that every Monday trucks sent from Europe on Thursday and Friday, while on Tuesday received not received anything. Or what is the same double working session on Mondays and Tuesdays zero. Meanwhile, the rest of the areas of the distribution center working 16 hours a day.

consequences

• KPI Service Receptions: Receptions 24 hours after the arrival of the truck = 60%.
• Overtime performed on Saturday to recover. Approximate cost = € 91,000 per year

Faced with this situation, the solution was applied …

Solution ‘Heijunka’

It involves the balance of the total workload, dividing it between the total capacity of available resources.

We said in the first chapter we are talking about common sense, and it seems that it makes sense to distribute the work, but they must carry out a series of recorded tasks and monitored in the corresponding document Lean Control (A3):

a.- Creation of labor standards in the area of ​​Receptions.
b.- Training CD all operators in tasks Receptions
c.- Training Department of Receptions on tasks Expeditions and Warehouse.
d.- Changing journey Department Receptions, coupling two morning and afternoon shifts.
E. Coordination with carriers to expand arrivals from 6 am to 10 pm

It was not easy and in the process, was critical transmission of clear objectives and HR collaboration for project success.

results

Main dumb or attacked waste: inventory accumulation in the process, waiting times and defects.

• KPI Service Receptions: Receptions 24 hours after the arrival of the truck = 97% with consequent impact on customer satisfaction.
• Overtime performed on Saturday to recover. Cost after commissioning = 10,500 per year.

… And the cost of implementation was zero euros, without additional investment.

And I passed them in the introduction: this is very simple, we talk about applying common sense and lose the fear of change.

In the next chapter we will discuss the Teian and power in the implementation of a Lean culture. Do not be afraid by the ‘buzzword’. We talked about something like the typical suggestion box.

People, specifically cultural change in our organization are the foundation of any structure that we intend to create Lean.

Humans by nature are resistant to change. We do not like to take the risk out of our comfort zone.

Refusal to change, to evolve, to transform and if necessary to reinvent ourselves is the main disease that kills companies. Fortunately Lean is a vaccine that will help us overcome the disease.

Lean is based on the most important of our organization is people. Let me take this opportunity to outline a smile to see that this is the typical phrase in the ‘Vision’ of many organizations and then the reality is different, but … .. let’s stop go around the bush and we attack the point one in question in the chapter on today.

People, specifically cultural change in our organization are the foundation of any structure that we intend to create Lean. This cultural change is not achieved until four or five years after start implementing this methodology in our organization, but a championship win day by day, game by game, minute by minute ….

In the case that concerns us now talk about different exchange rates. Time changes in a process, change process to be performed by the same worker, aimed at achieving balance in the workload changes and finally reach a situation where you get a faster, consistent and productive flow.

Come in particular the case. Consider a logistic center where operations always Arrival, unloading and sorting goods have been performed eight o’clock to five o’clock in the afternoon. These tasks are performed by the Department of Receptions, whose members have that schedule 8-17 hours, five days a week.

The ‘Heijunka’ solution involves the balance of the total workload, dividing it between the total capacity of available resources.
The other staff Distribution Center works on tasks Expeditions and Storage in days of two shifts, from 6:00 to 14:00 and from two to ten.

Consider also received trucks from Europe, mainly from Germany, with transit times of 48 hours. That means that every Monday trucks sent from Europe on Thursday and Friday, while on Tuesday received not received anything. Or what is the same double working session on Mondays and Tuesdays zero. Meanwhile, the rest of the areas of the distribution center working 16 hours a day.

consequences

• KPI Service Receptions: Receptions 24 hours after the arrival of the truck = 60%.
• Overtime performed on Saturday to recover. Approximate cost = € 91,000 per year

Faced with this situation, the solution was applied …

Solution ‘Heijunka’

It involves the balance of the total workload, dividing it between the total capacity of available resources.

We said in the first chapter we are talking about common sense, and it seems that it makes sense to distribute the work, but they must carry out a series of recorded tasks and monitored in the corresponding document Lean Control (A3):

a.- Creation of labor standards in the area of ​​Receptions.
b.- Training CD all operators in tasks Receptions
c.- Training Department of Receptions on tasks Expeditions and Warehouse.
d.- Changing journey Department Receptions, coupling two morning and afternoon shifts.
E. Coordination with carriers to expand arrivals from 6 am to 10 pm

It was not easy and in the process, was critical transmission of clear objectives and HR collaboration for project success.

results

Main dumb or attacked waste: inventory accumulation in the process, waiting times and defects.

• KPI Service Receptions: Receptions 24 hours after the arrival of the truck = 97% with consequent impact on customer satisfaction.
• Overtime performed on Saturday to recover. Cost after commissioning = 10,500 per year.

… And the cost of implementation was zero euros, without additional investment.

And I passed them in the introduction: this is very simple, we talk about applying common sense and lose the fear of change.

 

Solution ‘Heijunka’ in the receiving department

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