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 NITIE, MUMBAI Page 1 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 NITIE, MUMBAI Page 2
#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 NITIE, MUMBAI Page 3
-.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#. NITIE, MUMBAI Page 4
/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 NITIE, MUMBAI Page &
'. *e"ult" and *ecommendation"................................................&4 '.1 Sugge"tion"......................................................................&4 '.2 *e"ult")...........................................................................&2 7. *eerence"...........................................................................&4 #a"e Studie" 6 .3ite Pa$er )...................................................&& .e0"ite")..............................................................................&& &ist of %llustration 7igure 1) Ak:o -o0el;" !alue"............11 7igure 2 ) %ocation o Ak:o-o0el in India......................................12 7igure 3 ) Structure o Paint Indu"try...........................................13 7igure 4 ) 2et3odology or reduction in lead time...........................24 7igure & ) Standard time calculation.............................................21 NITIE, MUMBAI Page '
7igure ' ) 2et3odology or 2an$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$3.......................................................&3 0. %ntroduction 0.0 Profile 2k3oNobel N./. is head:uartered in 2msterdam, the Netherlands, and is a Global 7ortune ),, compan#. 2k3oNobel is consistentl# ranked as one of the leaders on the NITIE, MUMBAI Page 7
Dow ?ones Sustainabilit# Inde8es with operations in more than @, countries, our )),,,, people around the world.It is one of the worldAs leadin industrial companies. ItAs businesses are acti%e in Decorati%e Paints, Performance Coatins and Specialt# Chemicals. Decorative Paints It is the world leader in decorati%e coatins and home to some of the best*known brands in the business. -%er# da#, its products protect the buildins and infrastructure around the lobe and promote safet# and ood health. It brin color to the world, allow it to tra%el and communicate, and furnish homes and offices. 2nd, most importantl#, it help to create a more sustainable societ#. Performance +oatings 2k3oNobel Performance Coatins is a leader in almost all its businesses. 9orkin from (, countries, around B,,,,, emplo#ees produce pro%en solutions for its customers. Performance Coatins is di%ided into the followin businesses$ 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$ NITIE, MUMBAI Page ,
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 NITIE, MUMBAI Page 1
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. NITIE, MUMBAI Page 14
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#.
NITIE, MUMBAI Page 11
0.3 &ocation Figure 2 : Location of AkzoNobel in India. Source $ https$HHwww.ak3onobel.comHinHaboutusHlocationsH https$HHwww.ak3onobel.com NITIE, MUMBAI Page 12
0.4 ,tructure of Paint %ndustry Figure 3 : Structure of aint Industr! NITIE, MUMBAI Page 13
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 NITIE, MUMBAI Page 14
;. &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 NITIE, MUMBAI Page 1&
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. NITIE, MUMBAI Page 1'
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. NITIE, MUMBAI Page 17
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 NITIE, MUMBAI Page 1,
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. NITIE, MUMBAI Page 11
3. Methodology 3.0 Reduction in the lead time to service customer order Figure " : #et$odolog! for reduction in lead ti%e. 7irst the standard process and 5ob responsibilities were studied from the compan#As standard manual for depot operations then the actual operation was studied b# %isitin Chattarpur depot and notin down how e8actl# the process was happenin and if there were an# ambiuities from the standard procedure. .ime stud# was conducted b# notin NITIE, MUMBAI Page 24
the time of each acti%it# namel# telecallin , punchin the order, pickin of the material ,in%oice eneration, loadin and dispatch. 9orkers were informed beforehand that their time will be noted and the# should work at the normal pace so that standard time is as accurate as possible. Process capabilit# for each process was calculated usin Minitab which helped in findin special causes of error which ma# make the process out of control. 2fter collectin the data root cause anal#sis was done so as to pinpoint the causes of dela#s and wastaes. 2fter that 7uture state map was constructed keepin in mind and una%oidable dela# which ma# occur. Standard time for the acti%ities were calculated keepin in %iew the different allowance. Figure & : Standard ti%e calculation. NITIE, MUMBAI Page 21
3.; Manpo!er Planning Figure ' : #et$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
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
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
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