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Often neglected in the steps of progress, the management of outgoing flows is however our only real interface with the customer.

Introduction

Often neglected in the steps of progress, the management of outgoing flows is however our only real interface with the customer. Little involved in the steps of progress, we find many transports Muda : Forklift operators who circulate unladen, no knowledge of their tasks and sequences, non-standardized handling… We have to apply the same philosophy.

The performance of our outgoing streams is measured mainly by the rate of service:

Service rate = number of references delivered on time/total number of references requested

Of course, deliveries are recorded on time that also meet the customer’s quality and quantity criteria.

1-Standardize operations

We will standardize the shipping operations. We will follow the process of creating the standards. We will have to standardize the operations of unloading, picking, packing… and build a range of work in the same way as a range of a production operator. Some rules are to be respected:

  • No empty ride: We take a full tank to take a vacuum.
  • The work of the stevedores must not be synchronized with the production: unlike the Mizusumashi, the Warehouseman is independent. The work line must be designed to ensure that the workstation is not cluttered with finished goods to be shipped/stored.
  • The range of operations should be designed Takt Time Just like any other.
  • The ancillary tasks: be careful to foresee in the sequence the management of the waste or the loading of the battery of the material of handling.

2 – 5S

Then we will set up a project 5S which will aim to improve the organisation of the Position : redefinition of the routes, of the storage areas…. It should also be noted that the Position has to be arranged so that the trucks can be loaded sideways (easier and faster than a load from the rear). We will use it to improve the visual of the workstation : Displayed range, followed by the advance/delay…

3-Rethinking the packaging

The packaging has a prominent place in the outgoing streams. It has many functions:

  • Guarantee the quality of the parts.
  • Facilitate the visual management of flows and the immediate identification of the customer, the product…
  • Reduce disposable packaging waste.
  • Have a simple and stable palletization.
  • Simplify the flow by a fair size.

 

But more than anything, packaging plays a key role in ergonomics issues. Very often implicated in MSD and load-carrying constraints, the packaging must simplify the main/load interface and must meet the following dimension1 :

Checkout

Handle

Cutting for manual Jack

Frontal length ≤ 40 cm

Height ≤ 30 cm

Regular and non-slippery Surface

Centre of gravity located in the middle

Stable content

No sharp edges

Possible grip without gloves

Diameter from 1.9 to 3.8 cm

length ≥ 11.5 cm

Minimum clearance of 5 cm

Cylindrical Shape

Smooth and adherent Surface

Height ≥ 3.8 cm

length ≥ 11.5 cm

Semi-oval Shape

Free space ≥ 5 cm

Smooth and adherent Surface

Body thickness ≥ 1.1 cm

In addition, the graps of the load must be possible by squeezing the fingers at 90 ° under the object:

  • Without excessive wrist deflection
  • Without requiring excessive gripping force

4-Implement the culture of problem solving

Here too, problem solving is a forgotten notion in terms of shipments: broken pallet, faulty hardware, improper material, poorly sized parcel… One often finds a culture of ” ingenuity ” with a neglected staff who has the stakes to do as it can to fill the trucks.

5 – Put in pulled flow

In the same way as a production line, we will set up a pulled flow. In collaboration with the supply chain and the planners, we will standardize the arrival and departure times and set up a leveledschedule.

6-Improve management modes

And finally, the last stage of the improvement, in the same way as for the other posts, the establishment of the principles of Gemba Kanri and the Hoshin Kanri : Increasing the autonomy of the staff and its versatility, and the implementation of routine management.

Source

1-M. Sohail, P. Downey (1995)-Maximum permissible loading load

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