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02/29/2012 03:58 PM
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Hi
I'm working in a Master Distribution Center where out Inbound and Outbound operations are measured base on number of lines received and number of lines sent to customers. For takt boards we have been struggling with how to capture the issues; how will you go about this? Any suggestions?
Thanks and regards
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03/05/2012 04:25 PM
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The metric is good for overall performance, but it isn't telling you what the issues are. You need a different operational metric.
The issues are things that have to be done outside of the normal pattern of work to get *that* order processed.
The operational metric would be something like "problem free picks" (or I could think of some others, but you are the one who is actually on the gemba, not me)
When a pick (or a put-away) is "not problem free" that is the moment you need to capture the issue. So you need a process for the team member to immediately escalate the problem INSTEAD of trying to work around it. In that moment, whatever the leader had to do to get that task back into the normal flow is your "issue."
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03/06/2012 04:41 PM
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Oscar,
Thank you for your Lean Forum contribution; the subject brought back memories of my lean journey.
I apologize but I am not sure what you mean by a 'Takt Board'. The confusion is not uncommon as lean terminology changes by different groups attempting to simplify the concepts.
Allow me to describe what we did at Toyota back in the 80's.
To comprehend the takt in warehouse, we needed to establish the pace required to accomplish the work in the window. We broke down the work into smaller batches (SBP) enabling the warehouse operating plan. In our example, we established the job batch as 15 minutes worth of work. This was based on filling a picking cart in the bin area. We established the number of lines that would fit on the cart and could be picked in 15 minutes. We also combined orders to create picking batches that are sorted at the sort station (home position). We included the bulk batches but again just 15 minutes worth of work. I recall that the picking standards were 35 bin lines and 15 bulk lines. The dispatcher could adjust based on the content. Picking orders that included a large number of items were pulled out as helper batches.
The daily operating plan was based on the number of batches to be picked in the time allowed. This established the pace required for the work. As a simple example; if there are 8 bin and 4 bulk batches to be picked in 60 minutes - the takt time is 5 minutes or a batch needs to be dispatched and returned to the sort every 5 minutes to keep pace.
The pace was set operationally by using a takt timer. The timer automatically accumulated variation (late). A simple internet search will provide examples of takt timers.
To understanding the status to the daily operational plan was the 'Progress Control Board'. There is a picture of the board on page 154 in the book 'The Toyota Way'. This tracked each picker against the standard and included space for comments.
The concepts can be applied in to all work tasks in the warehouse and can be expanded to include tracking everything to be accomplished using multiple home positions.
In my opinion the same concepts applied in an automated warehouse would be very effective in driving break through performance.
I am not sure that this addresses your question, but it was great to walk down memory lane.
Dan Mulloy
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