TVS Logistics Services

Limited,
Chennai

R.Ramachandran
Head-National Hubs
Part 1- Basics of Logistics
 What is Logistics?
Logistics is that part of the supply chain

process that plans, implements, and controls

the efficient, effective flow and storage of

goods, services, and related information

from the point of origin to the point of

consumption in order to meet customers'

requirements.
Business Excellence - Need of the hour
Globalisation

Continuous cost reduction

Waste elimination

Concentrated on Logistics
• Quality

• Cost
Basics of Logistics Operation
MRP
Margin Observations
Logistics
Cost
Sales & • Logistics is a necessary cost
Administration
• It is a non-value added cost

since it is a part of the margin

• customer is expecting for a value

Manufacturing addition for the cost paid by him,
Cost
besides the best service quality.
Traditional Profit Model
COST Principle
Cost + Profit = Selling Price

Traditional Not-for-Profit (NFP)

[Costs = Budget]
Lean Profit Model

Market Principle
Selling Price - Cost** = Profit
** To make a profit you have to keep costs below the price
you can sell
 EFFICIENCY
APPARENT REAL
-2%
10%
-.5%
Reduction
1%
10% In
Cut Operating 3%
Off Expenses
The -.5%

Top
-2%
BUDGET
-1%

Work Processes
 5 Key Concepts from LEAN
 Delivery of Value to the Customer

 Efficiency as a Way of Running a Business

 Elimination of Waste

 Problem Solving

 Building Performance Capability

 The Purpose of a Work Process is to Deliver
Value to a Customer…
In the PROMISED
QUALITY

QUANTITY
QUANTITY

- at the
COST

TIME

PLANNED BY AN
ORGANIZATION
 How to Assure Deliver y

as much as possible,
as continuously as possible and
with as much first time quality as
possible
Man Work Product/
Machine Method
Service
Material

The focus of a Lean Enterprise is to increase

EFFECTIVENESS and EFFICIENCY
of work method and reduce costs while
maintaining delivery of customer value
Waste is:
Anything other than the minimum amount of
equipment, materials, parts, space, and worker
time and effort which are necessary to add
value to the product or service.

Things to Remember about Waste:

• Waste is really a symptom of a problem in a
value stream rather than the real problem
• Waste points to underlying problems within the
system (at both the process and system levels)
Toyota’s 7 Types of Waste
 Motion

 Waiting

 Rework

 Inventory

 Conveyance

 Over-Processing

 Over-Production
 Why Shorten Lead Time
 It reduces unnecessary use of resources

 It reduces waits, delays and “inventory” build-up

 It focuses attention on greater efficiency in actual hands-

on processing time
 It forces attention to quality issues, their causes and their

cost.
 It forces problems in the flow of the value stream as a

whole to the surface

A Typical Value Stream Mapping
 Problem Solving AC PD by Level
“Good thinking.” “Good Products.”

AP Strategies
Executive CD Business Objectives
AP AP Financial Performance
CD CD

Goals
Manager AP AP AP AP Ops/Project Plants
CD CD CD CD Budgets

Action Plans
Supervisor AP AP AP AP AP Production Schedules
AP
Team Leader CD CD CD CD CD Targets
CD
Staff

AP AP AP AP AP AP AP Assignments
Team CD CD CD CD CD CD CD Rates/Due Dates
AP AP AP AP AP AP AP AP Standards
CD CD CD CD CD CD CD CD
 Out side
Container Yard

Imported
Parts

Local
Suppliers

Local Vendor
Vehicle

Line Side Storage

 Value stream Mapping – Inhouse component – Part Number -03021508 / 03021510

Blanking Forming Grinding Assembly Inspection

1 day 30 sec 1 day 240 sec 1 hour

0.5 day 50 sec 60 sec
6.4 days 1 day 2 days 2 hour

Receipt
Area
Changin
Oil
loading g from
spray
Pallet to
Bin
20 mts 15 mts 30 mts

2 hours 3 hours
Activity time 41 minutes

Once assembly is over – the

Waiting time 2.5 days parts will be inspected, oil
sprayed and directly put in to
IMCT delivery bins
Any Questions?
Part 2- Warehouse Selection
 New Warehouse Proposal Form
Warehouse Particulars
1Address

2Details of the owners

Represented by:

3Present contact address

4Description of Land
5Original Owners

6 Description of Building
a)Age of the building No. of Years:
b)Building dimensions Area Length Width Height
i) Total Area
ii) Warehouse area
iii) Office area
iv) Open area

c) Height from the Ground level

d) Fencing

7Type of roof
Load
bearing
8Type of Flooring capacity:
9Warehouse Layout Enclosed
10 Specific details
a) Power:(KVA)
i) Capacity
ii) No. of phases

11 Lighting points & Fittings Tube Lights Fans LAN

a) Lighting points
b) Fittings
i) Warehouse area
ii) Office area
12Generator facility
13Water source
a)Storage capacity
14Toilets

15Drinage ( Open / Closed )

16A/C Provision
17Telephone connections
18Approach road width
Distance from Customer
19 point / hub
Waste disposal area ( in
20 sq.ft. )
Kms. From the nearest bus
21 stop Place: Distance:

22Kms. From the bus station Place: Distance:

Kms. From the Railway
23 station Place: Distance:
24Nearest Airport Place: Distance:
25Nearest Police Station Place: Distance:
25Ramp - Loading facility
 B. Check list

Sl. No Documents / Details to be checked Copy obtained Deed dated Enclosure Remarks

1 Original sale deed

a)Title of the lessor

b)Provision for sub-letting

c)Conditional clauses (if any)

2 Previous tenent

3 Payment status Status Upto Date Remarks

a)Electricity payments Cleared / Pending

b)Water cess Cleared / Pending

c)Property tax Cleared / Pending

d)Corporation / Panchayat tax Cleared / Pending

e)Telephone dues Cleared / Pending

4 ESI -Notified area YES / NO

5 Shop Act Notified Area YES / NO

6 Octroi Limits YES / NO Describe which limit:

7 Catering facility YES / NO Distance from the warehouse :

 C. Physical Verification:

Verification report Checked Remarks

1Power connection Yes / No

2Functioning of Fittings Yes / No

3Telephone Yes / No

4Water line & Pipes Yes / No

5Motor Yes / No

6Toilets Yes / No

7Floor damages Yes / No

8Walls damages Yes / No

9Painting Yes / No

10Doors & Windows Yes / No

11

12

13

14

15
S No D.Financial Deals / Negotiations
Done by /
1Rentals Proposed by the owner Date Rate / sq. ft Remarks
a)Warehouse Area
b)Office Area
c)Open Area
d)Amenities
e)Fixed Rentals
f)Total
No of
f)Advance / security deposit months Amount Remarks
Particulars

2 Final Negotiation
Done by /
a)Warehouse Area Remarks
b)Office Area
c)Open Area
d)Amenities
e)Fixed Rentals
f)Total

f)Advance / security deposit No of months Amount Remarks

Particulars
a)Brokerage (if any)
Name of the broker

3Contract period
4Seperation clause
5Date of possession

6Agreement Responsibility Due on Remarks

Agreement Processing
Types of Warehouses
 In plant Warehouse

 Spare Part Warehouse

 Vehicle Stockyard

 Transit Warehouse (Hub)

 Various SCM Models
Loading at Unloading at
Decanting
Origin(Sup Destination
Particulars Activities at Delivery
plier/Custo (Customer/S Line Side Collection of
Hub
mer) upplier) Delivery returnables

Loading at customer
MR Collection ---> premises,decanting at
SCM 1 A Consolidation at Origin
Hub ---> Line Haul --->
Delivery Hub,unloading at
customer premises,delivery
a a a a a
Destination hub ---> to line,collection of
Redlivery returnables
Loading at customer
MR Collection ---> premises,unloading at
SCM 2 B Consolidation at Origin
Hub ---> Line Haul --->
customer premises,line
side feeding,collection of
a a a a
Direct Delivery returnables.

Factory collection ---> loading at

SCM 3 C Line Haul ---> Delivery to factory,unloading at
end customer customer
a a
loading at
SCM 4 D MR Collection --> direct
delivery to customer
supplier,unloading at
customer,lineside feeding
a a a
LH collection at Origin -- loading at
SCM 5 E > Direct delivery to supplier,unloading at a a
customers customer
Any Questions?
Part 3
Modern
Warehousing with
Automation
 Why Automation ?
 Flexible manufacturing and reduced costs
 Improved product quality
 Extreme volatile market with newer products
 Increasing trend in globally dispersed manufacturing
processes.
 Design and deliver better and cost effective Solution
faster
 Improve process and system scalability

 Eliminate all internal , routine and operational tasks

 Shift focus and harness energies of employees.

 Purpose of Automation
• Productivity
- Increase in Production
- Modernization of existing system
- New line set up
- Line flexibility to handle various sizes
• Quality
- Final inspection on 100% products
- Stage inspection (Poke Yoke)
• Safety
- Handling of Hot products
- Handling of Hazardous products
- Continuous handling of heavy objects
• Warehousing
- Airports/ Ports
- Raw material/ Finished goods store
- Third party warehouse
- Transshipment Godowns
Products : Overview
D
A Inventory Computer System

C
B Storage Rack

C Stacker Crane

E B D Intelligent Vehicles (AGV, RGV,

LGV)

E Conveyor System
A J

F Sorter

F G DPS

I
H APS

H I Gantry
G

J Robot Palletizer
 Logistic & Warehouse

• Third party Dynamic Warehousing.

• Airports/ Ports/ Cold storage
• Raw material/ WIP (including inventory control).
• FIFO and LIFO management.
• Finished goods warehouse.
• Transshipment warehouse.
• SCM (Supply chain Management)
Solutions
Warehouse Handling
Advantages of AS/RS
(Automated storage & Retrieval system)

Advantages  Higher stock keeping capacity within limited space

 Protection of storage goods from theft and damage
 Automation of dangerous and hard work of storage and retrieval process
 Prevention of safety accident
 Real-time & Easy inventory control with computer system
 Simple expansion of warehouse
 Faster and more reliable operation of warehouse
 Comfort and convenient work environment
 Easy and faster maintenance through modular and standard design
 Economy in investment and operation

Applications  Finished product storage

 Raw material storage
 Partly manufactured goods
 Storage for distribution
 Products : STACKER CRANE
A stacker crane is the automatic machine installed

inside rack to serve storage and retrieval operation.

It critically influences AS/RS performance developed

from SMC with know how achieving low-price,

high speed, light- weight & stabilization.

 Advantages
 Stability of load handing through smooth acceleration &
deceleration controls by S-Curve
 Increased load weight by super high-speed type
 Stabilized structure design featured by low noise & low vibration
 Easy maintenance through checking error code history &
Trouble shooting by monitor
 Precision controlling driving & lift location through distance
measurement by Laser sensor and flexible correspond to lean of
rack
Slim Fork development in European Load area
 (Thickness 65mm) – Minimalization of Fork Thickness
 Products : SORTER
This system sorts individual materials to a

designated place according to its own

information specified by the bar-code or RFID

attached to them by automatically distributing

and collecting with the conveyor and sorter.

 Advantages:

 High performance on product assortment

by requirements

(customer, area, size, etc)

 Stability of sorting (Reduction of errors)

 Products : DPS
(Digital Picking system)

Picking systems perform complex order assignments

in a fully automatic, reliable way and in shortest time.

Fast order handling at the highest quality level

guarantees maximum productivity in your warehouse.

 Advantages :
 High productivity at peak times
 Reduction of time consumption for picking relying on
manual bills
 Less personnel for picking thanks to location
management
and minimized working route
 Efficient use of space thanks to high product density
 Products : APS
(Automatic Picking system)

Picking systems perform complex order assignments

in a fully automatic, reliable way and in shortest time.

Fast order handling at the highest quality level

guarantees maximum productivity in your warehouse.

 Advantages :
 High productivity at peak times
 High profitability thanks to elimination of time consuming
manual picking
 Constant high quality and reliability even during peak times
 Efficient use of space thanks to high product density
 Products : GANTRY
Gantry is to provide greater volume coverage,

limitless layout options and flexible work envelopes.

Gantry also supports diverse pick-up and delivery points,

variety of end effectors available.

Advantages:
 Adaptation to different crate and case sizes and types
 Error-free picking
 Stock in order and Flexible operations
 Easy maneuvering
 Low system noise level
 Easy cleaning of the equipment and floor
 ROBOT PALLETIZER
Robotic palletizing systems allow for more flexibility

to run products for longer periods of time.

Robot Palletizer can be integrated towards any project.

With current advancements in end of arm tooling,

robot palletizes have been introduced to many

factories

and they have benefited from this robot palletizing

systems.

Advantages :
 Can be Operated within a small area
 Multiple end effector applications for bags, boxes,
cases, etc.
 Innovative, user-friendly Control
 Saves time and increases reliability
 Automatic diagnostics instantly identify errors
 Increases uptime & operating efficiency
 Flexible layout capabilities
Car Engine (Warehousing)

Beer (Warehousing)

DPS(Digital Picking System)

Tyre (Warehousing)

Paper reel handling

AGV (Automated Guided Vehicle

 Car Parking Solution
Robot Parking TD

(note)
TD : stands for Traslo Device.
Traslo is Italian which means 'transfer‘
Cage with trolley
Part 4 - Matrices
 Data Updation Systems
THE VARIOUS SYSTEMS PRESENTLY USED ARE:
 SAP

 ERP

 WMS

 RFID

 BAR CODING etc

 Matrices – Transportation Performance
Measure Formula Unit

On-Time Delivery On-Time Delivery Days

Total Delivery
Damage Shipment Damage Value
Total Shipment
Demurrage Demurrage cost Value
Total transportation cost
Freight Bill Accuracy Bill Error % Value
Total transportation cost
Freight cost per unit Total Freight Cost
shipped No. of units shipped
Outbound freight costs as Outbound freight cost
% of net sales Net sales
Inbound freight costs as Inbound freight cost
% of Purchases Purchase cost
 Matrices – Transportation Performance-
(Contd)
Measure Formula Unit
Transit Time accuracy Actual transit time
Standard transit time agreed
% of truckload capacity Total volume/weight shipped
utilized Maximum Load capacity
Truck Turnaround Time Measure between arrival of the truck
& its departure
No. of carriers per mode Total number of carriers used in a
given period, by mode
Shipment Total No. of shipments via carriers
visibility/traceability % with order tracking system
Total No. of shipments sent during a
period
On-Time pickups No. of Pickups on time
Total No.of shipments
 Matrices – Full Fillment Performance
Measure Formula Unit

On Time Delivery Orders on Time

Total Orders shipped
Order Fill Rate Orders filled complete
Total Orders shipped
Order Accuracy Error Free Orders
Total Orders Shipped
Line Accuracy Error Free Lines
Total Lines Shipped
Order Cycle Time Actual ship date-
Customer order date
Line Count Fill Rate No. of order lines shipped
Total No. of lines ordered
SKU Fill rate No. of SKUs shipped in
the initial shipment
Total No. of SKUs ordered
 Matrices – Inventory Performance

Measure Formula Unit

Inventory Accuracy Actual Qty. per SKU

System reported Qty

Damaged Inventory Total damaged value

Total inventory value

Inventory Turns Annual cost of Sales

(Inventory Turnover) Average Inventory Level

Inventory Months of Inventory on hand

Supply Average monthly usage
 Matrices – Warehouse Performance
Measure Formula Unit

Orders per hour Orders picked/packed per

hour
Total WH labour hours
Lines per hour Lines picked/packed per hour
Total WH labour hours
Order Accuracy Error Free Orders
Total Orders shipped
Line Accuracy Error Free Lines
Total Lines Shipped
Order Cycle Time Actual ship date-Customer
order date
Perfect Order Perfect Deliveries
Completion Total Orders Shipped
 Various Warehouse Tools
 Kanban System

 Perpetual Inventory

 Bin Audit

 Dock Audit

 Shut Down Inventory

 5 S Concepts of House Keeping

 G8D Root Cause Analysis

 KANBAN SYSTEM - INTRODUCTION
Production
Kanban Benefits: 5.5

Pull System 4.5

MaxIN

INVENTORY
Reduces Inventory 4

MinIN
3.5

Improves Material Flow

3

Re-order Level
Simplifies Operations 2.5 trigger to Safety Stock
production
2
Allows Visibility into the schedule

Reduces or eliminates unexpected

Visual tracking and Control

Schedule changes
 SUPPLIERS RECEIVING STORES
Card
Card Card Card Card

Card Card

Card Card Card Card

Card Card Card Card

Transport

CardCard
Card

Transport

Welding assy cell

Welding assy cell

CARD DROP
BOX & TRIGGER
Welding assy cell

ASSEMBLY
 Fix “KANBAN CARD” On Carton Box

Step 1 : Place the “Kanban Card” on Step 2 : Fix “Kanban Card” on

the Side Face of the Carton the Carton using Transparent
adhesive tape

Step 3 : “Kanban Card” on the

Carton fixed properly
G8D Guidelines & Process Objectives
G8D Process
 Problem solving process
 A standard that commits to solving problems at
root cause level and preventing the problem from
happening again
 A reporting format that describes the team's
progress at each step
 Rational approach - Promotes use of facts and
figures
 "If you can't prove it, you should not say"
 People oriented approach
 Use the experience of those who do the work
 Creative approach
 Dismantle the status quo
 Brainstorming
G8D Process

 Symptom complexity exceeds the ability of one

person to resolve the problem
 To prevent customer from adverse effects of the
problem
 Supplementary tools
 Benchmarking
 Cause and effect diagram
 Critical path method
 Pareto chart
 Brainstorming
 Action plan
Objectives
D0 Symptom
As per symptom, provide Emergency Response Action to
protect the customer
Initiate the G8D process

D1 Team
Small group
Product/process knowledge
Team leader
Team synergy

D2 Describe the problem

" What is wrong with what"
Describe the problem in quantifiable terms
Use only one G8D per problem
 Objectives cntd...

D3 Interim Containment Action (ICA)

Implement ICA to isolate the effects of problem until PCA
Formal temporary Fix
Validate effectiveness
Optional step
"Buy Time" to solve the root cause of the problem
Contain the problem from a cost, quality, timing perspective
Works against the problem, not the root cause
Increases costs while the ICA is used.
 Objectives cntd...

D4 Root cause/escape point

Identify the root cause
Cause and effect diagram
Potential root cause list
The single verified reason that accounts for the problem
Escape point
The earliest location in the process, where the problem
should have been detected, but was not
Problem solving step
 Objectives cntd...

D5 Chosen Permanent Corrective Action

Making the best decision, based on benefits and risks
Verify that the choice will work
Not rushing into implementation
More than one PCA may be required to resolve 100% of the
problem

D6 Implement Permanent Corrective Action (PCA)

Remove ICA
Implement decision made at D5
Cross functional participation
Update all the documents, procedures etc
Train the workforce
Seek feedback from the customer
 Objectives
D7 Prevent recurrence
Modify necessary systems (Practices/Procedures) to prevent
recurrence of
this problem or a similar problem
The goal is to change the system that allowed the problem to
occur in the first place
Enables lessons learned can be shared
Conserves resources by saving rework on other problems

D8 Recognize Team
Complete the team experience
Sincerely recognize both team and individual contributions
Encourage a repeat of the behavior
 G8D Report-Illustration
Title Date Opened Last Updated
Multi model part shipment. 12-10-2001 15-10-2001
Product/Process Information Organization Information
Receiving Process TVSLL-KDPP
Dø Symptom(s) Multi model part was shipped as Sea
Dø Emergency Response Action(s) % Effective Date Implemented
1.            Intimated SCM 100% 12-10-2001
2.            Reversal of SEA shipment.
D1 Team (Name, Profs, Dept., Phone) D2 Problem Description
Champion: Prasad, M P&L Multi-model part no XS61-18K579-DC 180 nos shipped in Sea
Team Leader: Arunachalam container instead of multi-model shipment
Team Members:
Sampath - MP&L analyst
Hemanth - Receiving Analyst
Parthasarathy - Receiving Checker
D3 Interim Containment Action(s) % Effective Date Implemented
Followed up with SCM and diverted material 100% 12-10-2001
from Main Plant.
D4 Root Cause(s) % Contribution
Lack of Process control measure affected receiving checker's ability to concentrate 100%
D5 Chosen Permanent Corrective Action(s) % Effective
1. Different receiving color tags for multi model shipment parts.
2. Receiving Flag will be raised in CMMS3 by MP&L analyst 100%
3. MP&L analyst will track the multi model parts
D6 Implemented Permanent Corrective Action(s) Date Implemented
1. Different receiving color tags for multi model shipment parts.
2. Receiving Flag will be raised in CMMS3 by MP&L analyst
3. MP&L analyst will track the multi model parts 15-10-2001
D7 Prevent Recurrence Date Implemented
1.            Regular awareness training.
2. Multi model shipment information to consolidators. 15-10-2001
D7 Systemic Prevent recommendations Responsibility
Multi model shipment part labels to be color coded by supplier MH&PE
D8 Team and Individual Recognition Date Closed Reported By
Personally thanked all the team members 15-10-2001 A.Arunachalam
5S CONCEPT OF
HOUSE KEEPING
Work place becomes popular, clean & better organised
Shop floor and office operations become easier and safer
Results are visible to everyone - insiders and outsiders
Visible results enhance generations of more new ideas
People are automatically disciplined
People become proud of a clean and organised work place
Resultant good company image generates more business
etc.,
Happier employees with high morale

Greater people involvement

Low employee turnover

Increased number of suggestions

Better use of floor space

Less work-in-progress and inventories

Better flow of work

Low machine break down rates

Low accident rates

High yield of materials

High product quality

SEIRI
SEITON
SEISO
SEIKETSU
SHITSUKE
Sort out unnecessary
items in the workplace
and discard them
FIVE QUESTIONS ABOUT SEIRI

 Do you find items scattered in your work place?

 Are there boxes, paper and other items left in a
disorganised manner?
 Are there equipment and tools placed on the
floor?
 Are all items sorted out and placed in designated
spots?
 Are tools and stationery properly sorted and
stored?
 Arrange necessary items in
good order so that they can
be easily picked for use
“A place for every thing and
every thing in its place”
5 QUESTIONS ABOUT SEITON

3) Are passage ways and storage places clearly

indicated?
4) Are commonly used tools and stationery
separated from those seldom used?
5) Are containers and boxes stacked up properly?
6) Are fire extinguishers and hydrants readily
accessible?
7) Are there grooves, cracks or bumps on the floor
which hinder work or safety?
Clean your work place
thoroughly so that there is
no dust on floors, machines
and other equipments
5 QUESTIONS ABOUT SEISO
2) Are the floor surfaces dirty?
3) Are machines and equipment dirty?
4) Are wires and pipes dirty or stained?
5) Are machine nozzles dirtied by lubricants and ink?
6) Are shades, light bulbs and light reflectors dirty?
Maintain high
standards of house
keeping at work place
at all time.
5 QUESTIONS ABOUT SEIKETSU
2) Is anyone’s uniform dirty or untidy?
3) Are there sufficient lights?
4) Is the noise or heat at your workplace causing
discomfort?
5) Is the roof leaking?
6) Do people eat at designated places only?
Train people to follow
good house keeping
disciplines automatically
5 QUESTIONS ABOUT SHITSUKE
2) Are regular 5s checks conducted?
3) Do people clean up without reminders?
4) Do people follow rules and instructions?
5) Do people wear their uniforms and safety wear
properly?
6) Do people assemble on time?
Employees will be disciplined to be more aware of
untidy workplaces and motivated to improve the level
of cleanliness.
Greater team spirit and cooperation can be built up
through involvement of all within an organisation.
Employees will be disciplined to follow safer and better
ways of work, resulting in lesser risks to accidents.
Employees would be more conscious of improvement
which leads to greater efficiency and effectiveness.
Machine troubles can be detected at an earlier
stage to prevent a major breakdown when
machines are cleaned daily by people operating
them.
Daily cleaning of measuring instruments will ensure
accuracy and reliability.
Life of machines and tools can be extended
significantly when they are handled with care and
placed in the designated locations.
 Flow of materials and work-in-progress will become
smoother.
 Floor space will become organised and possible
areas for improvement can be identified by quick
observation.
 Inventory of materials and work-in-progress will
become clearly visible and easily handled.
 Material yield ratios can be improved.
 Reduced material handling will result.
 Clean workplace will ensure that final
products will be free from dust.
Sales people will be eager to show
customers the plant as a marketing
tool.
 MONITORING
A daily Activity
Step by Step Approach
Displays and Disseminations
Involvement of Management & CEO
Consistency in Audit
PDCA
Rewards
 General Warehouse
Practices & Visual Display
Proper Stacking
Empty Clearance
 Empty Box Movement
Check inside Make Sure the
before Box is
Shif ting Empty

Empty
 Dust Bins Hazardous/Non
Safety Corner Hazardous
 Stacking
Wrong X Correct

No Support - Safety issue

Ladder Support
 Aisle Discipline
Wrong X Correct

Keep the aisle free for

Fork lift movement
 Aisle Discipline
Wrong X Correct

Trolley & Scrap Keep the Aisle Free

Kept in Aisle
 FIFO – Not maintained

Stage –1 Stage -2 Stage -3

FIFO sticker kept

On wrong side FIFO sticker not
FIFO
Visible.
sticker
Stacking & Retrieving

Retrieve and Replenish always

from Left to Right
Wrong Way of Stacking

Box kept wrong way

Safety issue
 Wrong Way of Stacking
Kept next to Rails Fallen in the
Canal

Stacking
height