CASSOLUTIONS

COOLING CHALLENGES FOR A

WARM SUCCESS

CONNOR FLACK

AMY LAMSAMANTHA

RAO

MANDATE

Provide a recommendation to allow Congebec to streamline its

warehouse logistics.

MANDATE

Provide a recommendation to allow Congebec to streamline its

warehouse logistics.

Increase in inventory

gapsInefficient

slot locationsExpiration of

products

ANALYSIS

RECOMMENDATION

IMPLEMENTATION

AGENDA

A

I

R

ANALYSIS

A R I

INTEGRITY TEAMWORK RESPECT

ACCOUNTABILITY

EMPOWERMENT EXCELLENCE

VALUES

A R I

Transportation Motion Over-processing

Over-productionDefects and

miscommunications

Excess inventory

Waiting

7 COMMONS ″WASTES″ IN OPERATIONS

A R I

Transportation Motion Over-processing

Over-productionDefects and

miscommunications

Excess inventory

Waiting

7 COMMONS ″WASTES″ IN OPERATIONS

A R I

TRANSPORTATIONDEFECTS AND

MISCOMMUNICATIONS

WAITING

7 COMMONS ″WASTES″ IN OPERATIONS

Disassemble pallets for air transport

tagging

Gaps between expected and received order

quantities

Time between Receiver and CSR to

communicate variations

A R I

IMPROVEMENT PRIORITIZATION

IMPORTANCE

URGE

NCY DEFECTS AND

MISCOMMUNICATION

TRANSPORTATION

WAITING

A R I

COMMUNICATION ACROSS SHIFTS

Receiver

Picker

CSR 8:00

23:30

21:30

6:00 (next day)

6:00

14:30

A R I

COMMUNICATION ACROSS SHIFTS

Receiver

Picker

CSR 8:00

23:30

21:30

6:00 (next day)

6:00

14:30 Possible

communication gaps between CSR

and Pickers

A R I

COMMUNICATION ACROSS SHIFTS

Receiver

Picker

CSR 8:00

23:30

21:30

6:00 (next day)

6:00

14:30Possible

communication gaps between Receivers and

Pickers

A R I

COMMUNICATION ACROSS SHIFTS

Receiver

Picker

CSR 8:00

23:30

21:30

6:00 (next day)

6:00

14:30

Some shifts do not overlap; communication between areas will be

limited

A R I

CURRENT LINES OF COMMUNICATION

Receiving Sheet:

Inventory Gap

Information manually written on

skid

Location of skid

manually entered

Boxes on palette

recountedSheet sent to

CSRData

updated in system

Variations sent to CSR

Product picking info written on worksheet

CSR updates information

Loading Plan sent to

CustomerHandwritten Loading Plan

Manual order check

A R I

CURRENT LINES OF COMMUNICATION

Receiving Sheet:

Inventory Gap

Information manually written on

skid

Location of skid

manually entered

Boxes on palette

recountedSheet sent to

CSRData

updated in system

Variations sent to CSR

Product picking info written on worksheet

CSR updates information

Loading Plan sent to

CustomerHandwritten Loading Plan

Manual order check

RECOMMENDATION

A R I

IMPROVEMENT PRIORIZATION

IMPORTANCE

URGE

NCY DEFECTS AND

MISCOMMUNICATION

TRANSPORTATION

WAITING

A R I

KEY ISSUES: • Expiration of products• Inventory gaps & Verification of

quantities• Confusion with slot locationsSOLUTIONS:• First-in-first-out inventory

management • Centralized information system: SCM• Institute policy of double person audit• Staggered shifts reduces

communication gapsVALUES:Teamwork, Integrity and Accountability

RECOMMENDATION

DEFECTS & MISCOMMUNICATION

WAITING

TRANSPORTATION

A R I

KEY ISSUES:• Time spent disassembling pallets

for air transport• Locating goods in warehouseSOLUTIONS:• Tagging goods based on method

of final destination• Tagging goods based on location

in warehouseVALUES:Excellence

RECOMMENDATION

DEFECTS & MISCOMMUNICATION

WAITING

TRANSPORTATION

A R I

KEY ISSUES:• Delays of information spread to

CSRs and receivers (e.g.: lost documents)

SOLUTIONS:• Input information directly into SCM

VALUES:Teamwork

RECOMMENDATION

DEFECTS & MISCOMMUNICATION

WAITING

TRANSPORTATION

A R I

Team verification

s

Building trust with

employees

Expired goods

ETHICAL CONSIDERATIONS

IMPLEMENTATION

A R I

Immediate Term• 0-1 year

ShortTerm• 1-2 years

Long Term• 2+ years

TIMELINE

A R I

Create a Request for Proposal• Contact possible SCM vendors• Build work team with Lead HandsCommunicate new initiatives with employees• Use bulletin boards, internal memos,

etc…Institute new policies of two-person audits for quantity verification

IMMEDIATE TERM

TIMELINE:0-1 Years

A R I

Invest in IT employees to maintain system• Purchase terminals to be placed around

warehouse Test system in Western Canada warehouse• Overlap with current procedures

Implement First-In-First-Out inventory management• Reduce probability of inventory

spoilages

SHORT TERM

TIMELINE:1-2 Years

A R I

Expand into warehouses across Canada• Consider adding Enterprise

Resource Planning functionality (e.g. staffing)Consider offering Supply

Chain Management software functionality to major customer• Further reduction of inventory gaps

LONG TERM

TIMELINE:2+ Years

A R I

RISKS AND MITIGATIONS

Employees struggle the new system

Customers dislike automation

Technical glitches in the system

Create development team to assist in

customization of system with the developper

Improve Congebec customer-employee

communication

Test in phases and maintain hard copies for

contingency

OVERVIEW

MANDATE

Provide a recommendation to allow Congebec to streamline its

warehouse logistics.

Increase in inventory

gapsInefficient

slot locationsExpiration of

products

MANDATE

Provide a recommendation to allow Congebec to streamline its

warehouse logistics.

Decrease in inventory gaps

Efficient slot locations

Reduced number of

expired products

CASSOLUTIONS

COOLING CHALLENGES FOR A

WARM SUCCESS

CONNOR FLACK

AMY LAMSAMANTHA

RAO