MFTBC Operation Development Plan

08 Jan 200908 Jan 2009

Quality & Productivity Quality & Productivity Improvement Plan Improvement Plan

MITSUBISHI FUSO MITSUBISHI FUSO

(MFTB)(MFTB)

Warehousing AccountWarehousing Account

Proposed Proposed By:By:Tharanga Tharanga JayalalJayalal

Phase 01Phase 01 Identify gaps in existing processIdentify gaps in existing process Find Possible solutions for improvementsFind Possible solutions for improvements

Phase 2Phase 2 Compare processes, resources & productivity Compare processes, resources & productivity

of MFTB operation with other automotive of MFTB operation with other automotive DCs operating in JAFZ in similar environment DCs operating in JAFZ in similar environment such as GM, Daimler, VW etc.such as GM, Daimler, VW etc.

Find & Implement new techniques that can Find & Implement new techniques that can improve the productivity in MFTB operation.improve the productivity in MFTB operation.

THE PLANTHE PLAN

Inbound Inbound -- ReceivingReceivingSegregation & sortingSegregation & sortingPut-Away & WMS SupportPut-Away & WMS SupportDiscrepancy ManagementDiscrepancy ManagementRecordkeepingRecordkeepingProductivity & Staff StrengthProductivity & Staff Strength

Outbound-Outbound- Pick & PackPick & PackPack & Hold, DispatchPack & Hold, DispatchClaims ManagementClaims Management Productivity & Staff StrengthProductivity & Staff Strength

Stock ControllingStock Controlling Analyzing & monitoring space utilizationAnalyzing & monitoring space utilization ReplenishmentReplenishment Storage system & House-keepingStorage system & House-keeping Organization Chart (Staff allocating / utilizing & Organization Chart (Staff allocating / utilizing &

Assigning responsibilities)Assigning responsibilities)

AREAS CONSIDERED IN AREAS CONSIDERED IN PHASE PHASE 11

INBOUNDINBOUNDSystem Integrity, EDI & ASN• Systems / WMS work properly

according to the operational requirements

• Productive & no manual data entry that waste time

• Receive EDI / data in right time through right communication channel

Inbound Receiving & segregation• Shipments does not arrive on time /

date according to the plan• Process available. Need more advance

sorting / segregation process for the SKUs that will be stored in BIN location zone (V & S) to make more efficient the put-away process.

• Need pre- info from MFTBC regarding new SKUs

• Systems / WMS work properly according to the present operation process.

Inbound put-away• Process available. Need to improve

put-away process in BIN location zone (V & S).

• Systems / WMS work properly according to the present operational requirements. Require more WMS support to put-away in BIN location zone (V & S).

• Staffs do location mistakes in put-away

Inbound Pre Alert & Supported Documents• Receiving pre alerts, information &

right documents in right time• Receive Information accurately• Related Staff is aware of the process

Inbound Discrepancy & Reporting• Process available with manual

discrepancy note.• No Log maintained for inbound

discrepancies.• No Timeline for approval & finalizing

an inbound that comes with discrepancies.

Inbound Closing & Record keeping• No Inbound finalizing checklist in the

exiting process.• Difficult to find inbound documents

since those filed separately - Inbound shipment docs, ASN, Discrepancy report & rectification approvals.

Staff Awareness - Inbound staff (Team leader) dose not aware about the complete inbound process specially the reporting & discrepancy management process.

INBOUNDINBOUND

CLARIFICATIONCLARIFICATION““SHIPMENT DOES NOT ARRIVE ON TIME ACCORDING TO SHIPMENT DOES NOT ARRIVE ON TIME ACCORDING TO

THE PLAN”THE PLAN” According to the MFTB operation plan, the WH suppose to According to the MFTB operation plan, the WH suppose to

receive 1 container per working day.receive 1 container per working day. This calculation & resources planning has been done based This calculation & resources planning has been done based

on their average inbound movements per month / week.on their average inbound movements per month / week. Not always, but arriving shipments specially Not always, but arriving shipments specially ocean freights, ocean freights,

out of above schedule.out of above schedule. This practice effect to the inbound completion timing.This practice effect to the inbound completion timing.

SUGGESTION TO IMPROVESUGGESTION TO IMPROVE CS should monitor & work with FFD on inbound plan closely CS should monitor & work with FFD on inbound plan closely

to avoid the said scenario.to avoid the said scenario. Strong follow-up required from Operations.Strong follow-up required from Operations.

INBOUNDINBOUNDRECEIVING & SORTINGRECEIVING & SORTING

““Need more advance sorting / segregation process for the SKUs that store in BIN location zone (V & S) to make more efficient the put-away process.

Current Process

Offload the shipment / containerOffload the shipment / container

Sort goods Sort goods

according to the according to the

ZONE ZONE & ISLE& ISLE

wise for pallet wise for pallet

racking arearacking area

Place on sorting & receiving FloorPlace on sorting & receiving Floor

Put in to put-away bucket / palletainer Put in to put-away bucket / palletainer

Why “advance sorting/segregation process” Need

Since the current process sort goods for bin locations, Since the current process sort goods for bin locations,

only in zone Wiseonly in zone Wise. The Put-away staff has to roam all over . The Put-away staff has to roam all over

the bin area / zone to reach put-away location & this the bin area / zone to reach put-away location & this

Practice continues for each & every put-away line. Practice continues for each & every put-away line.

The result is wasting time & energy.The result is wasting time & energy.

Suggestion to avoidSuggestion to avoid Need to Need to SEGREGATE / SORTSEGREGATE / SORT inbound goods inbound goods

according to according to ZONE & ISLEZONE & ISLE wise, wise, same as the same as the

segregation process of pallet racking storagesegregation process of pallet racking storage

Goods.Goods.

Sort goods Sort goods

according according only only

ZONE ZONE Wise Wise

for Bin for Bin

Location areaLocation area

INBOUNDINBOUNDPUT-AWAY & WMS SUPPORTPUT-AWAY & WMS SUPPORT

Current Process

Take sorted goods & put-Take sorted goods & put-

away sheet that needs to be put-away sheet that needs to be put-

away to BIN location zone away to BIN location zone

Put-away goodsPut-away goods

if space availableif space available

Inquire the existing location for Inquire the existing location for

put-away through RF gun.put-away through RF gun.

update the manual put-away sheep.update the manual put-away sheep.

Why “Why “Need to improve put-away process in BIN locations” && “Require more WMS support to put-away in BIN location zone (V & S)”. The present process / steps that follows The present process / steps that follows

for put-away for bin Zone is less productivefor put-away for bin Zone is less productive..Results areResults are wasting time & energy.wasting time & energy. Put-away multiple products in one locationPut-away multiple products in one location

Suggestion to avoidSuggestion to avoid Assign 01 location to 01 SKU in BIN locationAssign 01 location to 01 SKU in BIN location

zonezone Create more locations that requiredCreate more locations that required Then the existing location must be printed on Then the existing location must be printed on

the put-away sheet as “suggested location”the put-away sheet as “suggested location” The put-away sheet must print in ascending The put-away sheet must print in ascending

location order, isle-wise.location order, isle-wise.

If no space available, If no space available,

keep checking the keep checking the

other locations if anyother locations if any

If all locations full, If all locations full,

Put-away to any location Put-away to any location

that available spacethat available space

INBOUNDINBOUND

CLARIFICATION ON CLARIFICATION ON ““STAFFS DO MISTAKES IN PUT-AWAY”STAFFS DO MISTAKES IN PUT-AWAY”

Staffs miss scan of location barcode while Staffs miss scan of location barcode while the put-away process.the put-away process.

This take additional time to rectify put-This take additional time to rectify put-away error while confirming put-away.away error while confirming put-away.

Reason is high level location codes are not Reason is high level location codes are not reachable from ground.reachable from ground.

SUGGESTION TO IMPROVESUGGESTION TO IMPROVE Need to reprint & stick location bar codes Need to reprint & stick location bar codes

in every bay / column in reachable height in every bay / column in reachable height for pallet racking storage area.for pallet racking storage area.

INBOUNDINBOUNDInbound Discrepancy & Reporting• No Timeline for approval & finalizing an inbound that comes with

discrepancies.• No Log maintained for inbound discrepancies.• Inbound staff (Team leader) dose not aware about the complete inbound

process specially the reporting & discrepancy management process.

SUGGESTION TO IMPROVESUGGESTION TO IMPROVE

• Redefine & document the complete inbound process including clear “discrepancy rectification" actions with timelines.

• Create a single template for “identifying, reporting & approval” to avoid double work that exists in “discrepancy reporting & rectification" function.

• Start a log to keep track on inbound discrepancies with dates for each activity such as shipment receipt, discrepancy reporting, MFTB recommendation to solve the issue, rectification action etc

• Monitor the log by the management staff in daily / weekly basis to close inbound issues immediately.

• Assign the complete task (inbound, discrepancy management) to the INBOUND TEAM LEADER to avoid inbound completion delays.

• Provide guidance with documented SOP for inbound operation & discrepancy management process, to the Inbound team leader.

INBOUNDINBOUNDInbound Closing & Record keeping

• Difficult to find inbound documents since those filed separately - Inbound shipment docs, ASN, Discrepancy report & rectification approvals.

• No Inbound finalizing checklist in the exiting process.

SUGGESTION TO IMPROVESUGGESTION TO IMPROVE

Implement a recordkeeping process for the MFTB operation for Implement a recordkeeping process for the MFTB operation for easy track of documents & uplift the RC quality.easy track of documents & uplift the RC quality.

Arrange to file complete set of inbound documents (Arrange to file complete set of inbound documents (Inbound shipment docs, ASN, Discrepancy report & rectification approvals) all together with a “Inbound Completion Check List” for each inbound, to streamline the recordkeeping process.

INBOUNDINBOUND Present Staff StrengthPresent Staff Strength 1111

0101 Inbound Team leader, 10 Inbound Receiving Staff Inbound Team leader, 10 Inbound Receiving Staff

Present Average requirementPresent Average requirement 320 Lines a 320 Lines a dayday((According to the last 3 months info)According to the last 3 months info)

MonthMonth ReceiptReceipt Avg. per day Avg. per day Moves Moves Avg. per DayAvg. per DaySeptemberSeptember 86318631 332 332 8756 8756 337337OctoberOctober82058205 316 316 86708670 333333NovemberNovember 80088008 308 308 94779477 365365

Present CapabilityPresent Capability400 -500 Lines a day400 -500 Lines a day ProductivityProductivity 29 lines per day – 4 lines 29 lines per day – 4 lines

per hourper hour

Staff Actually required According to the existing process = 09Staff Actually required According to the existing process = 09 Excess StaffExcess Staff 0202(The above figures will be used for the phase 2 – comparison)(The above figures will be used for the phase 2 – comparison)

INBOUNDINBOUND Capability against Requirement / Actual-doneCapability against Requirement / Actual-done

Total

0

100

200

300

400

500

600

700

800

900

01/0

9/2

008 0

0:0

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0:0

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008 0

0:0

006/0

9/2

008 0

0:0

007/0

9/2

008 0

0:0

008/0

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008 0

0:0

009/0

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0:0

010/0

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011/0

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0:0

013/0

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008 0

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008 0

0:0

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0/2

008 0

0:0

008/1

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008 0

0:0

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008 0

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011/1

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008 0

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012/1

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008 0

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008 0

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014/1

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008 0

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015/1

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008 0

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016/1

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008 0

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018/1

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008 0

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008 0

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008 0

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008 0

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008 0

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025/1

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008 0

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027/1

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008 0

0:0

028/1

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008 0

0:0

029/1

0/2

008 0

0:0

030/1

0/2

008 0

0:0

001/1

1/2

008 0

0:0

002/1

1/2

008 0

0:0

003/1

1/2

008 0

0:0

004/1

1/2

008 0

0:0

005/1

1/2

008 0

0:0

006/1

1/2

008 0

0:0

007/1

1/2

008 0

0:0

008/1

1/2

008 0

0:0

009/1

1/2

008 0

0:0

010/1

1/2

008 0

0:0

011/1

1/2

008 0

0:0

012/1

1/2

008 0

0:0

013/1

1/2

008 0

0:0

014/1

1/2

008 0

0:0

015/1

1/2

008 0

0:0

016/1

1/2

008 0

0:0

017/1

1/2

008 0

0:0

018/1

1/2

008 0

0:0

019/1

1/2

008 0

0:0

020/1

1/2

008 0

0:0

021/1

1/2

008 0

0:0

022/1

1/2

008 0

0:0

023/1

1/2

008 0

0:0

024/1

1/2

008 0

0:0

025/1

1/2

008 0

0:0

026/1

1/2

008 0

0:0

027/1

1/2

008 0

0:0

028/1

1/2

008 0

0:0

029/1

1/2

008 0

0:0

030/1

1/2

008 0

0:0

0

Total

Drop Page Fields Here

Sum of RECEIPTCOUNT

TRANDATE

Drop Series Fields Here

Data from 1 Sep 2008 to 30 N0v 2008 – 3 monthsData from 1 Sep 2008 to 30 N0v 2008 – 3 months

OUTBOUNDOUTBOUND

Pack & Hold, DispatchPack & Hold, Dispatch• Outbound pack & hold / dispatch Outbound pack & hold / dispatch

area should organize more area should organize more effective way.effective way.

• Searching completed shipments Searching completed shipments to dispatch.to dispatch.

• Shipments dispatching by WH Shipments dispatching by WH SUPERVISOR. SUPERVISOR.

Discrepancy / Claims ManagementDiscrepancy / Claims Management• Working on claims, case to case basis without a proper defined claim Working on claims, case to case basis without a proper defined claim

management / rectification process.management / rectification process.• Take long time for clarification / rectification since no timelines for Take long time for clarification / rectification since no timelines for

rectification actions or staff does not aware of the same.rectification actions or staff does not aware of the same.• The available claim log does not provide a clear picture about “how The available claim log does not provide a clear picture about “how

Agility works on claims with timelines”.Agility works on claims with timelines”.

Pick Bad Location Accuracy,

Unavailability of Stock Controlling Function, Put-Away errors, Multiple Products in one location, unavailability of ABC analyzing are effecting to the lover picking productivity.

OUTBOUNDOUTBOUND

PICK & PACK Bad Location Accuracy, Unavailability of Stock Controlling

Function, Put-Away errors, Multiple Products in one location, unavailability of ABC analyzing are effecting to the lover picking productivity.

Note:Note: Above are the outcome of Above are the outcome of

failures in other chained areas & failures in other chained areas & need to work on each & every need to work on each & every function to uplift the pick & pack function to uplift the pick & pack quality & productivity.quality & productivity.

OUTBOUNDOUTBOUNDPACK & HOLD, DISPATCHPACK & HOLD, DISPATCH• Outbound pack & hold / dispatch area should organize more effective Outbound pack & hold / dispatch area should organize more effective

way.way.• Searching completed shipments to dispatch.Searching completed shipments to dispatch.• Shipments dispatching by WH SUPERVISOR & Supervisor doesn’t get Shipments dispatching by WH SUPERVISOR & Supervisor doesn’t get

time to overlook the opstime to overlook the ops..

SUGGESTIONS TO IMPROVESUGGESTIONS TO IMPROVE Assign a dedicated floor area (in-house & yard) for packed & hold shipments. Assign a dedicated floor area (in-house & yard) for packed & hold shipments. Map the floor for destinations / clients, to locate completed shipmentsMap the floor for destinations / clients, to locate completed shipments Pass the information of completed shipments to TALLY CLERK which is Pass the information of completed shipments to TALLY CLERK which is

available in the MFTB operation.available in the MFTB operation. Let CS to directly deal with TALLY CLERK for outbound dispatches & WMS Let CS to directly deal with TALLY CLERK for outbound dispatches & WMS

updates.updates. Dispatch shipments with maintaining outbound tally sheet & using WMS final Dispatch shipments with maintaining outbound tally sheet & using WMS final

packing list & update the system on time by TALLY CLERK .packing list & update the system on time by TALLY CLERK . Implement RF direct dispatching system to avoid manual system updates.Implement RF direct dispatching system to avoid manual system updates.

OUTBOUNDOUTBOUND

DISCREPANCY / CLAIMS MANAGEMENTDISCREPANCY / CLAIMS MANAGEMENT• Working on claims, case to case basis without a proper defined claim Working on claims, case to case basis without a proper defined claim

management / rectification process.management / rectification process.• Take long time for clarification / rectification since no timelines for Take long time for clarification / rectification since no timelines for

rectification actions or staff does not aware of the same.rectification actions or staff does not aware of the same.• The available claim log does not provide a clear picture about “how The available claim log does not provide a clear picture about “how

Agility works on claims with timelines”.Agility works on claims with timelines”.

SUGGESTIONS TO IMPROVESUGGESTIONS TO IMPROVE• Identify the types of claims Identify the types of claims

- - Excess Claim, Short Claim, & Wrong / different material dispatch claim, Excess Claim, Short Claim, & Wrong / different material dispatch claim, Damaged ClaimDamaged Claim

• SET a process (SOP) to handle claims, with standard formats for SET a process (SOP) to handle claims, with standard formats for monitoring & communication purpose monitoring & communication purpose - Claim Reporting, accepting, Rectification process for each type of - Claim Reporting, accepting, Rectification process for each type of claim, responsible staff, corrective actions for each type of claim, claim, responsible staff, corrective actions for each type of claim, timelines & communicating to client, client’s approval etctimelines & communicating to client, client’s approval etc

• Maintain a more clear LOG for claims with rectification actions, Maintain a more clear LOG for claims with rectification actions, approval info with dates for each activity & deadlines & update and approval info with dates for each activity & deadlines & update and monitor a KPI for claims rectification.monitor a KPI for claims rectification.

OUTBOUNDOUTBOUNDPresent Staff StrengthPresent Staff Strength 1010

0101 Outbound Team leader, Outbound Team leader, 0101 Tally Clerk Tally Clerk, , 06 06 Pickers,Pickers, 01 Outbound 01 Outbound Dispatcher (F/L Operator), 01 Carpenter. Dispatcher (F/L Operator), 01 Carpenter.

Present Average RequirementPresent Average Requirement 620 Lines 620 Lines a daya day(According to the last 3 months info)(According to the last 3 months info)

MonthMonth Pick linesPick lines Avg. per day Avg. per day Pack Lines Pack Lines Avg. per DayAvg. per DaySeptemberSeptember 1633316333 628 628 16221 16221 624624OctoberOctober1250612506 481 481 8670 8670 484484NovemberNovember 80088008 745 745 9477 9477 747 747

Present CapabilityPresent Capability 670 Lines a day670 Lines a day ProductivityProductivity 67 lines per day – 9 lines 67 lines per day – 9 lines

per hourper hour

Staff Actually required According to the existing process = 10Staff Actually required According to the existing process = 10

(The above figures will be used for the phase 2 – comparison)(The above figures will be used for the phase 2 – comparison)

OUTBOUNDOUTBOUND Capability against Requirement / Actual-doneCapability against Requirement / Actual-done

Data from 1 Sep 2008 to 30 N0v 2008 – 3 monthsData from 1 Sep 2008 to 30 N0v 2008 – 3 months

Total

0

200

400

600

800

1000

1200

01/0

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Total

Drop Page Fields Here

Sum of PICKCOUNT

TRANDATE

Drop Series Fields Here

At present there is no analyzing & monitoring practice happening in At present there is no analyzing & monitoring practice happening in the WH specially for fast moving & dead / non moving products.the WH specially for fast moving & dead / non moving products.

Clarifications Clarifications (According to the WMS report DURPT0092)(According to the WMS report DURPT0092)

R Locations – R1 to R4 IslesR Locations – R1 to R4 Isles No of No of dead / non moving SKUsdead / non moving SKUs in hand picking locations in hand picking locations - 376- 376 No of fast moving items in upper locationsNo of fast moving items in upper locations - 1635- 1635R Locations – T1 to T6 IslesR Locations – T1 to T6 Isles No of No of dead / non moving SKUsdead / non moving SKUs in hand picking locations in hand picking locations - 1550- 1550 No of fast moving items in upper locationsNo of fast moving items in upper locations - 1531- 1531The above is effecting for the less outbound productivity.The above is effecting for the less outbound productivity.SUGGESTION TO IMPROVESUGGESTION TO IMPROVE Need to analyze the dead products that actually can be moved to Need to analyze the dead products that actually can be moved to

upper locations & assign hand picking locations for fast moving upper locations & assign hand picking locations for fast moving stuff.stuff.

Assign the analyzing & location transfer activity to a Stock Assign the analyzing & location transfer activity to a Stock Controller for MFTB.Controller for MFTB.

Continue the analyzing & assigning practice in monthly basis to Continue the analyzing & assigning practice in monthly basis to keep it on trackkeep it on track

ANALYZING & MONITORINGANALYZING & MONITORING

At present the “Replenishment” is not At present the “Replenishment” is not functional in MFTB operation due to functional in MFTB operation due to lack of analyzing.lack of analyzing.

SUGGESTION TO IMPROVESUGGESTION TO IMPROVE Need to define “Replenishment Process” that suit Need to define “Replenishment Process” that suit

for MFTB operation.for MFTB operation.

Need to reanalyze the storage process (as Need to reanalyze the storage process (as mentioned above in mentioned above in “ANALYZING & MONITORING”“ANALYZING & MONITORING”)) to active the “replenishment” function.to active the “replenishment” function.

REPLENISHMENTREPLENISHMENT

Multiple SKUs in single bin location.Multiple SKUs in single bin location. No bins arranged /kept properly & most of the bins (corrugated) old & No bins arranged /kept properly & most of the bins (corrugated) old &

damaged.damaged. Different type of bins including cartons use for storage.Different type of bins including cartons use for storage. No bins available in most of the locations.No bins available in most of the locations.

Need to clean all bin locations & assign single SKU to Need to clean all bin locations & assign single SKU to one location.one location.

The client MFTB also expecting the same above (According to The client MFTB also expecting the same above (According to the discussion on 17-Dec regarding stock migration)the discussion on 17-Dec regarding stock migration)

STORAGE & HOUSEKEEPINGSTORAGE & HOUSEKEEPING

More information on BIN locations & SKUs storedMore information on BIN locations & SKUs stored

ZONEZONE AVAILABLE LOCATIONSAVAILABLE LOCATIONS SKU STOREDSKU STORED ADDITIONAL LOC:REQ:ADDITIONAL LOC:REQ:

3S1 TO 3S93S1 TO 3S9 66546654 81458145 14911491

3V1 TO 3V93V1 TO 3V9 78337833 11,316 11,316 34843484More information on RACK locations & SKUs storedMore information on RACK locations & SKUs storedZONEZONE AVAILABLE LOCATIONSAVAILABLE LOCATIONS TOTAL SKU STOREDTOTAL SKU STORED

3R1 TO 3R43R1 TO 3R4 574574 28742874

3V1 TO 3V93V1 TO 3V9 934934 5143 5143More information on n (GROUND) locations & SKUs More information on n (GROUND) locations & SKUs

storedstored

3N1 TO 3N173N1 TO 3N17 2020 723 723


OTHEROTHERRow material / Packing material StorageRow material / Packing material Storage Packing materials stored in several places/ laying here Packing materials stored in several places/ laying here

and there in the facility & staff roam around the WH and there in the facility & staff roam around the WH to find those when required.to find those when required.

SUGGESTION TO IMPROVESUGGESTION TO IMPROVE Assign floor & racking storage area for packing Assign floor & racking storage area for packing

material storage.material storage.

Implementing Japanese 5s Methodology for Implementing Japanese 5s Methodology for housekeeping will be a great solution for this facility. housekeeping will be a great solution for this facility. Specially the client MFTB will be happy to Specially the client MFTB will be happy to implementing see the same.implementing see the same.


STOCK CONTROLSTOCK CONTROL At present the stock controlling function (daily cycle At present the stock controlling function (daily cycle

counting & reconciliation, location creating / assigning, counting & reconciliation, location creating / assigning, replenishment etc) does not functional. replenishment etc) does not functional. ( Due to lack of ( Due to lack of manpower for SC team).manpower for SC team).

STAFF INVOLVE IN STOCK CONTROL FUNCTIONSTAFF INVOLVE IN STOCK CONTROL FUNCTION There are 2 Stock Controllers (temporary) available in the There are 2 Stock Controllers (temporary) available in the

chamber.chamber.

SUGGESTION TO IMPROVESUGGESTION TO IMPROVE Assign 1 Stock Controller & 1 or 2 WH Assistant to assist the SC.Assign 1 Stock Controller & 1 or 2 WH Assistant to assist the SC.

Set a Cycle Count & Reconciliation Plan for MFTB Operation.Set a Cycle Count & Reconciliation Plan for MFTB Operation.

Assign clear responsibilities with deadlines for daily cycle counting Assign clear responsibilities with deadlines for daily cycle counting & reconciliation, location creating / assigning, replenishment etc& reconciliation, location creating / assigning, replenishment etc

Provide seniors guidance to step-up with SC function.Provide seniors guidance to step-up with SC function.

Monitor the SC operation by management staff closely.Monitor the SC operation by management staff closely.

MFTBCMFTBC Organizational ChartOrganizational ChartMario Jose Lingon

Mitsubishi Supervisor

Joan TomasTeam Leader

Reynaldo PelaezTeam Leader

Rodel ManuelRodel ManuelTally ClerkTally Clerk

Miguel Pineda ( Machine Operator)Picker / Packer

Cresencio Dizon Cresencio Dizon Picker / PackerPicker / Packer

Kamal Prasad BhattaraiKamal Prasad BhattaraiPicker / PackerPicker / Packer

Melwin FernandezMelwin FernandezPicker / PackerPicker / Packer

Madan KhanalMadan KhanalPicker / Packer

Leo ALTOVEROSLeo ALTOVEROS Picker / Packer

Christoper GutierrezChristoper GutierrezShipping F/L OperatorShipping F/L Operator

Alexis PERUCHOAlexis PERUCHOReceivng / Put away

Noli NIEGANoli NIEGAReceivng / Put away

Syad Anwar Ullah HussineSyad Anwar Ullah HussineReceiving / Put awayReceiving / Put away

Dhurba BandariDhurba BandariReceiving / Put awayReceiving / Put away

Rabindranath Barik KartikRabindranath Barik KartikReceiving / Put awayReceiving / Put away

Chhabi Lal SapkotaChhabi Lal SapkotaReceiving / Put awayReceiving / Put away

Yadav Raj SubediYadav Raj SubediReceiving / Put awayReceiving / Put away

Rajesh Kumar GhimireRajesh Kumar GhimireReceiving / Put awayReceiving / Put away

Narendra MaharjanNarendra MaharjanReceiving / Put awayReceiving / Put away

Buddhi B. MoktamBuddhi B. MoktamReceiving / Put awayReceiving / Put away

Indra kumar KathimalaiIndra kumar KathimalaiCarpenterCarpenter

Pane KirkovikOperation Manger

MD Nadim Ahmad KhanStock Controller (temporary)

Nikesh NarayananStock Controller (temporary)

Mitsubishi Fuso Truck and Buses

Corporation

Total 23 staffTotal 23 staff

PROPOSED STRUCTUREPROPOSED STRUCTUREOps. Manager for JAFZ SouthOps. Manager for JAFZ South

WH SupervisorWH Supervisor

Inbound Team leaderInbound Team leader OB Team leaderOB Team leader

FL Operator - RecvFL Operator - Recv

WHA – Inbound- RecvWHA – Inbound- Recv



Stock ControllerStock Controller

WH / SC AssistantWH / SC Assistant

WH / SC AssistantWH / SC Assistant

WHA – Inbound- Pu:AwWHA – Inbound- Pu:Aw



WHA – Pick & PackWHA – Pick & Pack






CarpenterCarpenter Total 23 StaffTotal 23 Staff

OB Team leaderOB Team leader

Dispatcher / FLODispatcher / FLO

WHA – Inbound (AF)WHA – Inbound (AF)