Loading Productivity Scorecard for ShippersTing Goquiolay

Project Overview:

• To provide a social incentive for which work is motivated in a team setting and veered away from the context and mentality of individualistic work usually characterized by “maximizing break times and minimizing floor/work time.”

• To establish a visual metric for shippers in the three shifts that they can identify with as their team’s productivity/achievement score at the end of every shipping shift.

• To incentivize loading extras from the freezer warehouse instead of just shipping off the lines.

• Project scope does not relate to other metrics intended to address other floor measures such as accuracy, or fifo or GMP etc. The measure is benchmarked on a common standard and understanding of a through-put ratio and attendant constraints/ limitations affecting the three shifts.

Basic Concept

Related issues that can be considered in scope:

o Loading Productivity as a concept describes a daily shift metric that measures one against an agreeable benchmark ratio where simply, x is the number of cases loaded and y is the number of cases produced. In an ideal world if the shift loads 100 cases that came off the line, then 100 cases are loaded for shipping which is a through-put ratio of 1 or 100%.

» If X= Y or 100%

o It follows then that if 120 cases are loaded with only 100 being produced during the shift, you have a ratio of 2/1 or 200%.

o Your production denominator can be exceeded or met below par. So if only 50 is loaded against a 100 cs production volume, your LP is only 50%.

o Using this framework production volume will only reflect produced goods, and not include:

• Products put on hold• Products not meant to be shipped

Basic Concepts (cont’d)

• Shipping warehouse stock that does not form part of production in current shift can only raise the ratio or LP

• If, considering that the line produces 100 cases, and there is enough trailers to contain 100 cases, shippers loads 25 cases more from the warehouse, the LP Score will be:

» 125/100 or 125%

• From this scoring system an individual contribution score may be extended:

» Shipper A ships 25 of the 125, then he has a 25/125 or 20% contribution score.

» Shipper B ships 75 of the 125, then he has a 75/125 or 61% contribution score

» Shipper C ships 25 of the 125, then he also has 25/125 or a 20% contribution

In measuring Loading Productivity we try to keep through- put as consistent as possible by:

Concerns:

• Limitations– How do put-aways count– What if there were no

trailers available?

– What if there were downtime/problems in the line?

– What about trailer turnover issues?

Recourses:

• Put-aways will be not be counted as loads Production volume will only count according to container capacity. If there is 29 skids produced and there was only 1 empty reefer available 24 will be matched up as the prevailing production volume at that time. So 100 percent will be marked. Conversely if there were 3 reefers available , 72 skids were produced but only 48 loaded then LP is only 66%.

• Provision for manual assistance presumes that line is restored to normal , again a management issue and is out of scope of this measure.

• Management must ensure productive yard operations and is not treated to be within scope

Tables

Shift LP Score

Shift Shipped Vol (cs) Production (cs) LP (%)

Days 500 500 100%

Aft 600 550 109%

Night 750 510 147%

Contribution

Day Loaded (cs)Total Loaded for

ShiftCF

Sydney 160

500

32%

Dave 190 38%

Robert 150 30%

      100%