warehouse test & quality presentation 1 activity presentation“cscd” customer service supply...

Warehouse Test & Quality Presentation 1

Activity Presentation

““CSCD”CSCD”Customer Service Supply Chain & Delivery

Warehouse Test & QualityWarehouse Test & Quality

JP Cabrera, JP Cabrera, 27/06/0727/06/07


Warehouse, Test & QualityWarehouse, Test & QualityWarehouse, Test & QualityWarehouse, Test & Quality

Fournisseurs Satisfaits

Satisfied Suppliers

Stocks JustesAccurate inventory

Techniciens efficacesEffective techniciansLivraisons à l’heure

On time deliveries

Patenaires satisfaitsSatisfied Partners

Vision

Personnel entrainé, motivé et efficaceSkilled, motivated and effective staff

Chaine de Valeur ajoutée

Added value Chain

Chaine gagnant-gagnantWin-win chain

Satisfied CustomerSatisfied Customer


Get the right parts to the right place in the right quantity on the right time on the right quality while

seeking the most competitive logistics costs

and Reimburse our Service Partners in the most efficient

way, while giving reliable statistics for a better partnership with our Suppliers, and recover the

parts in the most economical way

Our Mission is to

Mission Warehouse Test & Quality


OrganisationWarehouse,

Test & Quality Sr Manager

JP CABRERA – Ext.4778Backup R Goureau

Warehouse,Test & Quality Sr Manager

JP CABRERA – Ext.4778Backup R Goureau

Test & Quality Supervisor T. Arnaud (Acting) – Ext7148

Backup N. Michalski

Test & Quality Supervisor T. Arnaud (Acting) – Ext7148

Backup N. Michalski

Stockroom SupervisorA DENIS –Ext.4705Backup F Beaune

Stockroom SupervisorA DENIS –Ext.4705Backup F Beaune

Test Desktop Coordinator RPA 2N MICHALSKI – Ext.4717

Backup T Arnaud

Test Desktop Coordinator RPA 2N MICHALSKI – Ext.4717

Backup T Arnaud

RTV & Resale Coordinator B COMTE – Ext.4893

Backup L Biret

RTV & Resale Coordinator B COMTE – Ext.4893

Backup L Biret

Admin AssistantI ZANARDELLI – Ext.7025

Backup B Comte

Admin AssistantI ZANARDELLI – Ext.7025

Backup B Comte

Customer Order Prep& Docks Coordinator

JM BOMPAS – Ext.4897Backup A Denis

Customer Order Prep& Docks Coordinator

JM BOMPAS – Ext.4897Backup A Denis

Stockroom CoordinatorFRA / RTV

F BEAUNE – Ext.4768Backup A Denis

Stockroom CoordinatorFRA / RTV

F BEAUNE – Ext.4768Backup A Denis

Traffic SupervisorL. BIRET – Ext.7303

Backup B Comte

Traffic SupervisorL. BIRET – Ext.7303

Backup B Comte

Methods & Quality Manager

R GOUREAU – Ext.4867Backup JP Cabrera

Methods & Quality Manager

R GOUREAU – Ext.4867Backup JP Cabrera

Module ManagerRLCS/Horostar

JP SAULGRAIN – Ext.7309

Module ManagerRLCS/Horostar

JP SAULGRAIN – Ext.7309

Test NB & Server Coordinator V LAIRMELIN – Ext.4829

Backup T Arnaud

Test NB & Server Coordinator V LAIRMELIN – Ext.4829

Backup T Arnaud

Consumables/FacilitiesSecurity/Inventory

E MARCINIAK – Ext.4917Backup I Zanardelli

Consumables/FacilitiesSecurity/Inventory

E MARCINIAK – Ext.4917Backup I Zanardelli

Inventory & Resale CoordinatorE GAUDICHEAU – Ext.4755

Backup R Joufflineau

Inventory & Resale CoordinatorE GAUDICHEAU – Ext.4755

Backup R Joufflineau

Module ManagerTest system/Web/Robocop

N ANDRIANA – Ext.4910Backup JP Saulgrain

Module ManagerTest system/Web/Robocop

N ANDRIANA – Ext.4910Backup JP Saulgrain

Inventory CoordinatorR JOUFFLINEAU – Ext.5088

Backup E Gaudicheau

Inventory CoordinatorR JOUFFLINEAU – Ext.5088

Backup E Gaudicheau

Traffic IN & OUTE SABIN – Ext.4930

Backup L Biret

Traffic IN & OUTE SABIN – Ext.4930

Backup L Biret

Warehouse Test & Quality Presentation 5Strictly Confidential 11/04/23

Eloise SABIN:Eloise SABIN:*Traffic out : *Traffic out :

Customs, Liaison with Couriers, Transport quotationsCustoms, Liaison with Couriers, Transport quotationsTrack & Trace, invoices control (Mitry-Mory)Track & Trace, invoices control (Mitry-Mory)

*Traffic in : inbounds follow-up *Traffic in : inbounds follow-up *Pick-up & returns follow-up*Pick-up & returns follow-up

Benoit COMTE:Benoit COMTE:*RTV, Brokers, Consumables*RTV, Brokers, Consumables

Isabelle ZANARDELLI:Isabelle ZANARDELLI:*HR, RTV (oow ), Suggestions, 5S*HR, RTV (oow ), Suggestions, 5S

Estelle MARCINIAK:Estelle MARCINIAK:*PO creation, Litigations, invoices follow-up, Scrapped parts, RTV, Brokers*PO creation, Litigations, invoices follow-up, Scrapped parts, RTV, Brokers

Etienne GAUDICHEAUEtienne GAUDICHEAU*Inventory, Rejections , TTG Intransit*Inventory, Rejections , TTG Intransit

Romain JOUFFLINEAU:Romain JOUFFLINEAU:*Inventory and stock accuracy*Inventory and stock accuracy

Administration & Traffic Team


Process description

DismantlingVendors

Partners

Repair Centers

Brokers

DO

CK

S +

DIS

PA

TC

H

T&Q

Receiving

GOOD

BAD

COP

RTV DO

CK

S +

DIS

PA

TC

H

Vendors

Partners

Repair Centers

Brokers

Réc

ept°

T&

Q


Flows Description

Suppliers DocksUnload Truck

Reception

Quality Inspection

Order Entry

Picklists

Picking

Stock Audit

Shipping

Customs

DocksLoad Truck

Pick. Admin.

Consolidation / Pallet preparation

Good

Field Service

Order

EndUser

Field Engineer

InterventionReturn

Call Center

Call

and dispatch

FieldIdentification

Test

Good Stock

Bad

NFF

DestinationPlan

Test Audit

Packing

Test

IWRTV

ResellBad

Scrap

OOWRepair

ResellGood

ExcessStock

Repair Center

Broker

Supplier

DocksReturns After Repair

Return After Repair Identification

Failing partsDispatch

Warehouse, Test and Quality

Failing

On Hold

Resources:

7550 m2

80 people

500 000 parts

10 000 references

4000 locations

300 equipments & tools

80 Service Partners

55 main Suppliers

Flows:

1500 parts tested/day

3000 parts shipped/day

85% Europe

15% out of EC


Continuous Improvement – The Demming Wheel

Plan - Do - Check - Act

DEFINE THE ISSUE

SEARCH FOR THE ROOT CAUSES

CORRECTED?

STARTIDENTIFY THE ISSUE

COMPARE SOLUTIONS

SEARCH FOR SOLUTIONS

VALIDATE ROOT CAUSES

CAPITALIZE & STANDARDIZE

APPLY SOLUTION

CHOOSE THE SOLUTION

Yes

NO

COMPLAINS

REPORTING / FINANCES

INNOVATION & PROJECTS

DEVIATION FROM OBJECTIVES (KPI)

SUGGESTION SYSTEM

PROBLEM SOLVING


Continuous ImprovementMonitoring the activity :

PICK PACK SHIP

Ressources:

SPACE: 7500 M2STOCKROOMS : capacity 700 palletsSHELVES : capacity 4000 locations2 Forklifts3 pallet handlersPalletizing machineConveyors for COPScansPCs30 people average

Key Performances Indicators:On Time Shipment, dailyEfficiency, daily, monthlyInventory accuracy, daily, monthlyCost of part shipped, monthly Quality control OSA, daily

Reporting:Inventory Accuracy, dailyMain KPI in Quaterly Review Business

Activities:ReceivingRTV: Return To VendorWarehousingCOP: Customer Order PreparationShip to BrokerTrafficScrap

Improvements:Suggestion system :

internal, ideas from people to improve the processesProblem solving system:

internal, recuring or potential issues identified, Transversal working groups:

work with Purchasing, Quality, Engineering, PS&SP & PartnersTraining:

5S, Problem solving, Quality toolboxManagement for Supervisors and CoordinatorsSpecific technical trainings

Triggers:Orders from Field DeliveryParts arrivalsShipping plans for RTV and Ressell to Broker

Outputs:

Parts Inputs:

Parts

External SuppliersPartnersParts SuppliersRepair centersTransporters

External Clients:CustomersPartnersRepair centersOther Warehouses

Internal Suppliers:EngineeringProduct SupportQualityCall centersPlanningFinancesPartner ManagementOther warehouses

Internal Clients:ReimbursementField DeliveryPlanningInventory ControlFinancesOther warehouses

Mails-InstructionsBest Practices


Continuous ImprovementMonitoring the activity : REVERSE LOGISTICS

Ressources:

Space: 1000 m218 test benches1 Test system30 people average, capacity adjusted to the load

Key Performances Indicators:No Failure Found, monthly Turn Around TimeEfficiency, daily, monthlyRepair Centers Performance, monthlyDOA rate, monthly

Reporting:Monthly No Failure Found reportMonthly DOAMonthly Intervention Label reportMonthly quality report with all raw datas

Activities:Control and IdentificationTest and dispatch parts to correct bin location

Desktops partsNotebooks partsServers partsMonitors parts

Quality componentsStatistics

Triggers:

Products incoming

Outputs:

PartsStatistics

Inputs:

Returned parts from partnersIntervention labelsService forms

External SuppliersPartnersParts SuppliersRepair centersTransporters

External Clients:CustomersPartnersRepair centers

Internal Suppliers:EngineeringPS&SPQualityCall centersPlanningFinancePartner Management

Internal Clients:ReimbursementField DeliveryPlanningInventory ControlFinance

Mails- InstructionsBest Practices

Improvements:Suggestion system :

internal, ideas from people to improve the processesProblem solving system:

internal, recuring or potential issues identified, Transversal working groups:

work with Purchasing, Quality, Engineering, PS&SP & PartnersTraining:

5S, Problem solving, Quality toolboxManagement for Supervisors and CoordinatorsSpecific technical trainings


Layout

Docks

Administration

Monitors

Test & Quality

Reception

Stock NEC

Stock PB

Customer Order Preparation

Return To Vendor


Dispatch 1

People Soft

Robocop

Transactions

RLCS*

Information systems

Test System

Customer Customer OrdersOrders

ReverseReverseLogisticsLogistics

PurchasePurchaseOrderOrder

Return to Return to VendorVendor

*Reverse Logistics Control System*Reverse Logistics Control System


Goods routing algorithm

Enter partnumber

Service need

BAD

NO Warranty

BROKER

BAD

YES

NO

SCRAP

YES

TestResult

OK

ServiceNeed

BROKER COSM/NTF2

OK

SERVICE

NTF2KOWarranty

Status

VOID

Potential Resell ?

BROKER

BADYES

NO

SCRAP

IW

RTV IW

RepairNeed

OW

RTV OW

YES

RecoveryOUTPotential

ResellNO

Order flowService

needGOOD NO EXCESS

YES

SERVICE

NO EXCESS

CosmeticFault

NO

YES

BROKER COSM/NTF2

VOID

INYES

TESTNo TestNO


NFF measurementAll PARTSreceived

from FIELD

Part TESTED(85% of Total

Received)

Parts not TESTED

(15% of Total Received)

PARTS TO TEST

Part NOT USED

BOX NOT OPENED

Flash BIOS/FIRMWARECheck/Set Jumpers

(Same instruction for the Field Engineer)

TEST PART

NTF2FAILED?

FAILINGPART

Y

NO25%

100%

73%

98% 1% 1%

Percentages are only Indications

Int.Label

1ST TIME?

NFF

NO

Y

15%

10% RESELLRESELL

STOCKSTOCK


Performance Indicators A/P/D Due Date(if P or D)

Target(if A)

Actual(if A)

Direct Efficiency, standard timesCost per testCost per Parts shippedCost per P/L

AAAA

115% 4,81 €2,53 €13,89 €

109,61% Dec4,72 € YTD2,28 € YTD17,89 € YTD

Turn Around Time, docks-stockOn Time Delivery vs due-dateOn Time Shipment International

DAA

W Cognos 2,5 days99%, 99%

NA90,18% Dec84,91% Aug

DOA, measurement on ILInventory accuracy good/bad

AA/D Jan 04

1,1%99,5%/98%

1,87% Dec xxx% Dec/NA

Absenteeism, Direct peopleSuggestion

AA

<3%6/P/Y

2,44% YTD2,56/P/Y

NFF A 18,4% 27,95% Dec

Forecast of reception in reverse logistics D Oct.04 WIP

Training program A Nov.04 Done

Performance Indicator – Status Overview A= Available P=Planned D=To be developedA= Available P=Planned D=To be developed


CSSC&D Operation Same perimeter 2004 YTD 2005 Budget Last year Budget last year budget

YTD

Activity fluctuationTransaction WHSE (Wo COP) 960491 1276723 316232 33%Number total of Pick list 77149 79864 2715 4%Total parts ship out of St Barth 424001 625261 201260 47%

Shipment per bulk Number of Pick list 1582 2785 1203 76%

Number of Parts shipped 102797 172550 69753 68%Number of parts per Pick list 65 62 -3 -5%

Shipment per Express/Truck Number of Pick list 75567 74289 -1278 -2%

Number of Parts shipped 190853 248685 57832 30%Number of parts per Pick list 2.5 3.3 0.82 33%

Untested Field 34038 45416 33%Tested Field 132503 144550 9%Volume reverse Logistics 166541 189966 23425 14%Volume of parts tested 153400 164136 151823 10736 12313 7% 8%

Cost variation Total WHSE cost (K€) 953985 1428448 1061695 474463 366753 50% 35%Total T&Q cost (K€) 640250 775267 721172 135017 54095 21% 8%

Cost per parts shipped (€) 2.25 2.28 2.50 0.03 -0.22 2% -9%Cost per parts tested (€) 4.17 4.72 4.75 0.55 -0.03 13% -1%Warehouse Cost Per Transaction 0.99 1.12 1.11 0.13 0.01 13% 1%

Variance vs Variance vs Dec 05 YTDDec 05 YTD


December 2005 YTDDecember 2005 YTDActual € CostsFixed T&Q 2201 113,017Variable T&Q 2207 662,219Fixed Warehouse 2202 557,184Variable Warehouse 2208 871,264

BudgetFixed T&Q 2201 86,562Variable T&Q 2207 634,609Fixed Warehouse 2202 426,476Variable Warehouse 2208 635,218

VarianceFixed T&Q 2201 26,455 Variable T&Q 2207 27,610 Fixed Warehouse 2202 130,708 Variable Warehouse 2208 236,046

Actual ActivityTests 164,136Volume part shipped 625,261Volume transactions 1,276,723Volume pickslips 79,864

BudgetTests 151,823Volume part shipped 424,001Volume transactions 960,491Volume pickslips 77,149

VarianceTests 12,313 Volume part shipped 201,260 Volume transactions 316,232 Volume pickslips 2,715

Variable

Actual € Cost per activityCost per test 4.03Cost per part shipped 1.39Cost per transaction 0.68Cost per pickslip 10.91

BudgetCost per test 4.18Cost per part shipped 1.50Cost per transaction 0.66Cost per pickslip 8.23

VarianceCost per test -0.15 Cost per part shipped -0.10 Cost per transaction 0.02 Cost per pickslip 2.68

Variable+ Fixed

Actual € Cost per activityCost per test 4.72Cost per part shipped 2.28Cost per transaction 1.12Cost per pickslip 17.89

BudgetCost per test 4.75Cost per part shipped 2.50Cost per transaction 1.11Cost per pickslip 13.76

VarianceCost per test -0.03 Cost per part shipped -0.22 Cost per transaction 0.01 Cost per pickslip 4.12

ADC YTD


Dept TypeT&Q-Variable CDI2207 CDD

TEMPT&Q Total

T&Q CDI2201 CDD

TEMPT&Q-Variable Total

WHS-Variable CDI2208 CDD

TEMPWHS Total

WHS CDI2202 CDD

TEMPWHS-I Total

TOTAL HEADCOUNT

TOTAL T&Q CDICDDTEMP T&Q

TOTA WHS CDICDDTEMP WHS

TOTAL WHS + T&Q CDICDDTEMP

Nb Indirect people% Indirect People

FTE

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-0523 23 22 20 18 17 16 17 170 0 0 0 0 0 0 0 0

7.5 6 12 14 12 10 11 11 1031 29 34 34 30 27 27 28 27

2 2 2 2 1 2 2 2 20 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 02 2 2 2 1 2 2 2 2

23 23 22 22 22 23 16 16 150 0 0 0 0 0 0 0 010 10 20 22 20 20 20 20 2033 33 42 44 42 43 36 36 35

10 9 9 9 9 10 7 7 70 0 0 0 0 0 0 0 00 0 0 2 3 4 5 6 610 9 9 11 12 14 12 13 13

76 73 87 91 85 86 77 79 77

25 25 24 22 19 19 18 19 190 0 0 0 0 0 0 0 0

7.5 6 12 14 12 10 11 11 10

33 32 31 31 31 33 23 23 220 0 0 0 0 0 0 0 010 10 20 24 23 24 25 26 26

58 57 55 53 50 52 41 42 410 0 0 0 0 0 0 0 0

17.5 16 32 38 35 34 36 37 36

12 11 11 13 13 16 14 15 1516% 15% 13% 14% 15% 19% 18% 19% 19%


Definition:Nb parts tested OK after BIOS update & w/o repair / Nb parts received from Field

Excluded : Box Not Opened and Part Not Used

% NFF per month

NFF: No Failure Found

15.00%

20.00%

25.00%

30.00%

35.00%

Apr-0

5

May-0

5

Jun-

05

Jul-0

5

Aug-0

5

Sep-0

5

Oct-0

5

Nov-0

5

Dec-0

5

J an-

06

Feb-

06

Mar-0

6

Apr-0

6

NFF PB

Target

NFF NEC CI

NFF PB 23.09% 27.95%

Target 18.40% 18.40% 18.40% 18.40% 18.40% 18.40% 18.40% 18.40% 18.40% 18.40% 18.40% 18.40%

NFF NEC CI 26.67% 26.54% 22.86% 19.93% 20.95% 23.55% 23.31%

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

NEC CI


Definition:

Nb parts identified as DOA on IL / Nb IL correctly filled in

% DOA per month

DOA: Dead On Arrival

0.30%

0.80%

1.30%

1.80%

2.30%

2.80%

Apr-0

5

May-0

5

Jun-

05

Jul-0

5

Aug-0

5

Sep-0

5

Oct-0

5

Nov-0

5

Dec-0

5

Jan-

06

Feb-

06

Mar-0

6

Apr-0

6

DOA PB

Target

DOA NECCI

DOA PB 1.07% 1.87%

Target 1.10% 1.10% 1.10% 1.10% 1.10% 1.10% 1.10% 1.10% 1.10% 1.10% 1.10% 1.10%

DOA NEC CI 1.34% 1.37% 0.71% 1.15% 0.74% 1.67% 2.29%

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06

NEC CI


Cost Per test

0

20000

40000

60000

80000

100000

120000

fiscal Period

Vo

lum

e

0.00 €

1.00 €

2.00 €

3.00 €

4.00 €

5.00 €

6.00 €

€T&Q 73390 76328 70200 72566 66884 81897 96446 75716 88395 75843 75298 88126 99213 94889 81341

Total Part Tested 16955 15229 21161 15738 18689 22135 18670 16744 16586 19050 16199 19402 20809 18413 18263

€Unit RLL 4.33 € 5.01 € 3.32 € 4.61 € 3.58 € 3.70 € 5.17 € 4.52 € 5.33 € 3.98 € 4.65 € 4.54 € 4.77 € 5.15 € 4.45 €

2004-7 2004-8 2004-92004-

102004-

112004-

122005-1 2005-2 2005-3 2005-4 2005-5 2005-6 2005-7 2005-8 2005-9


Cost PPS

0

50000

100000

150000

200000

250000

Fiscal period

Vo

lum

e

0.00 €

0.50 €

1.00 €

1.50 €

2.00 €

2.50 €

3.00 €

3.50 €

4.00 €

Un

it C

ost

WHSE 120887 105392 175124 114360 138539 163057 105456 130832 153641 119498 104827 152805 196501 108179 204984

QteExp 50701 45536 80032 48587 56424 74508 49097 73565 93671 57791 43052 76776 97074 52965 81270

€UnitPartShip 1.97 € 2.32 € 1.36 € 2.40 € 1.81 € 1.92 € 3.00 € 1.72 € 1.77 € 2.76 € 3.24 € 2.26 € 1.86 € 3.42 € 1.90 €

€UnitWhse 0.83 € 1.00 € 0.62 € 1.02 € 0.74 € 0.88 € 1.40 € 0.97 € 1.08 € 1.34 € 1.33 € 1.14 € 0.92 € 1.68 € 0.75 €

2004-7 2004-8 2004-92004-

102004-

112004-

122005-1 2005-2 2005-3 2005-4 2005-5 2005-6 2005-7 2005-8 2005-9


Efficience CSSC&D

80.00%

85.00%

90.00%

95.00%

100.00%

105.00%

110.00%

115.00%

120.00%

Fiscal Period

Eff

icie

nce

2003 88.86% 86.80% 83.39% 111.52% 102.36% 102.80% 98.43%

2004 96.74% 93.92% 89.51% 94.13% 97.03% 98.55% 95.71% 93.18% 101.63% 104.25% 105.53% 101.77%

2005 103.99% 103.84% 98.96% 96.75% 95.32% 105.06% 108.36% 104.76% 109.61%

Target 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15 1.15

1 2 3 4 5 6 7 8 9 10 11 12

EfficiencyEfficiency


Warehouse On Time Shipment

84.00%

86.00%

88.00%

90.00%

92.00%

94.00%

96.00%

98.00%

100.00%

102.00%

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05

Fiscal Period

%

% On time shipment 96.08% 93.66% 94.58% 99.74% 99.97% 98.33% 96.36% 91.74% 90.18%

Target 99.50% 99.50% 99.50% 99.50% 99.50% 99.50% 99.50% 99.50% 99.50%

Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05


Definition : Real Shipping date - due date Pickslip (opened days) > 4 days

Picklist Internationnal to shipment measurement

74%

79%

84%

89%

94%

99%

104%

Janu

ary

Febu

ary

Mar

ch

April

May

June Ju

ly

Augu

st

Sept

embe

r

Oct

ober

Nov

embe

r

Dec

embe

r

On

time

Ship

men

t %

2003

Target

2004

2005


Savings (Jan. – March 06)

The only field of savings in the warehouse is the ADC Minus 2 temps in the T&Q activity starting January while taking the activity of REPAIR TECH which is a saving induced Minus 1 person in the Warehouse starting the 20 of January

The Organization is already stressed: each people leaving => work not done Bypassing this level will induce severe delays in the flows Buffers and delays cannot be recovered without extra costs (when we have delays,

we must absorb the standard flow plus the recovery, to recover we must train new people and while training, the trainer and the trainee equal 1,1 to 1,7 people for at least 15 days)


Areas of Improvements Training, communication, Best practices (create, maintain, dispatch) Outgoing & incoming traffic flows & costs under control Re-engineer the Customer Order Preparation lines to match the new services EDI between our system and the UPS/TNT applications Web and ISO under control Test system maintainable and up to date Dashboard in line with the budget (better control) Inventory management under PPSFT (by scan) Complete the split PB / NEC and invoice NEC on actual costs Work with Supply Planning (Substitutions) Work with Product Support (Parts identification, tests)

Weaknesses / current situation We’ve lost the methods: Kaizen, 5S, PDCA , ISO, fundamentals of Quality Too many actions and priorities + resource constraints Process, systems, organization, people skills, everything to re-build Holes left when Manufacturing was transferred: Test system, RMA, Traffic In, Space for warehousing: no WMS, not optimal topology Cognos not properly working (no query is working for inventory) New projects and demands out of our possibilities (EURP, shipvia)

FY06 Areas of Improvements: to be discussed & challenged with objectives

warehouse test & quality presentation 1 activity presentation“cscd” customer service supply...

Documents

test cost

right quality

stock slide

days slide

chain slide

vendor slide

biret slide

ec slide