work portfolio 1

P. L. ZUNGU’S WORK PORTFOLIO 1

CONTENTSPROJECT WORK

Project 1: Warehouse Kaizen Project … 18

IntroductionObjective

1 |

Team MembersDuration of studyMethodologyAnalysisRecommendationsCost of Improvements

Project 2: Decreasing the number of Toughees Pre-mould rejects from ABUs …29

IntroductionObjectiveTeam MembersDuration of studyMethodologyAnalysisRecommendationsCost of Improvements

Project 3: Increasing the output in the injection of the Toughees Pearl Design …37

IntroductionObjectiveTeam MembersDuration of StudyMethodologyAnalysisRecommendationsCost of Improvements

Project 1: Warehouse Kaizen Project (Process Mapping & Process Improvement)

IntroductionContrary to popular belief, the warehouses at Futura Footwear Ltd. serve the role of

being more than a temporary storage area. These warehouses also surprisingly act

as a dumping area where old stock is kept for years without being attended to,

costing the company a huge lump sum of money.

2 |

Figures 1 & 2. Current state of Futura warehouse

Objectives To identify the root causes for the observable problems of warehouse

overflow (congestion) in Futura Warehouses, and make valuable

recommendations to help curb the problem.

Improve the ergonomics in the workplace and conduct regular assessment to

identify and implement the opportunity improvement.

To understand the importance of creating a visual workplace in which work is

made easier and more pleasant.

Eliminate dirt from the workplace to enhance maintenance and improve the

working environment.

Remove unnecessary items from the workplace by using red tags.

Maintain high productivity.

Balance the workload among all processes.

Minimize the amount of work-in-process in the production sequence.

Improve the flow of the finished product (shoes)

Reduce production lot sizes.

Team MembersPhilani Makhanya : Plant Engineer

Phumzile Zungu : Industrial Engineering Trainee

Herman Dlamini : Maintenance Manager

Mark Romeril : Logistics Manager

3 |

Duration of studyThe project was done over a period of 23 working days (4.5 working weeks)

Start Date & End Date: 12 August 2014 – 11 September 2014

Methodology

Process Mapping was done to get a clearer understanding of the processes that take

place in the Futura Warehouse. This exercise was undertaken to draw up the various

processes that take place within the Futura Warehouse 1. A detailed process flow for

each activity type was created with decision making criteria taken into consideration

(Refer to Table 1).This was achieved by walking the process through and taking

down notes of each and every step in the process. When the Process Flow Chart

was being constructed, a few things were taken into consideration. These were the

following: i) Boundaries were determined; ii) Steps were listed; iii) Steps were

sequenced; iv) Appropriate symbols were drawn v) Charts drawn using system

model approach vi) Completeness was then checked vii) Flowchart finalized. After

walking the process through and making observations it was then found that the

overflow of shoes in the warehouse was as a result of several reasons but the main

one being shoes that have been returned (from customers for various reasons). Data

was then collected from the IT Department and analysed over a period of 6 (six)

months to quantify the reasons (Refer to Tables 2 - 4; Figures 1 - 3). Ishikawa

Diagrams were drawn, after conducting small group discussions with various people

in the Warehouse to help establish the root cause of the increasing customer returns

issue (Refer to Diagrams 1 - 3).

Analysis

FLOW PROCESS CHART Page: _01_ of _01_Location : Warehouse SUMMARYActivity : SKU Receiving Event Present Proposed SavingDate : 15/08/2014 Operation 0Author : Phumzile Zungu Transport 7

Method & Type Delay 1

Method: Present Proposed

Inspection 2Type : Worker Storage 1

4 |

Material Machine Time 2 daysDescription : Distance ± 100 m Cost (ZAR) N/A

No. Description Qty Symbol EventDistance (m) Remarks

1 Shoes loaded onto conveyor belt O.D. Transport Manual 2 Boxes checked by security guards 0.D. Inspection Manual3 Shoes pushed on conveyor belt to Rec. Clerk O.D. Transport Manual4 Shoes unloaded from conveyor by receivers O.D. Transport Manual5 Shoe boxes opened & contents checked O.D. Inspection

6 Delivery Note taken to Data Capturer O.D. Transport Hardcopy7 Shoes wait for Electronic Capturing O.D. Delay

8 Shoes put back on conveyor belt O.D. Transport Manual9 Shoes pushed to relevant department O.D. Transport Up to 100 m Manual

10 Shoes offloaded from conveyor belt O.D. Transport Manual11 Shoes stored O.D. Storage On floor12

13

14

15

REMARKS:

Table 1. Flow process chart showing current process in SKU receiving

KEY:

- OPERATION

- TRANSPORT

- DELAY

- INSPECTION

- STORAGE

5 |

Diagram 1. Showing current flow communication chart in the organisation

6 |

Table 2. Various defect types and their cost (potential saving to company)

0

20

40

60

80

100

120 Pareto Analysis of Returns based on Defects

Defect Type

Freq

uenc

y (%

)

Figure 3. Pareto Analysis of Returns based on Defects

Diagram 2. Ishikawa (Fishbone) Diagram illustrating potential root causes

7 |

Table 3. Showing different reasons for customer returns

Figure 4. Showing Pareto analysis quantifying reasons for customer returns

Diagram 3. Ishikawa Diagram illustrating reasons for the above problem statement

8 |

Table 4. Showing different reasons for customer returns

Figure 5. Showing Pareto analysis quantifying reasons for customer returns

Diagram 4. Ishikawa Diagram illustrating reasons for the above problem statement

9 |

After analysing the data collected, we then came to the realisation that the root

causes for the warehouse overflow (congestion) in Futura Warehouses, was mainly

as a result of Customer returns do to the fact that we were not meeting delivery

deadlines. What was actually causing these late deliveries varied. It varied from a

breakdown in communication to pure and simple negligence. Another thing that

added to these problems was the warehouse’s housekeeping. Their housekeeping

was not up to standard and needed a lot of improvement in order for the warehouses

to run effectively and efficiently.

Recommendations Quality standards should be set, published & made use of.

Visual communication of information

Adopt Total Quality Management approach & make Bata a TQM company

Management should make emphasis on Quality and the cost of poor Quality

Set Production Targets & make use of Production performance boards

Company should invest in a Warehouse Management System in order for

warehouse to function at its optimum.

Company should invest in material handling equipment in order to drastically

reduce material handling costs.

All in all the company should consider purchasing or leasing a Warehouse

facility that will be suitable to house (efficiently) all the contents of the current

warehouses.

FLOW PROCESS CHART Page: _01_ of _01_

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Location : Warehouse SUMMARYActivity : SKU Receiving Event Present Proposed SavingDate : 18/08/2014 Operation 0 2 0Author : Phumzile Zungu Transport 7 2 5

Method & Type Delay 1 0 1

Method: Present Proposed

Inspection 2 1 1

Type : Worker Material

Storage 1 1 0 Machine Time ± 2 days ± 60 mins ±1 dayDescription : Distance ± 100 m ±100 m 0 Cost (ZAR) N/A N/A N/A

No. Description Qty Symbol EventDistance (m) Remarks

1 Shoes loaded onto conveyor belt O.D. Transport Manual

2 Shoes entered in system by barcode system 0.D. Operation WMS

3 Shoe boxes opened & contents checked O.D. Inspection Manual

4 Shoes pushed to relevant department O.D. Transport Manual

5 Shoes offloaded from conveyor belt O.D. Operation Manual

6 Shoes stored O.D. Storage On Racks

789

10111213

14

15

REMARKS:

Table 5. Flow process chart showing proposed process in SKU receiving

KEY:

- OPERATION

- TRANSPORT

- DELAY

- INSPECTION

- STORAGE

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Diagram 5. Proposed flow communication chart in the organisation

Cost of Improvements

12 |

VISUAL MANAGEMENT BOARDS

Number of Current Warehouses : Six (6)

Boards Required per Warehouse : Four (4)

Total number of boards required : Twenty-four (24)

Price per board : R 3000.00

Total cost (24 boards) : R 72 000.00

TOTAL QUALITY MANAGEMENT TRAINING

Managers to be trained (implementation stage) : Twenty (20)

Service Provider : Bata Switzerland Rep.

Course cost per person : R 4000.00

Total cost (20 people) : R 80 000.00

IMPLEMENTATION OF 5S

No. of minutes for 5S classes (implementation stage) : 30 mins / week

: 2 hours / month

Number of employees (in Warehouses) : 554 employees

Cost per hour (V/C + F/C) : N/A (Cannot disclose)

Total cost : N/A (Cannot disclose)

WAREHOUSE MANAGEMENT SYSTEM

Purchasing a licenced package (entire company) : I.T. initiative

Training : N/A ( I.T dept.)

NEW WAREHOUSE FACILITY

Infrastructure and contents (quoted by Nestle) : R 22 000 000.00

RACKING SYSTEMS

Racks : R 100 000.00

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Project 2: Decreasing the number of Toughees Pre-mould rejects from ABUs

IntroductionAssociated Business Units (ABUs) are small businesses that work with Futura

Footwear Limited in manufacturing the pre-moulds for the Toughees range school

shoes. These ABUs are situated across the KZN province. Although they are not

within the company’s premises, Futura Footwear has means of ensuring that these

ABU’s maintain the same standards that should be met. The quantity of pre-mould

rejects has increased and continues increasing over a period of time and this hinders

the progression of the company as a whole.

F

Figures 1 & 2. Pictures showing examples of Pre-mould defects from ABUs

Duration of study

The project was done over a period of 25 working days (5 working weeks)

Start & End Dates: 11 September 2014 – 17 October 2014

Objectives To identify the root causes for number of rejects produced in ABUs, and make

valuable recommendations to help curb the problem.

Improve the ergonomics in the workplace and conduct regular assessment to

identify and implement the opportunity improvement.

14 |

To understand the importance of creating a visual workplace in which work is

made easier and more pleasant.

Eliminate dirt from the workplace to enhance maintenance and improve the

working environment.

Maintain high productivity.

Minimize the amount of work-in-process in the production sequence.

Improve the flow of the finished product (shoes

Team Members

Bongani Ntombela : Chemist

Sifiso Hlongwane : ABU Co-ordinator

Philani Makhanya : Plant Engineer


Nora Ngcobo : Pre-mould Receiving Department Head

Methodology

After noticing that the receiving department was overflowing with pre-mould

Toughees school shoes, I decided to make an inquest and find out what was really

happening. Speaking to the various employees in that department, I was then

shocked to find out that the overflowing noted was that of Toughees pre-mould

rejects. Finding out the reasons of these rejects then became a matter of urgency. I

then collected information that has been recorded manually by employees in the

relevant departments. We then conducted both individual and group talks where

different views were expressed with regards to these rejects (Refer to Tables 1 - 4; Figures 1 - 3).

Ishikawa Diagrams were drawn, after conducting small group discussions with

various people to help establish the root cause of the high reject rate in ABUs (Refer to Diagram 1).

15 |

Analysis

Sasapi Africa Sole Unique SOP Ihlobo Blue Sands Divine Carca0

2000

4000

6000

8000

10000

12000

14000

Number of Returns(Receiving Dept. Returns)

ABU

QU

ANTI

TY (p

airs

)

Figure 1. Bar graph showing the no of pre-mould rejects per ABU (Receiving Dept.)

Table 1. Number of pre-mould rejects per ABU (Receiving Dept.)

16 |

SASAPI IHLOBO UNIQUE A.SOUL SOP DIVINE BLUE SANDS

CARCA0

2000

4000

6000

8000

10000

12000

14000

16000

ABU

QU

ANTI

TY (p

airs

)

Figure 2. Bar graph showing the no of pre-mould rejects per ABU (Injection Dept.

returns)

Table 2. Number of pre-mould rejects per ABU Injection Dept. returns)

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Figure 3. Bar graph showing the no of pre-mould defect types (Injection Dept.

returns)

Table 3. Number of pre-mould defect types (Injection Dept. returns)

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Table 4. Showing material lost and the costs attached to re-cuts

Figure 1. Ishikawa diagram showing causes and effects of problems in Pre-mould

19 |

After analysing the data, it was found that the ABU with the most defects (or rather

rejects) discovered in the receiving department was SASAPI, followed by Africa

Soul. The same ABU had the highest number of rejects discovered in the injection

department, followed by Ihlobo Footwear. When analysing the types of rejects that

have been discovered, it was found that these were classified as just pure rejects

which were as a result of mainly poor workmanship in the ABUs. The second highest

reason was as a result of re-cuts. These re-cuts were costing the company a lot of

money in the form of leather and other materials used to make a shoe. This was

mainly because a re-cut is irreparable, it can only be replaced. Table 4 shows the

costs involved in making re-cuts during the period of 6 (six) months in the Factory.

Recommendations

A company Recall Policy should be drawn up in case of bad batches

Quality and Process Standardization of ABUs

Quality Risk Assessments should be done in order to anticipate any quality

related problems that could arise in any given situation.

Design Reviews should be done whenever new designs are introduced

Formal Training for all employees eg. Clicking, Sewing, Making, Closing etc

should be done in order for the maintenance of all Bata Standards.

A clear focus should be made for the Highest Risk ABUs.

20 |


• VISUAL MANAGEMENT BOARDSNumber of ABUs : Eight (8)

Boards Required per ABU : Two (2)

Total number of boards required : Sixteen (16)

Price per board : R 3000.00

Total cost (24 boards) : R 48 000.00

• QUALITY ASSURANCE TRAININGEmployees to be trained (implementation stage) : Eighty (80)

Service Provider : Bata India Rep

Course cost per person : R 2000.00

Total cost (20 people) : R 160 000.00

• IMPLEMENTATION OF 5SNo. of minutes for 5S classes (implementation stage) : 30 mins / week

: 2 hours / month

Number of employees (in ABUs) : 1457 employees

Cost per hour (V/C + F/C) : N/A (Cannot disclose)

Total cost : N/A (Cannot disclose)

21 |

Project 3: Increasing the output in the injection of the Toughees Pearl Design

IntroductionThe Toughees School shoes are a very popular brand in and around the African

continent. Within this brand, there are various designs, one of which is the ladies

school shoe known in-house as the Pearl Design. The intricacy and detail in this

design requires a lot of patience and skill when making the shoe (in its pre-mould

state) and injecting the shoe (for the final product). The shoe in question has a very

low output in the injection machine Cheng Feng 7 due to unknown reasons. Finding

these reasons and nullifying them, would mean an increase in the outputs for this

brand and ultimately an increase in productivity.

Duration of studyThe project was done over a period of 30 working days (6 working weeks)

Start & End Dates: 28 October 2014 – 17 December 2014 (Nov 1&2 attending at

NOSA Offices – Applying SHE Principles & Procedures)

ObjectivesMy purpose for studying the process of Pearl Design shoe injection (on C.F 7) was to

identify issues/elements that contribute to the failure to meet production targets and

determine improvements methods that can be implemented.

Know who is responsible for which job in the process

How long does injection take? (SPM)

What issues are associated with sole injection?

What other elements are taken into account?

Team MembersAjmal Khan : Factory Manager

Hilda Gasa : Injection Superintendant

Bongani Ntombela : Chemist

Philani Makhanya : Plant Engineer

Sandali : Mechanical Foreman


22 |

Methodology

After learning the skill of process flow mapping, I was then assigned with the task of

improving the output of Machine C.F 7 which produces the Toughees female Pearl

design through the use of time study. I decided to just get into terms with the

Injection department and familiarize myself with what the department does and who

is responsible for doing what and how they do that. I studied the method that was

being followed by the workers in injecting the PVC Pearl design so that I am able to

fully understand this process. I then did time study (Refer to Table 1) in order to

establish time standards for the current process. A digital stopwatch was used to

follow this task .It then came to my realisation that there were a lot of factors that

were contributing to the rather low productivity levels in the sole injection particular

design. After which, time was spent looking into the human nature side of things (i.e.

employee morale and human behaviour). I looked at this during both shifts (Day and

Night). Their morale levels were rather different. The shift with the better production

outputs (Shift A) was a bit more motivated than the other lot (Shift B) (Refer to Diagrams 1 and 2).

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Analysis

Diagram 1. Showing machine outputs from Shift A

Diagram 2. Showing machine outputs from Shift B

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Study no: TMS 0001/11Author : Phumzile L. ZunguOperation: Pearl Sole InjectionDepartment: Injection

Simultaneous elements

1. Premould loading2. Premould hammering3. Turning of lasts4. Opening of side rings5. Carrot pulling

7. Side rings opened 6. Lifting of lasts7. Removing of complete shoe from last

Station123456789101112

Total OT :Rating : Personal Needs 5%Total NT : Basic Fatigue 4%No. of obs : Variable Fatigue 2%Mean NT : Special 4%Standard Time per unit (s) :

Allowance factor: 15%

Efficiencies Extruder Temperatures100% : 98.9331 pairs per hour Rear Zone : 198⁰ C85% : 84.0931 pairs per hour Middle Zone : 195⁰ C75% : 74.1998 pairs per hour Front Zone : 195⁰ C

Plant Engineer1. Machine Rated by

General Remarks

to obtain mean times

Allowance Summary

185.5880%

231.99

0.60647058818.19411765

Standard Time per pair (mins) :

OUTPUT CONTIBUTING FACTORS

15.46512

different conditionswere conducted under 2. Different Studies

15.7114.915.515.9715.52

8080

Observed Time (s)

14.9815.5214.9115.2215.4315.74

16.18

8080808080

8080808080

19.68

19.6418.6219.3819.9619.420.2318.7219.418.6419.0319.29

*The mean value of 10 cycles












Notes1. Injecting time & M/c turning from one station to the next

M/c Rating (%)Element no. & Description

3. Last is turned for injection preparation

6. M/c turns to allow for complete shoe to be removed

8. Carrot pulled out of mould injection point

11. Complete shoe removed from last

5. PVC injected into premould

9. Last lifted from mould & turned10.M/c turns

Normal Time (s)

TIME STUDY OBSERVATION FORM

1. Premould loaded on m/c2. Premould hammered

4. M/c turns to Extruder unit

NotesDecription of process

Table 1. Time study Observation form showing Pearl Design Injection Process

25 |

Whilst analysing the process and its activities that are performed, I noticed that there

are quite a few things that the employees do not adhere to. The first thing is that

safety measures are neglected by them to some extent which also hinders the rate

inn production. There is a particular direction that the employees have taken when it

comes to this particular Pearl Design and the machine it is injected on (C.F 7).

Another thing that was clearly observed was that there was an attitude difference

towards the work being done between the two shifts (Shift A and Shift B). One shift

wasn’t doing as bad as the other one. (Refer to Diagrams 1 & 2) Machine - wise,

the machine seemed to contribute to downtime through Electrical Breakdown, Mould

Adjustments, and Mechanical Breakdowns etc. Planning (or the lack thereof) also

contributed to the running empty of stations and the countless mould changes. After

that a time study was done (Refer to Table 1) to determine injecting times and

making cycle times,

It was also discovered that the production targets set for this particular design

needed to be altered somewhat. Due to a lack of quantity and quality in pre-mould,

C.F. stations were running empty which had a detrimental effect on the production.

There are also problems with moulds where silver tape had to be used in order to try

and correct it a bit. The mould changing times are also a problem as they take some

time to complete.

Recommendations

Employee morale should be lifted by means of motivating them through the

use of an incentive scheme (still need to research)

Quality and Process Standardization between the two shifts

Injection points on the moulds should be increased in order for injecting times

to be decreased,

PVC with 10 % regrind should be used at all times to prevent spews rather

than using Virgin PVC.

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(Costing size – size 8)

Pure PVC : R 16.84/kg

Weight : 0.575 kg

Total cost of 1 pair (soles) : R 9.68

PVC with 10 % re-grind : R 15.81/ kg

Weight : 0.575 kg

Total cost of 1 pair (soles) : R 9.09

SAVINGS : R 0.59 per pair

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work portfolio 1

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