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An abstract for a productiviity index for shippers.
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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%