Initial rebuild
This commit is contained in:
Jason Thistlethwaite
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---
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aliases:
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- returns inspection
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- returns triage
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authors: Jason Thistlethwaite, Will Saunders, Stephanie Neal
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tags:
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- intendedProcess
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---
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"3-Day" is a nickname for a type of returns processing and inspection where returned products need to be inspected within 3 days of arrival so customers can make informed decisions about their returns. Generally speaking, this inspection includes:
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- Checking if the items received are the right products;
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- Checking for signs of wear and tear or damage to the item or it's packaging;
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- Checking that all parts and accessories are included;
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- Comparing or recording serial numbers;
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- Taking photographs showing the reason we chose the condition;
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- Taking photographs proving how the item arrived to us, including a picture of the full shipping label, what the box looks like, and any damage to the box.
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## FAQ
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Certain situations often come up with 3-days which employees ask us about. This section is here to answer the questions we here most often.
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## A few quick definitions about packaging
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To avoid confusion, everybody should know these definitions:
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### Shipping carton
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Shipping carton refers to the packaging products are shipped in. For example, the box the shipping label is placed on.
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### Retail packaging
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This refers to outer packaging a product would be in if you found it on a store shelf.
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### OEM packaging
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This refers to how a product would be packaged from the manufacturer. Retail and OEM packaging are sometimes the same thing.
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### SIOC packages
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[[SIOC]] means "shippable in own container". This means a product's OEM or Retail packaging is sufficient to be sent directly in the mail by attaching a shipping label. For example, many computer cases, printers, or other large appliances are often SIOC.
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#### Sometimes the single layer of tape on a SIOC package is the factory seal
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### Return reason says the item doesn't work, but I can't tell if that's true. What should I do?
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This comes up a lot, particularly when we see items like motherboards, radios, or computer parts. It's common to receive something like this that doesn't have any apparent damage, but we can't tell whether or not it's actually defective.
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Here's what to do:
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1. Inspect the item as if it works, checking for any other reason it couldn't be sold as New.
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2. Mark the item whatever condition you would choose based on those factors.
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3. In the item condition comments include a note that says "Defect needs testing"
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### Serial number on the item doesn't match the box or there isn't one on the box.
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1. Record the serial number that is on the actual item.
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2. Mention in the comment that it doesn't match what's on the box.
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3. Take a picture showing both.
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4. Mark the item "Customer Service Needed" with "wrong item" as the reason.
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## Item in front of me is not what the order says it should be, or I can't tell if it's the same thing.
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If there is a UPC, ASIN, model number, or other identifying information you can try searching Amazon.com or Google to get a better idea what the item is.
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If you're confident the item in front of you is the right thing mark it Customer Service Needed and then explain in the comments that you can't identify whether the item is the correct product.
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### The item in front of my is definitely not the product expected in the order.
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For example, the order says you should have a laptop, but the item you received is a speaker. It's something totally different.
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Use the Add Unexpected Item button, and in the following prompts that appear describe the item as well as you can. Try to include make, model, and product name.
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![[Pasted image 20230124121028.png]]
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Next, the item will appear as an item you can check in. Go ahead and do that, and then proceed with inspecting the item as normal to identify any reasons it couldn't be sold as New. Explain those reasons in the comments, and set the condition to "Customer Service Need" with the explanation "wrong item received".
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![[Pasted image 20230124121247.png]]
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## Factory seals and outer box issues
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### Item contents are sealed but the box isn't.
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Check for evidence about whether the box ever had a seal. For example, look for adhesive residue, cut tape or stickers, or double layers of tape.
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If it seems like the box had a seal, then the item can't be marked New even if the contents are sealed.
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Otherwise, if it seems like there was never a seal on the product, but the parts inside are sealed, it can be marked New if all the parts are included and there are no other problems.
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### Box has shipping damage but it's sealed
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If the Shipping Carton has damage but the Retail Packaging does not, skip this section. It doesn't apply.
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If the product's OEM or Retail packaging is sealed but has shipping damage proceed as follows:
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1. If the damage is cosmetic, like scuffs or discolorations, do not break the seal. If the cosmetic damage is very minor, the item can be graded "Used - Like New". For anything else, it can't be graded better than "Used - Very Good".
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2. If the damage is holes or tears in the box, then take pictures of what the box looked like, including the fact it's sealed, before opening the box. These pictures are to demonstrate why it was necessary to break the seal. Then, proceed with the inspection as normal.
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## The main item is missing but the parts are included
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For example, the product is supposed to be a drone that comes with propellers, a battery, a remote and other accessories. However, the drone is missing, but everything else is incluced.
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In this situation mark the product Customer Service Needed and explain the comment that the main unit is missing. Make sure to take a picture showing the parts that were included.
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Chaos Shaping is a form of improving efficiency and order in a chaotic environment. It works in tandem with [[Chaos Mapping]]. The basic process works like this:
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## Identify a Chaos Event
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A Chaos Event is an event that is unplanned or unexpected. You know for sure it will happen, but you can't control when it happens or how often.
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For example, we have no idea when USPS will show up, how many packages they'll have, or even if they will appear.
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## Observe
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Observe some examples of the chaos event and look for how it's effecting the work area. Pay attention to who is involved and how, what tools or areas it effects, and any other processes that are effected when it happens.
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## Measure
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You should measure how much the chaos event is effecting your overall operations for a short period of time, like over the course of a week or more. You should measure the following things:
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1. How many times did it happen each day?
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2. How many minutes did it last each day?
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3. How many minutes did it take people to get back to normal work after it was over?
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4. How many people were involved?
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## Model
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Once you've collected the data over a period of time it can be plugged into a data model to determine how much it's costing you (in terms of wasted productivity) to have the event happening.
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![[Chaos Measure and Model.ods]]
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The included spreadsheet above provides a basic way to do this using [[Montecarlo Simulations]].
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#stub #wip
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This article shows how to add and work with custom fields in [[Redmine]].
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![[Pasted image 20230123205759.png]]
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![[Pasted image 20230123205826.png]]
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![[Pasted image 20230123205853.png]]
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![[Pasted image 20230123210047.png]]
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![[Pasted image 20230123210222.png]]
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![[Pasted image 20230123210240.png]]
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![[Pasted image 20230123210345.png]]
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![[Pasted image 20230123210425.png]]
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#intendedProcesses
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---
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---
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Color and icon coded tags or flags are attached to racks and pallets in the building to indicate their purpose, status, and who is responsible. Icons and colors are used so the information can be quickly understand at a distance. Each flag or tag has a space to write a Redmine ticket number that explains further details.
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There is a finite number of each kind of flag, and they are each numbered.
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## How kanban fits into this
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Unused flags are kept with the [[Production Manager]]. So, let's say somebody wants to push a rack out for STOW. They are supposed to ask the Production Manager for a STOW flag. If he doesn't have any, indicating they're all in use, that means STOW is behind schedule.
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Likewise, if we have STUCK CHECKIN, the person dealing with that should ask the manager for a STUCK CHECKIN flag. If he doesn't have any, that indicates we have too much STUCK CHECKIN.
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This is intended to be a true Kanban process where the instructions follow the work, and the manager doesn't need to monitor the individual workflows.
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## Card templates
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The documents attached here are from the original version of this process released in October 2021.The QR codes on them link to the old wiki, so they might need to be updated.
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![[orange_-_checkin.odt]]
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![[purple_-_stuck_checkin.odt]]
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![[red_-_refurb.odt]]
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![[yellow_-_no_move_prep.odt]]
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![[green_-_stow.odt]]
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Line-head checkin is a work method intended for use with returned items where each package will be the entire contents of the order. It uses a stream-lined method to associate the tracking number and items with an order if they aren't already.
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# Getting to the tool and setting it up
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![[Pasted image 20230103183423.png]]
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![[Pasted image 20230103183635.png]]
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## Setup
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![[Pasted image 20230103183537.png]]
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Pay careful attention to the settings on the right side of the page.
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1. Make sure the Mode is set to **Line Head Checkin**.
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2. Make sure the <span style='color: red'>area circled in red</span> in the picture above is set to the correct category for the type of items being checked in.
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3. Make sure the <span style='color: lime'>area circled in lime</span> is set to the location of the line being used.
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# Getting started and using it
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Scan a tracking number in the input box. If the box is already associated with an order, the screen will pop up a box explaining that.
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If it's not associated with an order, use the provided search box to search for the last 4-5 significant digits of an order ID you can find on the package. This should display a list of expected orders.
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Compare the package you have and it's contents to the expected orders, and select the correct one.
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![[Pasted image 20230103184237.png]]
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Once you select an order, you will see a page like this. This is the same page that will pop up if the package was already associated with an order.
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Identify each item in the order and give it an item number. Scan each of them into this page. Once you're finished, press Confirm Order. Then, pass the item(s) down the line to the next step in the process.
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This process accomplishes the following:
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1. The package is checked in.
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2. The item(s) are checked in
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3. The items are all set to the appropriate category and location.
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# Corner cases and side issues
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This tools is meant to be very fast for certain kinds of workloads. In particular, these kinds of projects:
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1. 3-day
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2. Danish / jackets
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3. X-trem Global
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However, you will notice there are several things the tool doesn't let you do. You will most likely notice it doesn't print ALCs or allow charging for bags. With experience, you may also notice there are some orders that do exist but won't appear in the tool. This is not a bug. It is by design.
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Any thing that does not seem to work in this page is intended to be sidelined or passed on to the next person. This next section tries to explain that in terms of the jacket inspections.
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### Explained in terms of jacket inspections
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This is flat-out a faster way to match packages to orders, which is one of the slowest parts about checkin in consumer returns like jackets.
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Work such as carefully confirming the correct SKU or size of jacket, or determing whether the jacket needs repackaged doesn't really fit in the workflow for checkin. It makes more sense to do those things at the inspection step.
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So when using this for jackets, the correct workflow is as follows:
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1. The Line Head speeds through checkin this way. They _do_ bag products if the product is missing a bag, but they don't worry about replacing packaging, messed up zippers, or anything like that.
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2. The Line Head is only concerned about whether the item included passes a basic smell test that it's at least the correct type of item. No more than 5-10 seconds should be spent trying to identify the item. If it's not the correct type of item, the Line Head should sideline it, along with it's original shipping box.
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3. The items are fed down the line to inspectors. It is the inspectors who worry about charging for bags and double-checking the SKU. If the inspectors notice the item is not the correct SKU, they are to mark it "Customer Service Needed", succintly explain the issue in the notes, and then move on to the next item.
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Using this method, the Line Head is expected to be able to reach an [[RPH]] in excess of $60/hour. In basic testing the RPH achieved was $81.57/hour. That translates to checking in about 35+ items in an hour.
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## Why this process
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This process is designed to extremely fast, while simple to do. The reason should be partly obvious (we all like money). Second, this is actually intended for a supervisor to do even though it's very simple.
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The reasons are as follows:
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A supervisor is expected to be interrupted or distracted periodically by situations as they arise. That also means they may need to leave the area of the line for periods of time throughout the day. With this process being so fast and streamlined, it enables the supervisor to do that. It also enables the supervisor to easily have someone else step in for them, since teaching the process shouldn't take more than a couple minutes for an employee who's already familiar with returns processing.
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#intendedProcesses #workInProgress
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Our general location naming system follows conventions explained in this article.
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Locations are generally a combination of letters or numbers divided by hyphens, like A-01-02-B. Each part of the location code has a particular meaning.
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## Primary Prefix
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The primary prefix is the combination of characters before the first hyphen, and each of them have a special meaning. The letters can be combined to form special meanings.
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| Prefix | Meaning |
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|:-----|:-----|
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| A | "Active". This indicates it is active storage that is meant for inventory we need to quickly access and will frequently [[cycle count]]. It should be highly accessible without any special equipment like ladders, stools, forklifts, etc. |
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| B | "Bulk". Indicates inventory we don't expect to access often or quickly. A ladder is probably needed to access it. |
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| ?S | Small inventory. |
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| ?T | Textiles like jackets, dresses, or shirts which don't hold a particular shape and aren't really stackable. |
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| ?F | Indicates the location should only be accessed with a forklift |
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| D-??? | The location is departmental in nature. The second part of the location is an abbreviation of the department (see [[Circles]]) that controls the location. Important because individual [[Circles]] may have their own internal location naming standards and conventions |
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| P?- | Indicates the location is referring to floor space in front of something else where a pallet may be placed. For example, PA-01-02 means a pallet in front of A-01-02 |
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The Primary Prefix is designed to help a person understand what tools, equipment, or preparations they need before going to the location. It isn't really supposed to tell you where the thing is located.
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The reason is so that a person looking for something in a place like AP-GOKU knows they're looking for a moving rack that could be anywhere in the building, but it has a picture of Goku on it. A location like AF-EAST-01-02 tells you that a forklift is needed, but it is an active location so you shouldn't expect to need to move anything out of the way to access it.
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## Standard meaning after primary prefix
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Each section of a location after the primary prefix is like a coordinate.
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![[Location section meanings.svg]]
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So for example, A-03-01-B-3 is telling you the following:
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- It is active storage with no other designations, so it should be quick to reach without any special equipment or preparations.
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- It is in the 3rd aisle of racking.
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- It's the 1st facing in that area, 2nd shelf up from the floor.
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- The area has bins, and you're looking for the 3rd bin.
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The [[MP-LINE]] is a Multi-Purpose Line that allows for various projects to be processed quickly, like an assempbly line where each person has one specific job along the line.
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## Danish Jackets
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### What does the Customer want?
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This project is a great example of the most simple services that falls under [[Asset Reclamation]]. Effectively, what this customer cares about is "what got returned" and "is it re-sellable".
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### Setup
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The process is staged out into 3 basic components; Check-in, inspection, and QC
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#### Check-in
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At this step, the key is to correctly identify what order a package belongs to. Once the line lead can verify the package belongs to the correct order, the jacket needs to be correctly identified. For this project this is most easily done by comparing the SKU on the jacket's tag against the SKU listed in the order. Jackets do **not** get marked with a condition at this step, but they ***do*** receive item numbers. This step should take nor longer than a minute to complete. Once the jacket has been checked in, the item just moved to the next step.
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There are 2 competing versions of this that may be used depending on the situation.
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##### Version 1
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This is the intended version to be used for this process. The head of the line will identify the correct order for the package in hand, check both the package and the jacket in with an item number, and then push the jacket down to the next step.
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##### Version 2
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A line lead will check the package into the appropriate order and push it down the line **with** its shipping packaging. The next person will check the jacket in and assign an item number to it, then place the jacket in a gaylord to be inspected.
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This version is only intended to be used in situations where we are severely back-logged with inbound inventory for this project and we need to reduce the space used for them prior to inspection. Typically this is done over by the [[3-Day]] line.
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#### Inspection
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It is at this step that an inspector scans the item number and looksover the item. Key things to keep an eye out for are broken zippers, marred leather, tears, dry-rot, stains, or anything else that may cause the jacket to not be considered new. Sometimes the jacket may just need to be gone over with a lint roller or wiped down with a cloth before being considered new, cleaning materials will be provided for these instances.
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In most cases jackets will receive one of two conditions; either New or Defective. When performing the inspection, make sure to include the size of the jacket in the comments as well. if the jacket is to be marked as defective, be sure to include the reason for marking it so. This stage of the process should ideally take no more than a minute or two. Once complete, the jacket will move on to the next step.
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#### [[QC (Quality Control)]]
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This is the final stage in the process. The goal here is that this is the last pair of eyes on each item to catch any mistakes. The basic gist here is to check to make sure it looks like the job got done correctly and get the item off the line. If an item passes the [[QC (Quality Control)]] check they should ideally immediately go into a final [[STOW]] location. However, most often a cart or rolling rack will be used to hold the items until someone conducts [[STOW]] operations.
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If an item **does not** pass the [[QC (Quality Control)]] check, then it is to be side-lined somewhere a supervisor or higher postion to look over and address the problem.
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### FAQ
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Not everything goes according to plan. There are plenty of corner cases that may come up and pose a serious question at any step of this process. Here are a few that come up the most often:
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#### What do I do when I can't find the order for this package?
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Some times we don't always have the order information for a package. When you can't find the order ID in our system, or there is no order ID listed on the label, the best thing to do is to place it of to the side where it won't be lost. This is called "sidelining". Move on to the next package and notify your supervisor when you get a chance.
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The supervisor will then auto-request the package if no order ID can be found.
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#### What do I do when the jacket I get is not Danish's brand?
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Danish has 3 brands:
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- FJackets (Fan Jackets)
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- Decrum
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- Blingsoul Angel (BlingAngel)
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If you come across a jacket that does not have either of these brands, the best thing to do is sideline the item with it's shipping package and notify the supervisor the next time you see him/her.
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The supervisor will look over it and double check the item. If the jacket definitely doesn't match, your supervisor will check it in as an unexpected item and include photos of the shipping label and the jacket.
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#### What do I do if the jacket I have doesn't match what is in the order but it is Danish's jacket and doesn't have a tag?
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In this case, assuming you have correctly identified the order this package belongs to, there are two options:
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* **Option 1:** Sideline the jacket with its packaging and notify the supervisor
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* **Option 2:** Include photos of the packaging, label, and jacket on the order. Then check the jacket in as an unexpected item titled "Unknown Jacket" and include size at check-in if applicable.
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#### Should I cover up old FNSKUs on jackets that have been through Amazon?
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As it currently stands, no, you do not need to cover up old FNSKUs. However this is subject to change.
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#### What do I do when a package has more jackets than what the order calls for?
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There are two common scenarios when this happens.
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* **Situation 1:** There is more than one of the *same* jacket. In this case you can simply click "check in" again for the second jacket and continue as normal.
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* **Situation 2:** There is 1 or more *different* jackets in the order other than the one that the order has listed. In this case, you can add the additional jacket as an unexpected item **OR** sideline the jacket with its shipping package and notify the supervisor.
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||||
#### What do I do if this FAQ doesn't cover my question?
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If this FAQ does not answer you question, please seek out the supervisor. If the supervisor does not have an answer to your question, ask your supervisor for assitance in filing a QC report so the question can be included here.
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A Montecarlo throughput simulation breaks a process down into several steps and then runs computerized simulations of the process to determine the most likely results over a period of time.
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||||
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||||
Basic shared reference implementation:
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||||
https://docs.google.com/spreadsheets/d/1QSBV5RB9NImf-em41uvrx4mJnYaXDtRH49xHrjKUBwA/edit?usp=sharing
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||||
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||||
Where possible I use [[FlexSim]] or [[Maya]] for these things.
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||||
@@ -0,0 +1,61 @@
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This article serves as a visual guide to storage and labeling methods that tend to cause problems. Most of these things are impossible to completely avoid, but they should be avoided when it's possible and fixed when we see them.
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||||
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||||
## Why this stuff matters
|
||||
A lot of this is about safety and loss prevention. The red-coded things in here represent some kind of safety or loss prevention issue. The yellow-coded stuff represents practices that are okay under limited circumstances only, or where there is only a minor problem.
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||||
|
||||
The second part of it has to do with pick speed. We need to be able to locate an item in the shortest time possible.
|
||||
|
||||
### Item stacking
|
||||
Stacking items can be a problem.
|
||||
![[good stacking.jpg]]
|
||||
This is good. Very few things are stacked. That means picking any of those things doesn't require moving much stuff and the chance of anything falling or getting dropped is pretty low.
|
||||
|
||||
![[acceptable stacking.jpg]]
|
||||
This is mostly fine, except that some of the items are kind of log-jammed together. They could fall over or get knocked behind other things if someone's in a hurry.
|
||||
|
||||
### Bad stacking examples
|
||||
![[moar stacking.jpg]]
|
||||
This example has two major problems. Scanning everything would take too long, and getting anything off the bottom half of the stack would risk things falling over or getting dropped.
|
||||
|
||||
![[stacking advanced.jpg]]
|
||||
Again, we're looking at avalanche of things falling or getting dropped.
|
||||
|
||||
![[stacking avalanche.jpg]]
|
||||
|
||||
![[stacking racking bad.jpg]]
|
||||
|
||||
![[terrible stacking.jpg]]
|
||||
|
||||
### 99 problems and they're all bins
|
||||
![[good binning 2.jpg]]
|
||||
![[good binning 3.jpg]]
|
||||
![[good binning.jpg]]
|
||||
Notice how in the above examples the bin is fully occupied, the items have a general theme in size/shape, and all the barcodes are visible.
|
||||
|
||||
![[terrible binning.jpg]]
|
||||
|
||||
![[terrible binning 3.jpg]]
|
||||
|
||||
![[terrible binning 2 with baby.jpg]]
|
||||
|
||||
![[stacking in bins.jpg]]
|
||||
|
||||
![[small or bagged mailpieces should be binned.jpg]]
|
||||
|
||||
![[mixed bin problem.jpg]]
|
||||
|
||||
### Very special cases
|
||||
![[mixed depth usage.jpg]]
|
||||
This is head injury waiting to happen. Most people enjoy having their head pelted by a torrential downpour of defective hard drives. The grean area is making a good use of space though.
|
||||
|
||||
![[headache cart.jpg]]
|
||||
|
||||
![[iranian satan.jpg]]
|
||||
|
||||
![[extra red cart.jpg]]
|
||||
|
||||
## Labeling issues
|
||||
![[item number defeated.jpg]]
|
||||
![[this should be a bin.jpg]]
|
||||
![[this should be a bin 2.jpg]]
|
||||
![[stacking the saga continues.jpg]]
|
||||
@@ -0,0 +1,219 @@
|
||||
# Intended Methods for Outbounds
|
||||
|
||||
#intendedProcesses #opinionated
|
||||
|
||||
## Foreward
|
||||
This document is highly #opinionated and makes some assumptions. It might be a little ranty.
|
||||
|
||||
This article applies mostly towards [[Dock Team]].
|
||||
|
||||
|
||||
# Overall Goals
|
||||
The overall goal of this process is to ensure the following things:
|
||||
|
||||
- We have fewer than 1 complaint about a shipping error per 1000 orders we send out.
|
||||
- We have fewer than 1 complaint about a shipping delay per 100 orders we send out.
|
||||
- Customers are proactively notified about problems before they complain.
|
||||
|
||||
## Shipping Error Prevention
|
||||
A shipping error is defined as a shipment never reached it's destination, arrived at the wrong place, arrived damaged due to improper packaging, or included the incorrect contents.
|
||||
|
||||
Ideally, the following five quality checks are in place around preventing shipping errors.
|
||||
|
||||
- [[#Pre-Pack Quality Check|Pre-Pack Quality Check]] - Make sure each item is the correct item before packing.
|
||||
- [[#Post-Pack Quality Check|Post-Pack Quality Check]] - Make sure each box was packed and labeled correctly.
|
||||
- [[#Pre-Load Quality Check|Pre-Load Quality Check]] - Make sure the previous step was done and all packages are accounted for before loading any trucks.
|
||||
- [[#Post-Load Quality Check|Post-Load Quality Check]] - Make sure everything was loaded that should have been, and nothing we weren't supposed to load.
|
||||
- [[#Next-day Followup|Next-day Followup]] - Check to see if any packages we sent out still don't have carrier updates and contact the carrier about it.
|
||||
|
||||
### Existing methods and tools (carrier pickup, log truck, etc)
|
||||
At the time of writing, the reader should suspend their understanding of what these different tools are called or used for. This section will instead focus on explaining what they're supposed to accomplish.
|
||||
|
||||
### Pre-Pack Quality Check
|
||||
We need to make sure the right inventory is picked and delivered to the packline. This is the reason inventory is supposed to be handled strictly by barcode. As the inventory moves to the packing location it should be scanned to update where it's at and who put it there. The electronic pick tool is one way to do this, but it's not the only method.
|
||||
|
||||
#### Failure Modes
|
||||
This section will outline the things most likely to go wrong during the Pre-Pack Quality Check and either what to do if they happen or how to prevent them.
|
||||
|
||||
##### Missing Item
|
||||
The most common failure mode is the item can't be found. However, that isn't a failure of this process.
|
||||
|
||||
When this occurs the picker should not spend extra time searching for the item because doing so will delay other work. Searching for missing items is like gambling: we might find it, but there's a high chance we won't. Meanwhile, continuing to do other work instead is guaranteed money.
|
||||
|
||||
|
||||
|
||||
##### Long picks and unattended carts
|
||||
Somebody is picking to a cart or bin, but they don't do it continously. The cart/bin gets left alone for periods of time, ranging from 5 minutes to several days. In the worst cases, the stuff being picked isn't being updated to the cart or bin it's actually on.
|
||||
|
||||
There are many reasons this can be a problem.
|
||||
|
||||
Empty carts and empty space are a contested resource. Having carts around, especially blocking aisles, frustrates other people who might be tempted to move them around, move stuff off them, put extra things on them, etc. Whoever does that is probably in a hurry, so there's a good chance they're not updating locations or being very careful. On top of that, the carts can get bumped into and stuff falls off... then people see it on the floor and put it back in the wrong place without updating it.
|
||||
|
||||
There are various ways to avoid or mitigate this problem. The simplest method is using a wave approach to picking.
|
||||
|
||||
Using a wave approach, the picker doesn't try to pick everything or fill the cart. Instead, they pick just enough that can be processed in a short time frame, like 15 or 20 minutes. Then they deliver everything to the packline, clearing off their cart in the process.
|
||||
|
||||
### Post-Pack Quality Check
|
||||
During this step, a person is checking that each package was packed correctly, and then sorting them by which carrier is picking them up. They are supposed to be checking for the following types of problems:
|
||||
|
||||
- Package not secured sealed closed;
|
||||
- Holes or tears in the package;
|
||||
- Multiple conflicting shipping labels, spals, or other stickers that could confuse other people;
|
||||
- Package is appropriately labeled with any hazard placards like "lithium-ion batteries", "flammable", "team lift", "fragile", etc.
|
||||
|
||||
As they do this, they should be updating the location of where the package was put. That step acts as a confirmation/record this process was done, when, by who, and where the packages are when they finish.
|
||||
|
||||
This step is intended to be done more or less simultaneously with packing, where a different person is performing this check within moments after each order was packed.
|
||||
|
||||
At some points in the past, we tried doing this where the packer doesn't actually seal the package closed. Instead, the person doing this step does that. That's so this person can see what is inside, choose appropriate dunnage or bracing, and apply the right placards to the outside of each box.
|
||||
|
||||
There is no single clear reason we stopped doing this. Mainly, this was something the CEO came up with and did with one other person during 2019. That person ended up quitting, and the other people at the time refused to do it this way because they said it takes too much time. #opinionated We had only 1 complaint about outbound shipments prior to that, and it was a day the CEO was packing orders by himself and accidentally shipped an ammo canister along with a motherboard for an RMA.
|
||||
|
||||
### Pre-Load Quality Check
|
||||
This step is to make sure everything we're going to hand the carriers is accounted for and the other quality checks were done. If any package isn't accounted for, we have to account for it before loading anything with the carrier.
|
||||
|
||||
Here's one way to do this:
|
||||
|
||||
If the "Carrier Pickup" tool is used to perform the "Post-Pack Quality Check", every package that passed that step will be sorted by carrier and location (cart). There's also a list of any packages that didn't pass that step.
|
||||
|
||||
To use this, someone would perform the following actions:
|
||||
|
||||
1. A deadline is chosen for each carrier. At that deadline every day, all orders for that carrier stop being processed.
|
||||
2. Check the list for any packages that haven't cleared QC. If there are any, try to account for them before the carrier arrives.
|
||||
3. If they can be accounted for, great. If not, none of the packages can leave the building until they're all accounted for.
|
||||
|
||||
As this is done, each bin, cart, or bag for the carrier is moved away from the packing area and put in a designated spot that doesn't change. Each one is visibly marked to indicate what carrier it's for and who completed this step. After that, nobody is allowed to put anything new on those carts or in that area.
|
||||
|
||||
### Post-Load Quality Check
|
||||
During this step, the people loading each carrier are making sure they only load the right things for the carrier. They are documenting what they loaded, who did it, and when. They are also supposed to document anything about the pickup that may indicate a problem. For example, weather conditions, unusual drivers or vehicles, and that sort of thing.
|
||||
|
||||
They are supposed to compare a record of what was intended to be shipped out vs. what was actually shipped out.
|
||||
|
||||
### Next-day Followup
|
||||
We've only recently gained the capability to do this, so it hasn't been tried before.
|
||||
|
||||
Basically, any package we give to carriers should have an update to it's tracking status within 24 hours. We're now able to check that. This probably looks like somebody checking that list the following morning and taking action if they see any packages that indicate we shipped them but the carrier has no updates.
|
||||
|
||||
The appropriate action to take is unclear. If the rest of this process was followed it's highly unlikely we didn't give the package to the carrier. Therefore, taking action probably looks like emailing the carrier a list of the packages and asking if they can search for them. It also may include emailing affected customers (before they complain) to let them know what's happening.
|
||||
|
||||
## Shipping Delay Prevention
|
||||
Our customers tell us that shipping delays are a major problem for them, especially when they aren't notified about the delays ahead of time. This section will cover how to deal with this.
|
||||
|
||||
For purposes of measuring this process, a shipping delay counts as a complaint when a customer contacts us to ask why an order hasn't been shipped out yet, and the characterists of the order fall within an agreed SLA. It doesn't count as a complaint if the order doesn't fall into an agreed [[SLA]].
|
||||
|
||||
### Default SLA for Outbound Orders
|
||||
This section talks about the default level of service for outbound orders.
|
||||
|
||||
In general, we can think of outbound orders in two broad categories as [[Fulfillment]] or [[Definitions/Prep]]. Please read carefully, because it's easy to misunderstand these terms. These terms are covered in more detail within their definitions pages.
|
||||
|
||||
Broadly speaking, fulfillment means collecting, packing, and shipping items without changing anything about the product. Prep refers to making changes to the product before it can be fulfilled.
|
||||
|
||||
The confusion here is that sometimes customers place orders that need to be [[Definitions/Prep|prepped]] before they can be fulfilled.
|
||||
|
||||
### Fulfillment Timeframes
|
||||
|
||||
| Order Type and Size | Timeframe |
|
||||
|:----------------------------------------|:---------------------------------------------------|
|
||||
| Single item or single package | 1 business day; same-day if placed before noon |
|
||||
| Single-SKU order; 100 units or less | 1 business day |
|
||||
| Multi-SKU order, 100 units or less | 2 business days |
|
||||
| 100+ items in same order | 5 business days |
|
||||
|
||||
#### Expected Rates of Work
|
||||
Each of the following steps of the work should take a maximum time of 60 seconds per item involved in the shipment and they should be done simultaneously.
|
||||
|
||||
| Step | Max Time (@$15/hour) | Max Time (@$18/hour) | |
|
||||
|:-----------------|:----------------------|:---------------------|:-----|
|
||||
| Pick | 30 - 60 seconds | 15 - 45 seconds | |
|
||||
| Pack | 30 - 60 seconds | 15 - 45 seconds | |
|
||||
| Quality Check | 30 - 60 seconds | 15 - 45 seconds | |
|
||||
|
||||
This table assumes employees working 8 hour shifts with breaks, and an average pick/pack fee of $2.50 plus an additional $0.50 for each item in a shipment after the first.
|
||||
|
||||
##### Explanation of Simultaneous Flow
|
||||
The intended flow means the picker, packer, and QC person are each different people working simultaneously so within the span of a single hour on the clock, a total of at least 60+ outbound items have been processed.
|
||||
|
||||
#### Capacity
|
||||
When the work is being done at the expected rates the following table represents the number of items a single packline should be able to process during an 8 hour shift with employees who make an average of $18/hr.
|
||||
|
||||
| Min Items | Max Items | Mean Items |
|
||||
|:-----|:-----|:-----|
|
||||
| 158 | 294 | 236 |
|
||||
|
||||
### Prep before Fulfillment
|
||||
When a customer places outbound orders that require [[Definitions/Prep]] before they can be fulfilled, they are supposed to be picked according to the same timeframe as fulfillment.
|
||||
|
||||
Either once picking has begun or the order can't be picked within the expected timeframe, the customer is to be contacted to let them know when they should expect the prep to start. Once items have been picked, the customer should be updated about this to let them know when they should expect the prep to be completed.
|
||||
|
||||
### SLA Failure Modes
|
||||
This section talks about what can go wrong during pick that can lead to a complaint.
|
||||
|
||||
#### Not enough people
|
||||
When there are not enough people to properly run a packline it is known to cause delays as well as lead to shipping errors since it's more likely steps will be skipped.
|
||||
|
||||
With fewer people the line can't run simultaneously so the total clock time it takes to complete outbounds correctly is longer unless people skip critical steps designed to prevent errors.
|
||||
|
||||
#### Missed orders
|
||||
Sometimes the team picking/packing orders will overlook an order. They don't realize it exists, so they don't work on it. The most common contributing factors to this failure mode are explained below.
|
||||
|
||||
First and foremost, many employees check the list of outbound orders by searching for particular customers. That causes an issue where it's easy to skip over or forget, and means orders from new or
|
||||
infrequent customers will probably be skipped.
|
||||
|
||||
A second failure happens when employees forget to check the list of orders or they make assumptions about who is working on them.
|
||||
|
||||
#### Stagnant bins and material handling equipment
|
||||
Sometimes we can end up a shortage of bins, rolling racks, and other methods of moving things efficiently. When that happens it makes any form of picking slower and more error prone.
|
||||
|
||||
There are two common reasons this happens.
|
||||
|
||||
One is a failure of the [[STOW]] process, resulting in inefficient use of storage space. The second is Long Picks with unattended carts, as touched on [[#Long picks and unattended carts|here]]. That's where someone starts a pick or other collection of inventory that can't be finished in a reasonable period of time, so multiple carts or bins are occupied until the long pick is finished.
|
||||
|
||||
#### Damaged / unmaintained carts
|
||||
Carts of various kinds can become damaged from misues or lack of maintenance. When that happens they are harder to stear or move around, making movement inefficient.
|
||||
|
||||
#### Blocked aisles and debris on the floor
|
||||
Aisles blocked by static projects and inventory, power cords, and other junk on the floor can cause delays in this process.
|
||||
# Accountability & Observability
|
||||
Here are some #opinionated ways to add acountability to this process.
|
||||
|
||||
The general problem we've had is that most people involved in this process aren't effected by failures. Therefore, they are less motivated to prevent them. For instance, when the CEO was packing outbounds himself he's the one who loses money if we make a mistake. It effects everybody else too in the form of lost profits, but not in a direct way most employees can identify. The other thing about this is that it's very hard to pinpoint exactly who messed up when an error happens.
|
||||
|
||||
Therefore, to put accountability into this process we probably need to do two different things.
|
||||
|
||||
First, if a step was skipped or modified without approval, whoever is responsible for that step should be held accountable. This is regardless whether or not the skipped step definitely caused a problem -- since skipping steps without approval is known to *cause* problems in general.
|
||||
|
||||
Second, each step needs to be made [[Observability|observable]]. That means it should be possible for just about anyone to quickly observe whether or not the step is being done without needing to ask anybody.
|
||||
|
||||
## Acountability for Outbounds
|
||||
At minimum, there should be some record of who was in charge of each of the 5 quality steps each day. That record should probably be kept for 30-45 days, since complaints about shipping errors are sometimes received up to a month later.
|
||||
|
||||
### Pre-Pack Accountability
|
||||
Perhaps the simplest way to handle this would be assigned picklists, since that will keep some record of who did them. However, that's not very observable because checking that means special training or skills. It also opens the door to claims about software bugs and other excuses.
|
||||
|
||||
A more reliable way to handle this might be making some pre-made KanBan cards for picking. A limited number of them exist, and they are easy to identify from a distance. Here's how they would be used:
|
||||
|
||||
- Each time someone wants to pick, they go to a person who distributes these cards.
|
||||
- That person helps them fill out the card, and also keeps a record of who has the card.
|
||||
- The card has information on it like:
|
||||
- Who it was assigned to
|
||||
- What they are picking
|
||||
- The time they took the card
|
||||
|
||||
The card is hung on whatever they're using to pick. That way, it's super obvious what that cart/bin/whatever is for. If a person hasn't returned their card(s) by the end of a shift, they're held accountable for it in some way.
|
||||
|
||||
### Post-Pack Accountability
|
||||
This could be handled by a pre-made sticker or something. Basically, as each outbound cart is loaded and staged for pickup, some kind of report is attached to the cart that says who did the QC, when, how many packages, etc. We could probably make this something that can be easily printed from NMI.
|
||||
|
||||
The QC person in this step is probably the one who attaches this report. Then, the other person who stages the racks in the outbound area checks each one for this sticker/paper before moving it there.
|
||||
|
||||
If it has the sticker/report, they sign off their initials and a time, indicating they actually checked. If it doesn't have the sticker or there is some problem, they probably push the cart back to the packline it came from and make a QC Report about it or something.
|
||||
|
||||
### Pre-Load Accountability
|
||||
This step overlaps a little with the previous area in terms of attaching some kind of report to each rack.
|
||||
|
||||
A reasonable thing to do here might be creating some kind of reporting mechanism to log that someone actually did this step. Like a list of what locations/racks were checked, by who, and at what time. The report would also ask how many packages were missing, if any.
|
||||
|
||||
### Post-Load Accountability
|
||||
This probably looks like collecting all the reports from each rack that gets loaded on a truck... and maybe even asking the driver to initial them. The reports then get filed somewhere by date and retained for 30-45 days. That way, if there is a complaint from a customer we can easily find out details regarding what happened that day and who was involved. It shouldn't require a programmer to write any database queries. It's just checking a filing cabinet.
|
||||
|
||||
|
||||
@@ -0,0 +1,3 @@
|
||||
#intendedProcesses
|
||||
Overall processes about [[Definitions/Prep|Prep]] are explained here. Most prep is intended to be done by the [[Dock Team]].
|
||||
|
||||
@@ -0,0 +1,2 @@
|
||||
# Presort
|
||||
Presort is the process by which deliveries are unloaded, documented, and routed to the correct [[Service Area]] or area within the business.
|
||||
@@ -0,0 +1,361 @@
|
||||
---
|
||||
authors: Jason Thistlethwaite, Carlos Garnes, Matthew Crain, Danny Northcutt
|
||||
tags:
|
||||
- jackets
|
||||
- accountabilty
|
||||
- workInProgress
|
||||
- intendedProcess
|
||||
- quality
|
||||
- returns
|
||||
- livingDocument
|
||||
- QMS
|
||||
lastRevised: 2023-11-29
|
||||
googleDoc:
|
||||
---
|
||||
|
||||
Our goal is to provide the most accurate answers we can to each question/section of this report. Each section should outline the following things:
|
||||
|
||||
|
||||
1. Each step of the process, from the time we receive a package to when it ultimately leaves the building.
|
||||
|
||||
2. The goal of each step in plain language.
|
||||
|
||||
3. A list of the main mistakes or problems that can happen at that step.
|
||||
|
||||
4. A plain-language explanation of what we do to detect or prevent each error/mistake.
|
||||
|
||||
|
||||
|
||||
## Overall Project Goal
|
||||
|
||||
Each jacket we receive should be properly identified and graded either New or Defective within _____ time frame after we received it. Each jacket marked New should meet the standards that a new owner will be happy to receive their purchase, so it must be free from defects. When the customer orders a jacket to be sent out, the jacket should be picked, packed, and transferred to the shipping carrier within 1 business day.
|
||||
|
||||
|
||||
Question 1: Is the above statement accurate?
|
||||
|
||||
Statement is as accurate as i understand it.
|
||||
|
||||
|
||||
|
||||
Question 2: In each area jackets are processed is there any sort of posted signage that explains the goal of the project?
|
||||
|
||||
|
||||
|
||||
No. There is currently no signage stating this goal or objective. Currently conveyed orally during training.
|
||||
|
||||
## Known failure modes – this section should list all the known major things that can go wrong, which could defeat the overall goal.
|
||||
|
||||
Here’s our job at this step: we want to carefully think of everything that can go wrong with a jacket during each step, even if we don’t think it is likely to happen.
|
||||
|
||||
|
||||
|
||||
### Broad / general:
|
||||
1. We can’t afford supplies or people to do the work.
|
||||
1. Jason emails Danish about once a month to remind him he needs to pay. He often pays right away, but other times we may hear no response at all for a week or two.
|
||||
2. Storage/space issues
|
||||
1. Regular processing of disposal orders help to free up space for incoming orders and processing. Adequate space and storage also assist with processing times and prevention of missing items.
|
||||
3. Customers may not provide an accurate forecast of volume, which can then surprise us, leading to delays or space issues.
|
||||
1. Most parts of the process are streamlined so we can bring in temporary labor to assist with about 24-hour notice, but only if the customer has only a minimal outstanding balance (otherwise we can’t afford to do this).
|
||||
2. When customers provide tracking information in advance for inbound shipments we have a forecasting calendar management can use to plan for expected volume.
|
||||
|
||||
|
||||
### Presort
|
||||
#### Goal:
|
||||
Packages delivered to us are sorted the same day by customer or service line to make sure the right group of people in the warehouse receive them in a timely manner. A handheld computer is used to assist with this by scanning packages during receiving. If the customer told us in advance to expect a tracking number, the handheld computer gives the worker an audio queue to assist with faster, more accurate sorting. During this step, if the handheld computer is used, it logs what time each package was sorted and which person did it. That information can be helpful later if the carrier says we received a package but we can’t find it, because we can use that information to check cameras. The lack of this record can indicate the package was truly not delivered to our warehouse. If a package that was scanned during presort has not received a second-touch by an employee within 3 days it triggers an alarm instructing employees to clean the unloading areas and search for missing packages.
|
||||
|
||||
#### 2. Known errors:
|
||||
|
||||
1. Jacket lost after it was delivered and never reaches the inspection/checkin team.
|
||||
1. Discovered during general warehouse inventory audit.
|
||||
2. There is the possibility of packages falling on the ground while being transported to their storage location.
|
||||
3. We are currently assigning inbound packages for this customer a location during the presort process that should make them easy to locate if this happens.
|
||||
4. We have a system that alerts us about packages not being checked in within 3 days of clearing presort, which brings potentially missing packages to our attention.
|
||||
2. Postal service says the jacket was delivered but we actually didn’t receive it.
|
||||
1. Often discovered or verified during general warehouse inventory audit
|
||||
2. We do not currently have measures in place to react to this problem. I suppose camera footage would be the only thing that could prove something like this.
|
||||
3. We have a system that alerts us of packages that were shown as delivered, but never cleared presort or reached check in.
|
||||
3. Packages are not addressed properly by the customer, which can cause them to take longer to reach the correct people in the warehouse.
|
||||
1. All packages that are not immediately recognizable because of their shipping label are set aside during presort to allow the most experienced staff to analyze and decide where they need to go in the warehouse.
|
||||
6. The handheld computer is not used for some reason, meaning we have less information to investigate a missing package later.
|
||||
1. It is an understood rule and mandatory part of our dock operations to scan every package we receive in our presort tool, meaning this should never happen.
|
||||
2. Some packages for this account are delivered via postage stamp and do not have a scannable tracking number. We do not currently have a presort protocol for this instance.
|
||||
7. Damaged or missing shipping labels. Box with jacket in it but cannot determine its status or account.
|
||||
1. Item is compared to known inbounds and/or received packages which have not been checked in yet.
|
||||
2. We are able to check in packages with damaged or missing shipping labels with a randomly generated internal tracking number. If the order/account cannot be identified, the package is processed as an auto-request. We have agreed to check in packages with no identifiable account to 636397-Decrum.
|
||||
8. Delivery drivers leave the packages in a dangerous or nonstandard spot, like putting them in the yard, behind our dumpster, or leaving them on the porch over the weekend.
|
||||
1. We have posted signage outside the building with instructions for how and where to deliver packages, with cameras pointed at these signs and the delivery areas.
|
||||
2. When the customer provided tracking information in advance our software forecasts delivery ETAs. If our software notices a package was marked “delivered” by the carrier but does not receive a scan by any employee within 3 business days, an alert is triggered which compels staff to clean the areas around all doors, search for any packages left outside, and review surveillance footage.
|
||||
### Checkin
|
||||
|
||||
#### Goal:
|
||||
Confirm for sure that each package was received, where it is in the building, and what is inside of it. This is done by comparing the tracking number and info printed on the package to match the package to an order the customer told us to expect. If we cannot match the package, pictures are taken and it is set aside until the customer tells us which order it belongs to.
|
||||
|
||||
During this step, each package or item is given a unique, standardized barcode that any employee can scan to lookup and accurately identify them at any point after this step. Each of these barcodes has a “blank” spot that gets covered by a colored sticker later after services are completed. We do that so any item that hasn’t been serviced yet can be easily recognized from a distance.
|
||||
|
||||
Sometimes items received aren’t listed in the expected order contents, or there is no strong way to match them. For example, the order might say to expect a red jacket, but we actually received a pair of shoes. In other cases, the jacket we received doesn’t have any tags or SKU information to easily match to what was expected. In such cases the items are graded “Customer Service Needed”, a pink sticker is applied, and the items skip directly to the STOW step until we hear from the customer regarding what they want us to do with the item.
|
||||
|
||||
#### Errors
|
||||
1. The employee applies the barcode to the item, but doesn’t associate it with the item in the computer system. If that happens and the item has been separated from the package we received it in, there is no good way to match the item to the correct order at a later step.
|
||||
1. Associates are trained not to discard the package until check-in is confirmed complete.
|
||||
2. All items that are checked in are then scanned by another employee in batches before being placed in storage. During this step, errors like unassociated item numbers, missing labels and packing issues are caught and addressed quickly.
|
||||
3. If an item is discovered with a missing item number or unassociated item number, the line is stopped so the issue can be resolved. If the issue cannot be resolved the seller will be contacted with as much information as possible about the situation.
|
||||
2. The sender of the package includes items that aren’t supposed to be in the order.
|
||||
1. Process is described above
|
||||
2. Items that likely don’t belong to the seller, as well as extra items received, are checked in as “customer service needed” unless they are a jacket that can be identified by its SKU tag. The goal is to alert the seller and find out what they want done with the item.
|
||||
3. Checkin person checks the jacket into the wrong order.
|
||||
1. Each package is handled one by one by employees who understand that it is mandatory to take their time and make sure the items inside are associated with the correct order. They check each package thoroughly for the multitude of places that an order ID may be found.
|
||||
2. If a package has no pre-associated order and contains no order ID on the label or packing slips, it is set aside for the auto-request process during which photos of the package, labels and items are taken for the seller.
|
||||
4. Checkin person misidentifies the model, size or SKU of the jacket.
|
||||
1. There is a secondary check during the next step, inspection.
|
||||
2. The inspectors are told to take their time during these steps to ensure items are not misidentified. When an item is missing its tag or doesn’t appear to match the order, it is set aside for a supervisor to handle.
|
||||
5. A jacket gets checked in a long time after we receive it.
|
||||
1. In the case that a package is found long after being delivered that has a shipping label and order id, the package is simply checked in as usual, or processed as an auto-request. There is no current standard for contacting the seller when this happens.
|
||||
2. When a jacket is found that does not appear to have been checked in and has no packaging or shipping label, it is identified by SKU and checked against inbound orders that are expecting that SKU. If an order is discovered that has aged without its expected item being received, the jacket is checked into that order. This process is not currently standardized and does not consider the possibility that the jacket in question has not already been checked in.
|
||||
3. Items like this that cannot be matched with a suspected inbound order become stranded inventory, which is sometimes used to fulfill orders that contain missing items of the same SKU in the system. There is not currently any agreement about this with the seller, or any written procedure about it.
|
||||
6. A jacket is found somewhere with no identifying information, so as to make assumptions about what order it belongs to.
|
||||
1. When a jacket is found that does not appear to have been checked in and has no packaging or shipping label, it is identified by SKU and checked against inbound orders that are expecting that SKU. If an order is discovered that has aged without its expected item being received, the jacket is checked into that order. This process is not currently standardized and does not consider the possibility that the jacket in question has not already been checked in.
|
||||
2. Items like this that cannot be matched with a suspected inbound order become stranded inventory, which is sometimes used to fulfill orders that contain missing items of the same SKU in the system. There is not currently any agreement about this with the seller, or any written procedure about it.
|
||||
|
||||
|
||||
### Gap between checkin and inspection
|
||||
Jacket becomes lost or separated from the order after check in (item number not active, falls off, etc).
|
||||
|
||||
1. This gap has been almost eliminated which cuts down (almost eliminated) g. and h. of the previous section. This has been done by inspecting immediately (or same day) after check-in. It's been noted the longer the gap between check-in and inspection, the more difficult it is to identify and/or correct check-in issues.
|
||||
|
||||
2. All items that are checked in are then scanned by another employee in batches before being placed in storage. During this step, errors like unassociated item numbers, missing labels and packing issues are caught and addressed quickly.
|
||||
|
||||
3. If an item is discovered with a missing item number or unassociated item number, the line is stopped so the issue can be resolved. If the issue cannot be resolved the seller will be contacted with as much information as possible about the situation.
|
||||
|
||||
### Inspection
|
||||
|
||||
#### Goal
|
||||
|
||||
Each item is inspected according to a checklist provided by the customer, which includes documenting any differences between the item and a new one. The findings are then input into the computer and a colored sticker is placed on the item as a visual indicator this step was completed. The item is then resealed or repackaged for safe storage and so it cannot be tampered with later without breaking the seal.
|
||||
|
||||
#### Errors
|
||||
1. Defects are missed during inspection such as wrinkles, smells, tears, missing or worn buttons, incorrect tags or colors, etc.
|
||||
1. Brief visual inspection during stow/storage process.
|
||||
2. The inspectors follow step by step instructions to check every part of each jacket thoroughly for up to 3 minutes. There is a standardized set of criteria that need to be met for a jacket to be considered New.
|
||||
3. Jackets that do not meet this standard are marked Defective or Damaged.
|
||||
2. The jacket is not repackaged in a professional manner, causing it to later become stained, wrinkled, or damaged after we inspected it.
|
||||
1. Brief visual inspection during stow/storage process.
|
||||
2. We use the same poly bags to store each jacket after it is inspected. These bags are thick enough to protect against most damage such as moisture, staining or rips and tears.
|
||||
3. The jackets are stored in a way that minimizes the risk of them becoming wrinkled.
|
||||
3. Defects we could fix, like hair or dirt, actually do not get fixed.
|
||||
1. Often a judgment call. As in TOO MUCH dirt, or TOO MUCH hair where cleaning would be excessive.
|
||||
2. The inspectors follow step by step instructions to check every part of each jacket thoroughly for up to 3 minutes. There is a standardized set of criteria that need to be met for a jacket to be considered New.
|
||||
3. Jackets that do not meet this standard are marked Defective or Damaged.
|
||||
4. The inspector accidentally marks the item in the wrong condition (eg: they meant to mark it New, but they accidentally mark it defective instead).
|
||||
1. Items are scanned at some point after inspection (during QA or sztow/storage). There is an audible alarm that identifies the condition of the item. If it does not match the color of the sticker the jacket is re-inspected
|
||||
2. There is not currently anything in place to catch/handle this other than the step listed above.
|
||||
5. Worker forgets to attach the colored sticker, which can cause someone to think the item has not already been inspected, so it gets inspected twice.
|
||||
1. All items that are checked in are then scanned by another employee in batches before being placed in storage. During this step errors like unassociated item numbers, missing labels/colored stickers and packing issues are caught and addressed quickly.
|
||||
2. If an item reaches this step with no colored sticker applied, the item number is checked to see if it is already associated with an item. If it is, the correct color is applied. If an error occurs and the item is not checked in or conditioned, this is fixed immediately.
|
||||
6. The item is not properly sealed, which could cause it to fall out of the packaging later or get dirty.
|
||||
1. Brief visual inspection during stow/storage process.
|
||||
2. We are currently using self seal poly bags to store each jacket that close very securely. Making sure each bag is tightly sealed is part of the process followed by the inspector.
|
||||
|
||||
### Gap
|
||||
1. Jacket goes where after processing? Can anything bad happen to it during this time?
|
||||
2. Jacket is held in a designated location awaiting QA. (DANISH-HOLD-01). As items are removed from here they are scanned by a tool that verifies condition (matched with sticker). There is a visual inspection of packaging and items are sorted by grade before next step (STOW).
|
||||
|
||||
### STOW
|
||||
|
||||
#### Goal:
|
||||
Each item is checked to make sure it is properly sealed and labeled, and then it is placed in safe storage so it can be quickly found later to be shipped out or have additional work performed. Every item is to be placed to minimize the risk of falling over or behind something else, and all locations used for storage are at least 20 feet away from any entrance or exit, with multiple security cameras aimed at the area. The cameras retain surveillance footage for no less than 30 days.
|
||||
|
||||
#### Errors:
|
||||
1. Jacket gets put away, but assigned the wrong location code.
|
||||
1. We use software that requires the user to assign the location of items one at a time. This makes it very unlikely that an item is given the wrong location during this step.
|
||||
2. Storage areas for this account are regularly audited to correct this kind of mistake quickly if it is not noticed sooner.
|
||||
2. Jacket gets put away in a fashion that will damage or wrinkle it.
|
||||
1. Employees that put these items in storage follow a criteria about how this is done, including a limit to how many jackets can be stored in one location and a particular way that they are placed in storage.
|
||||
3. Jacket gets put away when nobody actually inspected it.
|
||||
1. Prevented by QA step.
|
||||
2. Each jacket is checked by a second inspector before it is queued up to be put in storage. An issue like this will be caught at this step and corrected.
|
||||
4. Jacket never gets put away – it remains on a table or on the floor.
|
||||
1. Area cleaned at end of shift. Any items with questionable status are scanned and put away for processing.
|
||||
2. The Q.C./Q.A step after initial inspection prevents this from happening.
|
||||
|
||||
### Pick
|
||||
#### Goal
|
||||
Given a list of standard barcodes and location codes, an employee searches the warehouse to collect items a customer wants to ship out or have extra work performed on. An employee doing this should be able to pick at least 60 items per hour, unless they are unusual sizes that require special handling. The employee doing this uses a handheld computer to scan each item as they pick to ensure they have the correct item.
|
||||
|
||||
#### Errors:
|
||||
1. A jacket cannot be found at the time the customer wants us to send it out.
|
||||
1. Triggers investigation. Order is marked stuck and the customer is notified.
|
||||
2. We use software that requires the user to assign the location of items one at a time. This makes it very unlikely that an item is not able to be found in the location it was placed in during the STOW process.
|
||||
2. The wrong jacket gets picked and taken for packing.
|
||||
1. Items are scanned at packing/shipping.
|
||||
2. We use software that audibly alerts the picker when they make a mistake such as scanning the wrong item number. The picker carefully scans the correct barcode and is given confirmation that they are picking the correct item.
|
||||
3. We use software that prints out the shipping label associated with the item number scanned by the employee. If an item reaches this step that is not meant to ship out, the software will stop the employee from going any further.
|
||||
3. A jacket gets lost or damaged between picking and packing.
|
||||
1. Triggers investigation. Order is marked stuck and the customer is notified.
|
||||
2. Each item is assigned a location associated with their destination. When the packer completes the day's orders, they check for ones that were not completed. An item that was not picked or has been lost in transit to the packing area will be noticed at this step and action will be taken to locate it.
|
||||
4. Picker doesn’t notice a jacket needs to be picked, so they don’t do it.
|
||||
1. The picker checks for outbound orders in the morning, and periodically through the day and creates a list containing every item that needs to be sent out. Items that are left off of a pick list that they should have been part of will be noticed the next time the list of outbound orders is checked.
|
||||
|
||||
|
||||
### Packing
|
||||
|
||||
#### Goal
|
||||
|
||||
Each picked item is scanned to ensure the correct item was picked and match it to a corresponding outbound shipment. The item is packed for safe shipping. If the customer provided a shipping label in advance, the computer automatically prints the correct label for that item. Otherwise, the employee measures the item and then notifies the customer of the dimensions so a shipping label can be provided later.
|
||||
#### Errors
|
||||
|
||||
1. Jacket gets packed even though it was not supposed to ship out.
|
||||
1. We use software that prints out the label associated with the item number scanned by the employee. If an item reaches this step that is not meant to ship out, the software will stop the employee from going any further.
|
||||
2. The employee places one jacket at a time in the packing area to prevent the wrong item from being placed in a package. There is a camera pointed at this area that is regularly reviewed to ensure this process is adhered to.
|
||||
2. Jacket has the wrong shipping label applied.
|
||||
1. The Outbound QC tool will catch this if the label was not scanned in the software or if the label is a duplicate. It does this with a loud auditory alarm.
|
||||
2. The employee places one jacket at a time in the packing area to prevent the wrong item from being placed in a package.
|
||||
3. Jackets are shipped, even though there are obvious quality problems we can see without opening the bag (wrinkles, stains, etc).
|
||||
1. The inspection process is designed to prevent any jackets in this kind of condition from appearing as “New” in the customer’s inventory. Sometimes they ship out “Defective or Damaged” items anyway.
|
||||
2. The employee responsible for packing the item keeps an eye out for these kinds of problems while packing each jacket, however the items are not removed from their bag to be checked at this step.
|
||||
4. A jacket gets packed in materials that look bad or cause the jacket to get wrinkled or damaged in transit.
|
||||
1. Each jacket is placed in the same kind of poly bag after it has been inspected. Each jacket is placed in the same kind of poly mailer when it is shipped out. These bags are moisture resistant and thick enough to resist tears to a certain extent. However, these bags are not guaranteed to prevent all potential damage that could occur.
|
||||
5. Packing is delayed because we ran out of supplies or somebody called off work.
|
||||
1. We keep track of our supplies and order more before we run out.
|
||||
2. When someone that works on this project is absent there is normally another employee that can take their place. Otherwise temporary labor is used to fill any gaps, if possible.
|
||||
3. Our primary supplier of packing supplies is located less than ½ mile from the warehouse and any supervisor involved with this project is able to drive to our supplier and pick up suppliers on credit if there is an emergency.
|
||||
|
||||
### 16. Outbound QC
|
||||
|
||||
#### Goal
|
||||
Each packed outbound is spot checked for issues that may cause it to be lost or damaged in shipping, such as extra shipping labels or unsecure tape. As this is done each package is scanned in a computer which records who performed this step and at what time. If no problems are noticed, the packages are then sorted by which carrier will pick them up, and then placed in the designated spot for that carrier.
|
||||
|
||||
#### Errors
|
||||
1. This step is skipped completely, so if there is a problem reported later, we do not have an accurate timestamp to look up the incident on camera.
|
||||
1. A visual indicator warning about any packages that did not reach this step is available in our software for all employees to see.
|
||||
2. As this step is performed, each outbound cart or rack is marked with a blue plunger, of which we have a limited number. The manager can easily notice this step was missed if he sees any carts or racks near the door that do not have an obvious blue plunger attached.
|
||||
3. The packing area is checked for any packages that have not been packed, or have not been sorted for pick up. Any packages found are processed as usual. If there is any reason that an item cannot be identified or associated with an outbound order, it is set aside for a supervisor to investigate.
|
||||
2. A package gets sorted incorrectly, which could cause it to be handed to the wrong carrier later.
|
||||
1. Packages that have been packed to ship out are carefully sorted by another employee to ensure they are placed in the correct area. During this process each item is scanned in a computer that alerts them if any steps were skipped by the packer.
|
||||
2. If a package is placed in the wrong area for pickup, there is not currently anything in place to detect this other than the carrier noticing, or the item going missing.
|
||||
3. The person doing this step misses an issue like a package having multiple shipping labels or no shipping label at all. The computer detects this issue, but it is possible a person could fail to respond to the error message.
|
||||
1. The error message generates a loud alarm that can be heard across the building.This may alert another employee to come check that the job was done correctly.
|
||||
2. There is nothing else in place to catch this other than the carrier noticing, before the package goes out with multiple labels or no label at all.
|
||||
|
||||
### Pickup
|
||||
Copied from [[QMS Pickup]].
|
||||
|
||||
#### Goal
|
||||
All of the packed shipments for each carrier are given to the carrier when they arrive at the warehouse, typically each business day between 3PM and 5PM EST.
|
||||
|
||||
#### Errors
|
||||
1. Carrier does not show up on time, so the jacket ships behind schedule.
|
||||
1. There is a process in place to call USPS if they have not arrived by 3PM. If they still do not arrive by close of business, we make a best effort attempt to give the packages to the USPS delivery driver on the morning of the next business day.
|
||||
2. A symbol is used to indicate to all employees if USPS did not pick up on the prior day. This symbol tells the employee who receives the USPS drop off that day that they need to give yesterday's shipments to the delivery driver. This gets them in the hands of USPS several hours sooner than if they were picked up in the afternoon, and avoids the risk of them being delayed another day.
|
||||
2. Package is handed to the wrong carrier.
|
||||
1. Racks, bags and carts of outbound packages for each carrier are kept in separate areas of the warehouse to avoid them being mixed.
|
||||
2. When a carrier arrives the responsible employee knows to only give the driver packages from that carrier's designated area. We also use symbols to indicate which carrier packages are for.
|
||||
3. Package is never handed to a carrier because it gets lost, stolen, etc.
|
||||
1. Our software monitors all tracking numbers we send out to check for updates to the delivery status. If a package we shipped out does not receive any tracking updates from the carrier within 24 hours it generates an alert which triggers an internal review of surveillance.
|
||||
2. The packing area and all areas between there and the area where the outbound packages are kept before pick up are checked thoroughly for any packages that may have been missed or dropped.
|
||||
4. Package gets left on a belt or something and mistaken for a new delivery, so it gets taken back to presort instead of being shipped out.
|
||||
1. The packing area and all areas between there and the area where the outbound packages are kept before pick up are checked thoroughly for any packages that may have been missed or dropped.
|
||||
2. If a package is found in this area it is examined and taken to the correct place. The employee should scan the shipping label or item number to determine if the order has been completed properly. Doing this should avoid the instance of that package being taken to the wrong place.
|
||||
5. Carrier/driver does not scan the packages given to them, and then something happens to the package before it reaches the carrier’s regional hub. Note: it is not normal for standard carriers like UPS or USPS to scan each package given to them during the pickup and they will usually refuse to do it.
|
||||
1. Handled the same way as potentially lost or stolen packages.
|
||||
2. We do not currently have another way to address or prevent this.
|
||||
3. Our WMS has a mechanism to detect this in some cases but there is no defined process for checking that or responding to it.
|
||||
|
||||
|
||||
### Rebound
|
||||
We received a jacket showing signs that it was recently shipped out from our warehouse. The goal is determine whether it should be placed back into storage as New, and whether the customer needs to be notified.
|
||||
|
||||
|
||||
#### Errors:
|
||||
##### A package is returned to us and is sorted to be checked in as if it is being received as an inbound order.
|
||||
1. The employee responsible for the presort process knows that if they see a package with a “Return to Sender” label or something like that, the package should be taken to the outbound area for investigation.
|
||||
2. If the package was returned due to an error we caused, the problem is addressed so it can be sent out properly.
|
||||
3. If the package was returned by the carrier for another reason, the outbound order is marked “Stuck” in our system. The seller received an email detailing what items were returned and for what reason. The item is then checked for quality to determine if it needs to be restocked to inventory, or inspected again to ensure the condition is accurate.
|
||||
|
||||
|
||||
##### The item is checked in as an autorequest or even inspected and given a new item number.
|
||||
1. The presort process is meant to prevent an returned outbound from reaching any area other than the outbounds department. Items in this order will only return to inspection if it is determined that they need to be checked again for some reason.
|
||||
|
||||
2. A returned outbound will alert the employee attempting to check it in as an inbound order that it does not belong there as long as the outbound tracker was recorded when the package was sent out from our warehouse. They are instructed to return these packages to the outbound department for further investigation.
|
||||
|
||||
3. If these warnings fail and the package is processed as an auto-request, the pictures provided should be enough for the seller to notice the problem and contact us to resolve it.
|
||||
|
||||
## Service and Support:
|
||||
Copied from [[QMS Service and Support]]
|
||||
|
||||
### Goal:
|
||||
The customer may need assistance with the service or have questions about the results. The goal is to ensure they receive accurate, timely answers to questions or concerns they have, or extra work they request that isn’t normally part of the process. To ensure the most accurate answers, we ask customers to email us at [contact@ldrprep.com](mailto:contact@ldrprep.com) which then generates a ticket all staff members can see. The tickets are then assigned to one of the supervisors for the project to mitigate any miscommunications that could occur from having a separate customer service person who doesn’t work on the floor. Tickets of that nature are expected to be responded to by a supervisor within 1-2 business days. If the supervisor cannot answer the question, the ticket is escalated up through management, until it ultimately reaches the CEO if nobody else is able to resolve it.
|
||||
|
||||
Complaints or frequently asked-about issues should be brought to the attention of the Line Lead most closely related to the Points where the problem was caused and the next earliest Point it could be detected so measures can be put in place to prevent, detect, or reduce the need for customers to contact us about the same thing. Likewise, the relevant Line Leads should report that they have been notified about an issue and explain either what they did about it or what resources they need.
|
||||
### Known Errors:
|
||||
A customer complains about something and the Line Lead doesn’t know about it. This can cause the Line Lead and their team to think they are doing the job correctly when they really aren’t.
|
||||
|
||||
### Mitigation
|
||||
The customer tries to contact us in a different way, like WhatsApp or emailing an employee directly, so it does not reach the ticket tracker.
|
||||
|
||||
1. Our website explains that contacting our company should always be done by emailing [contact@ldrprep.com](mailto:contact@ldrprep.com) or calling the official line at 513-449-2899 and warns customers that contacting us a different way could cause delays or other issues.
|
||||
2. All employees are required to have a warning about this in their email signature.
|
||||
3. A ticket gets marked resolved but the customer wasn’t actually provided a good solution.
|
||||
4. Tickets that are closed without any response are reviewed on a regular basis by executive management.
|
||||
5. Tickets have a “how did we do” footer in them, and if a customer clicks that we did a bad or neutral job, it triggers an internal review of the ticket.
|
||||
6. Tickets are analyzed by a computerized system regularly to detect emails about the same general topic or complaint. When that system detects several complaints about the same general issue in a month, an internal review of the process is triggered whereby the supervisor over the step where the error occurred is asked to conduct an investigation and submit a report explaining either what changes were made to reduce the failure rate or detailing additional resources needed.
|
||||
|
||||
|
||||
## Inspection checklist
|
||||
|
||||
The following checklist covers what our staff check for and perform during the Inspection step of the process.
|
||||
|
||||
|
||||
|
||||
1. [ ] Verify item number.
|
||||
2. [ ] Verify [[SKU]] and description. If SKU or Description do not match. Item is sidelined for a supervisor.
|
||||
3. [ ] Jacket laid flat for visual inspection, front and rear, and checked for:
|
||||
1. [ ] Tears, cuts, rips, scratches, and scuffs in the leather and lining.
|
||||
2. [ ] Stains and discoloration on the jacket and accessories.
|
||||
3. [ ] Faulty zippers and snap buttons.
|
||||
4. [ ] Loosened stitching.
|
||||
5. [ ] Wrinkles.
|
||||
6. [ ] Unpleasant odor from the jacket.
|
||||
7. [ ] Pet hair and lint
|
||||
8. [ ] Rub marks or discoloration/fading
|
||||
4. [ ] Interior lining checked for
|
||||
1. signs of wear
|
||||
2. Rips or tears
|
||||
3. Odor
|
||||
4. Pet hair and lint
|
||||
5. [ ] Buttons and zippers checked and fastened before folding.
|
||||
6. [ ] Folded using the least amount of folds as possible.
|
||||
7. [ ] Sealed in new poly bag or original package if usable.
|
||||
|
||||
|
||||
|
||||
# QA/QC Gaps
|
||||
|
||||
Let me first define Quality Assurance vs. Quality Control, so we’re talking about the same things.
|
||||
|
||||
|
||||
|
||||
Quality Assurance speaks to what steps are in place to make it likely the job is done correctly the first time. Quality Control speaks to measure in place to notice when the job wasn’t done right the first time and measure how often that happens.
|
||||
|
||||
|
||||
|
||||
## Checkin Gap:
|
||||
|
||||
During checkin, some packages will already be associated with orders by the customer. Other packages are not, and the operator attempts to match them by comparing order id numbers on the package with what’s expected in the system.
|
||||
|
||||
|
||||
|
||||
If the checkin operator attempts to match a package and matches it to the wrong order, it seems like we are missing a good way for anyone past that step to detect the problem.
|
||||
|
||||
|
||||
|
||||
As it stands, it does seem like the problem gets detected but is not well understood, so the methods used to correct it are not always accurate.
|
||||
|
||||
|
||||
|
||||
## Inspection Gap:
|
||||
|
||||
After inspection and refurbishment of each item is finished, the operator reseals the item. If the operator missed something that can’t be easily seen through the packaging, it seems like there is nothing in place for anyone past that step to notice.
|
||||
|
||||
|
||||
|
||||
During the last audit we conducted for this project we found that roughly 30% of randomly selected items had problems that should have been noticed or fixed during the inspection step. Most of them were inspected according to methods used a year or more ago. Those problems wouldn’t have been noticed before sending the items out if we hadn’t done the audit. The vast majority of the problems found were wrinkled jackets, which we believe had to do with a combination of careless folding techniques or the manner the jackets are stored. However, we did detect a small amount of other problems during the audit.
|
||||
@@ -0,0 +1,501 @@
|
||||
---
|
||||
authors: Jason Thistlethwaite, Michele Schroeder
|
||||
lastRevised: 2024-01-26
|
||||
googleDoc: https://docs.google.com/document/d/1l_PjkSYiH1GJQ4HA4VgUvzuyp2ejnGosJVgxQWJgKvY/edit?usp=sharing
|
||||
tags:
|
||||
- intendedProcess
|
||||
- accountabilty
|
||||
- quality
|
||||
- returns
|
||||
- workInProgress
|
||||
- livingDocument
|
||||
- QMS
|
||||
---
|
||||
|
||||
Our goal is to provide the most accurate answers we can to each question/section of this report. Each section should outline the following things:
|
||||
|
||||
|
||||
1. Each step of the process, from the time we receive a package to when it ultimately leaves the building.
|
||||
|
||||
2. The goal of each step in plain language.
|
||||
|
||||
3. A list of the main mistakes or problems that can happen at that step.
|
||||
|
||||
4. A plain-language explanation of what we do to detect or prevent each error/mistake.
|
||||
|
||||
|
||||
|
||||
|
||||
***
|
||||
|
||||
WARNING: This document has been copied from the “[[QMS - Jackets and Clothing]]” project to use as an example/template.
|
||||
|
||||
***
|
||||
|
||||
|
||||
|
||||
***
|
||||
|
||||
Action item (to be removed once project reaches next phase):
|
||||
|
||||
|
||||
The goal right now is to make sure each step of this Service Line has an accurately described goal, the main problems that can happen are documented (even if they don’t happen often), and the actual things in place designed to prevent them are explained.
|
||||
|
||||
Once we have that in place, there will be two phases to this project:
|
||||
|
||||
|
||||
1. Look at the possible problems we’ve listed, identify anything we can do to improve how they are prevented or detected, do it, and then update this document.
|
||||
2. This is expected to be an ongoing process.
|
||||
3. Compare the steps in this process to similar documents used in other areas to identify steps that have overlap. Then:
|
||||
1. Standardize that step so it is done the same way in each area.
|
||||
2. If there is a good reason it shouldn’t be done the same way in each area, update each process to explain the differences and reason for them.
|
||||
|
||||
***
|
||||
|
||||
|
||||
Purpose of this project: In order to grow as a company, onboard new customers, or hire additional people we need our main revenue generating services to be well documented with established quality control standards.
|
||||
|
||||
|
||||
|
||||
|
||||
# Overall Project Goal
|
||||
|
||||
Our goal is to sort returned items by how easy they would be to sell, so our customer can more easily recover lost money caused by returns. We do that by performing a visual inspection of each item received to check for any differences between a New unit and what was actually delivered, which includes checking if the received item is the correct product. We document our findings by recording written notes, taking pictures, and assigning a condition grade such as “New”, “Used - Like New”, “Used - Acceptable”, or “Defective”. The goal is to have this completed within 3 business days for consumer returns, and _???_ days for removal orders.
|
||||
|
||||
|
||||
Question 1: Is the above statement accurate?
|
||||
Yes.
|
||||
|
||||
Question 2: In each area 3-days are processed is there any sort of posted signage that explains the goal of the project?
|
||||
|
||||
No, not really. There is a binder in the work area, but you’d have to dig it out. We do not regularly review the binder or check to see if the processes have changed. There are posted signs/reminders about handling unexpected items, taking pictures, and the criteria for item conditions.
|
||||
|
||||
## Known failure modes – this section should list all the known major things that can go wrong, which could defeat the overall goal.
|
||||
|
||||
Here’s our job at this step: we want to carefully think of everything that can go wrong with a return during each step, even if we don’t think it is likely to happen.
|
||||
|
||||
|
||||
|
||||
## Broad / general:
|
||||
1. We can’t afford supplies or people to do the work.
|
||||
1. Customers for this service are expected to keep a deposit with us (payment in advance), which they refill periodically.
|
||||
2. Storage/space issues
|
||||
1. Customers might allow their returns to collect in our warehouse and remain in storage for a long time.
|
||||
2. Items in storage longer than 3 months are charged extra fees in addition to the regular storage costs.
|
||||
3. Customers may not provide an accurate forecast of volume, which can then surprise us, leading to delays or space issues.
|
||||
3. Equipment failure – this job requires special printers and cameras; if they get lost, broken, etc. the work can’t be done efficiently.
|
||||
1. When equipment fails, ask the CEO to fix it. If he’s not available, try to work around the problem.
|
||||
2. As far as we know, there is not a preventative maintenance schedule for any of the equipment or tools.
|
||||
4. Attendance / staffing
|
||||
1. The job is done on a tight deadline, which can be a problem if people quit, call off, show up late, or work on the wrong things.
|
||||
2. Observed issues of this kind may be verbally mentioned to other people.
|
||||
3. Bad fit people who don’t follow directions or care about improvement are allowed to keep working without anything being done about it.
|
||||
4. The CEO typically fires people after receiving enough complaints or evidence of serious issues, but cannot act quickly when staff do not document observed behaviors.
|
||||
5. Workers may believe they are doing a good job when they actually aren’t unless there is accessible, regularly reviewed information detailing what the job entails or how success is measured.
|
||||
1. Weekly reports issued to each worker on Wednesdays outline the overall billable work each person completed and their attendance.
|
||||
2. When the report shows underperformance the Line Lead is supposed to complete a report explaining the reason, but there isn’t anything in place to enforce that and the Wednesday report doesn’t mention they’re expected to do that.
|
||||
3. The [[Service Area]] has a binder containing various written documents about the work.
|
||||
1. The binder is not easy to find.
|
||||
2. The binder is not regularly referenced to answer questions or check how to do the job.
|
||||
3. The binder is not regularly reviewed for accuracy or completeness, and is not regularly updated.
|
||||
|
||||
## [[Presort]]:
|
||||
### Goal:
|
||||
Packages delivered to us are sorted the same day by customer or service line to make sure the right group of people in the warehouse receive them in a timely manner. A handheld computer is used to assist with this by scanning packages during receiving. If the customer told us in advance to expect a tracking number, the handheld computer gives the worker an audio queue to assist with faster, more accurate sorting. During this step, if the handheld computer is used, it logs what time each package was sorted and which person did it. That information can be helpful later if the carrier says we received a package but we can’t find it, because we can use that information to check cameras. The lack of this record can indicate the package was truly not delivered to our warehouse. If a package that was scanned during presort has not received a second-touch by an employee within 3 days it triggers an alarm instructing employees to clean the unloading areas and search for missing packages.
|
||||
|
||||
### Known Errors:
|
||||
#### Extremely delayed routing
|
||||
A package for 3-day gets mistakenly put with slower-moving inventory, such as getting stacked in a wrapped pallet of jackets, which can make it take much longer than 3 days for the package to reach the Inspection step.
|
||||
|
||||
1. When slower moving inventory is presorted it has locations set to represent what pallet it’s on. That way, if a customer asks about a particular package we can at least tell which pallet to search.
|
||||
|
||||
2. As long as the customer provided the tracking number in advance, this problem is unlikely to happen because of the audible warning during presort.
|
||||
#### Packages not intended for 3-day reach 3-day.
|
||||
|
||||
1. We check the account number or name on each package before moving to the next step. If it is not a customer we expect, we give the package to somebody else. There is no real standard for who that is, but it is usually either the Manager, the person who did Presort, or another Line Lead
|
||||
|
||||
2. Sometimes the 3-DAY Line Lead will put the package where it’s assumed to belong based on the account number. If they are unsure, they ask the Manager or the PACKLINE-C Line Lead (person who does most presorting and small outbound shipments).
|
||||
|
||||
3. A package intended for a different service, but from a customer who uses this service reaches this area. Example: a customer uses both our Returns Service and Prep Service, and one of the packages they sent for Prep ends up on the Returns Service Line.
|
||||
1. This would be caught during checkin, because the screen will say it is for a different type of order/service.
|
||||
#### Package from new customer mistakenly sent to wrong place
|
||||
A package from a new customer wanting this service is either not routed to the service area, or is taken there and mistaken as something that doesn’t belong there.
|
||||
|
||||
Example: a new customer the Line Lead is not familiar with because they don’t recognize the name or account number.
|
||||
|
||||
1. This is handled the same way as [[#Packages not intended for 3-day reach 3-day.]]
|
||||
2. In theory, the Line Lead could look up who the customer is and check what service they need, but at the time of writing there isn’t a standard for doing that.
|
||||
|
||||
## Checkin
|
||||
### Revision Needed (January 26, 2024):
|
||||
As of the past week, this process has been adjusted to more closely align with how checkin of jackets is handled. The following sections need to be updated to reflect that, and then this notice can be removed. The basic change can be described as follows:
|
||||
|
||||
- During checkin each package is opened, the contents are identified, and given item numbers.
|
||||
- Characteristics about the item like dimensions, billing category, or handling requirements are recorded during checkin.
|
||||
|
||||
### Goal:
|
||||
Confirm for sure that each package was received, where it is in the building, and what is inside of it. This is done by comparing the tracking number and info printed on the package to match the package to an order the customer told us to expect. If we cannot match the package, pictures are taken and it is set aside until the customer tells us which order it belongs to.
|
||||
|
||||
During this step, each package or item is given a unique, standardized barcode that any employee can scan to lookup and accurately identify them at any point after this step. Each of these barcodes has a “blank” spot that gets covered by a colored sticker later after services are completed. We do that so any item that hasn’t been serviced yet can be easily recognized from a distance.
|
||||
|
||||
Items we can’t properly identify or which we expect the customer is likely to request additional work are [[STOW]]ed in the nearby vicinity of the service area so they are segregated from completed work and quick to access upon request.
|
||||
|
||||
For instance, in the current warehouse configuration, all of these items are placed on the designated rack AP-RACK-01 by the end of the day. Workers performing this step may have individual short-term storage areas for these types of items they expect to access/work on soon. Items that can’t be identified or don’t match the order are graded “Customer Service Needed”, and have a pink sticker applied to them.
|
||||
### Known errors:
|
||||
|
||||
#### Checkin lag / delayed checkin
|
||||
In this Service Line, the package is checked in first, and the contents are checked in later during the Inspection step. That is supposed to happen on the same business day. If it is delayed until a later day, the following issues can occur:
|
||||
|
||||
1. Customer gets upset because the Inspection is not completed within 3 business days.
|
||||
|
||||
2. A malicious actor could open the package and steal or replace the contents, and it may go unnoticed.
|
||||
|
||||
3. Ties up the belt or other resources, making it difficult to use the area for other purposes.
|
||||
|
||||
##### Mitigation
|
||||
1. Near the end of the shift, checkin is put on pause until the next shift if it seems the remaining work will not pass Inspection before the end of the day. This is based on the experienced opinion/estimate by the Line Lead.
|
||||
|
||||
2. Verbal reminders to staff not to leave the belt loaded at the end of the day. There is no posted sign.
|
||||
|
||||
3. There is an automated system that generates a warning if a package still has not been checked in or given a location after 3 days. It is not clear if anyone checks this warning or takes action about it.
|
||||
|
||||
4. At the end of the day, the packages waiting to be checked in are reorganized in chronological order so they will be checked in first-in, first-out style. There is currently no way to know this needs to be done or tell if someone already did it, except to ask the Line Lead.
|
||||
|
||||
#### Incorrectly identified items
|
||||
Incorrectly identified item: the worker incorrectly identifies the item(s) and then the customer later tries to ship it out or sell it, and is upset because the item doesn’t exist or it’s not the right make/model.
|
||||
|
||||
1. Extreme example 1: “Microwave” – worker checked in a walker (like for disabled people) as a microwave.
|
||||
|
||||
2. Extreme example 2: “Over 9000” – the worker incorrectly inputs a different quantity of items than we actually received, leading to “missing” inventory we never actually had.
|
||||
|
||||
3. Common Example: The item received is a slightly different make or model than what we were supposed to get, and the worker doesn’t notice.
|
||||
|
||||
##### Mitigations
|
||||
|
||||
1. Verbal reminders from the Line Lead to subordinates like “make sure you double check the model numbers”.
|
||||
|
||||
2. There is a posted sign in the work area explaining that if you can’t confidently identify an item it should be added to the order as an “unexpected item”, graded “Customer Service Needed”, and pictures taken.
|
||||
|
||||
3. The software defaults to a quantity of “1”, and inputting any other number is an extra step, which is supposed to prevent someone accidentally typing a larger number, but could also lead to checking in only 1 item, when there are actually 2+.
|
||||
|
||||
4. There is a warning triggered by the software whenever more than 20% of the items in the same order were “unexpected”. This is to trigger a second person to verify the items were not misidentified or checked in incorrectly. However, there is no posted signage or official process about what triggers this warning, who should respond, or what specifically they should do about it.
|
||||
|
||||
5. We take pictures of each item during checkin, so even if it was not identified correctly, the customer has the opportunity to notice what the item actually is.
|
||||
|
||||
#### Item received in multiple parts is checked in as separate units
|
||||
An Item received in multiple parts is checked in as separate units. This can cause confusion about what’s in inventory or lead to mistakes during Picking/Packing.
|
||||
|
||||
Example: The order says to expect a 2-pack of hard drives. Only one hard drive is in the box. The worker checks it in as a two-pack, but says in the comments that only one drive was received. Later, the 2nd drive shows up, and it is checked in the same way, resulting in two separate 2-packs appearing in inventory.
|
||||
|
||||
##### Mitigation
|
||||
There is currently nothing in place to mitigate this.
|
||||
|
||||
#### Checking a package into the wrong order or wrong customer’s account.
|
||||
We receive a package without a customer account number or matching order id, but it looks like something a customer sells so we make an assumption about which customer it is.
|
||||
|
||||
Example: A new customer for Prep sent a margarita maker that wasn’t labeled the right way. The Manager and other staff assumed it was probably a return for 3-days, so it was checked into the wrong account ([[AUTOREQUEST]]).
|
||||
|
||||
##### Mitigation and ways it can happen
|
||||
1. If the customer provided tracking information in advance it’s virtually impossible for this to occur by accident unless the package has more than one shipping label on it or the barcode is not scannable.
|
||||
|
||||
2. If a package doesn’t match an order and does not have an account number we recognize, we check with the Manager first. It is unclear what his process is for determining next steps.
|
||||
|
||||
#### ALC put on the wrong box
|
||||
If an ALC is put on the incorrect package it can cause [[#Checking a package into the wrong order or wrong customer’s account.]]
|
||||
|
||||
##### Mitigation
|
||||
Packages are checked in one at a time to reduce the chance someone will accidentally put the ALC on the wrong box.
|
||||
|
||||
#### Dimensions not recorded or input incorrectly
|
||||
Dimensions for packages we will keep after Inspection should have their dimensions recorded during checkin so we can bill storage. If this is skipped or done incorrectly we may not be able to charge storage or the customer could be charged the wrong amount.
|
||||
|
||||
##### Mitigation:
|
||||
|
||||
1. There is a computer-assisted QC process performed after Inspection which will alert the workers if a box or the items inside are missing dimensions. It does not detect incorrect dimensions.
|
||||
|
||||
2. There is a different software tool a person could use at any later step to detect the same thing (Bulk Update), but nobody is particularly assigned to use that tool or check for this.
|
||||
|
||||
3. The WMS has a method to check for items in storage that are missing dimensions, but there is no designated process or person for doing that regularly.
|
||||
|
||||
4. The WMS generates an automated email to [contact@ldrprep.com](mailto:contact@ldrprep.com) (which appears as a customer service ticket) on the 1st of each month listing any boxes in storage that are missing dimensions. It is unclear if anyone acts on that ticket. It is usually closed without being updated.
|
||||
#### Items become separated from the box before they reach Inspection.
|
||||
If an item becomes separated from the tracking number or ALC it arrived with before reaching checkin, there is no way to confidently identify which order the item belongs to or which customer sent it.
|
||||
|
||||
This is especially an issue if the same item gets checked in more than once or an employee makes assumptions about what order it belongs to.
|
||||
|
||||
Examples:
|
||||
1. We received a package with 2 Milwaukee rechargeable batteries worth about $400, and they never reached the Inspection step. They were later found under someone’s desk.
|
||||
|
||||
2. We received a $200 polycom phone that cleared checkin but never reached Inspection. It was never found, and the problem wasn’t noticed until after we no longer had camera footage.
|
||||
|
||||
##### Mitigation
|
||||
1. Each package is checked in one at a time by a worker who has no other duties (they are not multitasking)
|
||||
|
||||
2. The checkin area is on camera from multiple angles.
|
||||
|
||||
3. Loose items that have already been inspected are not handled near the checkin area to reduce room for confusion.
|
||||
|
||||
4. Unless the order can’t be identified, packages are not opened until they reach the Inspection step. If opening the box doesn’t enable us to identify the order, pictures are taken showing the contents at the time (and any paperwork or shipping labels), then the packages are put in a designated area that is not used for other purposes.
|
||||
|
||||
## Checkin GAP:
|
||||
The packages are not normally opened during checkin step. The parts of the Checkin step related to identifying the items and confirming we received them are typically performed during the Inspection step, although it is not strictly necessary to separate those two steps. They can be done all at once by a single person. However, the two steps were separated and the use of a conveyor belt between them was implemented in 2022, which significantly reduced the number of mistakes the process generated, so it is strongly recommended to have this GAP in place.
|
||||
|
||||
Precaution: If a person decides it is necessary to skip this GAP and perform the Checkin and Inspection steps together, the following precautions should be taken:
|
||||
|
||||
1. Use one intake location for packages that haven’t been checked in yet, and a different location to put them as they are finished so they don’t get mixed together.
|
||||
|
||||
2. REMOVE DISTRACTIONS FROM THE WORK AREA: Avoid side conversations, interruptions, multi-tasking, walking away for any reason before each item is finished, intoxication, or anything else like that. The primary way this process fails is by having a single distracted person who accidentally skips steps, misreads details, or does steps out of order.
|
||||
|
||||
## Inspection
|
||||
### Goal
|
||||
|
||||
Visually inspect each received item to check for any reasons it can’t be sold as New, such as signs of tampering or use, or differences between the expected product and what we actually received. We assign a resale condition like “New”, “Used”, or “Damaged”, explain the reason in a typed note, and take pictures to prove what we’ve seen. Afterwards, the item is resealed or repackaged for safe storage and given a colored sticker to indicate the service has been completed. For this Service Line, the “checkin” of received items is performed during the Inspection step. During this step small details like mismatching serial numbers or model numbers should be checked and any discrepancies documented.
|
||||
|
||||
Our customers use the information we collect to decide the best way to recover the money from their returned item, such as selling it again, returning to their supplier, filing a damage claim with the shipper, or charging a restocking fee to the consumer. Incomplete or inaccurate information recorded during this step can cause our customer to make an irreversible decision about their item which then causes further losses or complaints.
|
||||
|
||||
The information that needs to be recorded depends on the situation as follows:
|
||||
1. Shipping damage: If the product seems like it could have been damaged in shipping, our customer needs pictures showing all six sides of the box including any printed “seal” on the box describing its “crush test” rating.
|
||||
|
||||
2. Factory sealed: If the item appears to be factory sealed, pictures showing that it is sealed on all sides and has not been opened must be taken to prove it was never tampered with.
|
||||
### Known Errors
|
||||
#### Forgetting to record condition information / upload pictures
|
||||
Forgetting to record information or take pictures can trigger two different problems:
|
||||
|
||||
1. The customer may decide to ship the item out or sell it when they wouldn’t have done that if the correct information was provided, and then they may ask us to replace the item which can be expensive.
|
||||
|
||||
2. The customer emails or calls us to complain about the missing pictures/information, which wastes more time than doing the job correctly the first time.
|
||||
|
||||
##### Mitigation
|
||||
|
||||
1. The picture system displays the pictures the worker has taken and gives a count, so the worker can notice they did not upload everything.
|
||||
2. There are posted signs in the work area describing what type of pictures to take.
|
||||
3. Some problems of this kind can be detected in the QC step.
|
||||
|
||||
|
||||
#### Destroying or discarding the shipping label or any paperwork like packing slips before they’ve been photographed.
|
||||
This can cause major confusion and wasted time, including the customer emailing us to ask for information we can’t produce.
|
||||
|
||||
##### Mitigation
|
||||
There is nothing currently in place to mitigate this.
|
||||
|
||||
#### Item number barcode does not get attached directly to the item, or it is not linked to the item in the software.
|
||||
If this occurs, there is no confident way to identify what order the item belongs to later, who owns it, where it should be in the building, or tell whether or not it’s even in inventory.
|
||||
|
||||
Examples of problem:
|
||||
1. Multiple similar items are received in the same package, but they are not identical because they have different serial numbers or conditions. The worker attaches the item numbers to the outside of the box they arrived in, but not to the individual units. Later, that makes it nearly impossible to figure out which is which.
|
||||
|
||||
2. The worker attaches the item number to the item, but forgets to save the data entry in the computer that links the barcode to the item. That causes it to seem like the item never arrived, and if someone scans it later they won’t be able to match it to an order, find out what it is, or who it belongs to.
|
||||
|
||||
3. Putting packing tape over thermal printed barcodes causes them to fade over time, and eventually become unreadable.
|
||||
|
||||
##### Mitigation
|
||||
1. The QC Step can detect this problem if it happens, but there is no guarantee that it can be fixed, especially if the shipping label or box the item arrived in is gone.
|
||||
2. Roughly once per hour an automated system warns any worker if they seem to have “skipped” any item numbers, which can be a way to detect this has happened. There’s nothing in place to ensure this warning is acted upon or to document how often it found a real problem.
|
||||
#### Leaving components out of the box:
|
||||
During this process all components of an item are usually removed from the package to count them, check for damage or missing pieces, and photograph them. It is possible a worker may forget to put everything back in the box. This causes the recorded information to be inaccurate.
|
||||
|
||||
Example: an item includes screws or something. The worker forgets to put them back in the box, so then when someone buys it they are upset and want a refund.
|
||||
|
||||
##### Mitigation
|
||||
1. Staff work on one item at a time and are expected to keep the table free from clutter.
|
||||
|
||||
#### Injury, messes, or accidents (leaks, broken glass, sharp edges)
|
||||
Many returned items have this type of problem and there isn’t necessarily a good way to tell until the box is opened. That can cause several issues if not handled properly:
|
||||
|
||||
1. Injury to the person Inspecting the item.
|
||||
|
||||
2. Damage to other inventory if the “mess” or danger isn’t properly sealed, labeled, or contained.
|
||||
##### Mitigation
|
||||
1. Items of this nature are labeled with clear warning labels, and are typically sealed in extra layers such as plastic bags or outer boxing.
|
||||
2. Items like this are stored away from other inventory.
|
||||
3. Work gloves are available for staff.
|
||||
4. N95 masks are available incase of particulates.
|
||||
5. Customers are charged extra for handling these types of items.
|
||||
|
||||
#### Failure to record product dimensions
|
||||
Failure to record product dimensions for items that are being kept in storage without the outer package they arrived in. This refers to the dimensions of the item itself, not the package it was shipped in. Failing to record these dimensions can cause several problems:
|
||||
|
||||
1. If the customer tries to ship the item out of our warehouse and purchase shipping for it, they will be quoted the wrong price.
|
||||
2. If the Pick/Pack person attempts using our software to recommend what box the product should be packed in, it will provide incorrect answers.
|
||||
3. It can cause us to charge the customer the wrong amount for storage.
|
||||
|
||||
##### Mitigation
|
||||
|
||||
1. The QC step can detect when neither the box or item dimensions were recorded, but that does not solve issues #1 or #2.
|
||||
2. The [[Bulk Update]] tool can detect this problem, but it is not normally used during this workflow.
|
||||
3. There is a panel in the WMS that lists products in inventory that are missing dimensions, but there is no designated person or schedule for checking/fixing that.
|
||||
#### Product set to wrong category
|
||||
Setting the wrong category for the item can cause the customer to be charged the wrong amount.
|
||||
|
||||
Example: We receive a hard drive, set the category to “hard drives”, but the customer wanted them to be categorized under “non-functional inspection”, which triggers a different service charge.
|
||||
|
||||
##### Mitigation
|
||||
1. There is nothing in place within the [[Service Area]] to detect or prevent this.
|
||||
|
||||
2. If a product has been received before, it will default to the same category used previously, so workers don’t need to make this decision again for the same products.
|
||||
|
||||
3. Leaving the category as the default “Uncategorized” prevents assigning the item a condition.
|
||||
|
||||
#### Product characteristics like “team lift”, “fragile”, “dangerous goods”, SIOC, or “oversize” are not properly selected.
|
||||
|
||||
As with billing categories, these flags are assigned to the product, not the item, so they will apply to all other units of the product currently in storage or received in the future. Failing to set these properly can cause several problems:
|
||||
|
||||
1. The customer is charged the incorrect amount.
|
||||
|
||||
2. These flags are meant to be warnings to other employees at different steps, particularly STOW, Picking, and Packing. If these are missing, it can cause safety issues or damage to inventory.
|
||||
|
||||
##### Mitigation
|
||||
1. Reminders and verbal explanations.
|
||||
|
||||
2. The onscreen system shows icons and toggles for these flags, but doesn’t explain when to select them.
|
||||
|
||||
#### Replacement parts mistaken for returns needing inspection
|
||||
Replacement parts for a previously Inspected item are received and assumed to be items needing Inspection, when they might not be.
|
||||
|
||||
Example: We receive and Inspect a motherboard that is missing accessories like cords. A week later, another package arrives with the same tracking number, and the missing cords are included.
|
||||
|
||||
This can cause the following problems:
|
||||
1. The customer may not expect us to perform the Inspection on the replacement parts. Instead, they are expecting us to re-open the original unit and add the parts.
|
||||
|
||||
2. The item the parts are for could have already been shipped out or disposed of.
|
||||
|
||||
##### Mitigation
|
||||
There is currently nothing in place to mitigate this.
|
||||
|
||||
#### Items or boxes are not properly sealed or repackaged after inspection.
|
||||
This can cause several issues:
|
||||
1. Things fall out of the box while in storage.
|
||||
|
||||
2. The item gets mistaken for SIOC (ships-in-own-container) by the Packing people, who then think it doesn’t need protective packaging materials.
|
||||
|
||||
##### Mitigations
|
||||
1. The Packing team complains when they notice this problem. The Packing team’s own QC step checks for the 2nd issue.
|
||||
2. Person doing [[STOW]] should notice the 1st issue, but there is no official designated person for that or method to report it.
|
||||
|
||||
#### Item numbers are put on the incorrect side of items/boxes, or ALC on the opposite side of the box from the item number.
|
||||
Problems:
|
||||
1. It can make STOW and Picking inefficient or error prone.
|
||||
3. It could cause a person seeing a package on a shelf to think the item is a forwarding order or [[AUTOREQUEST]] (if the [[ALC]] is visible but the item number isn’t).
|
||||
|
||||
|
||||
##### Mitigation
|
||||
1. Verbal reminders.
|
||||
|
||||
2. The training binder at the [[Service Area]] explains this problem.
|
||||
|
||||
## Gap: QC Tool / Step:
|
||||
|
||||
### Goal:
|
||||
The goal is to double check each Inspected item before it leaves the Service Area to detect the most common problems that may lead to a complaint or double-handling later. When any problem is found, it is intended to be discussed the following morning among the team, and a report turned into the Manager explaining what changes to the work area, process, or training materials were made to reduce the chances of similar issues happening again or a different form explaining how an outside factor caused the problem.
|
||||
|
||||
The QC step is also intended to make sure that each item’s location is accurate whenever it will be left for the next shift or moved to a different area. This also includes ensuring that a second person has looked at each item Inspected. That is intended to be accomplished by having each person’s output rack QC’d by somebody else (not themselves).
|
||||
### Known errors:
|
||||
|
||||
##### Not performing the step at all
|
||||
many earlier Points of this Service Line rely on this step to detect common problems, so if this step is skipped multiple other problems can result.
|
||||
|
||||
##### Wrong location / not moving items
|
||||
As this process is performed the software asks the worker for two locations, the “Pass” and “Problem” location, respectively. If these locations are filled out incorrectly or the item is not moved to the correct spot based on whether it Passes or flags, it can later cause major difficulties locating the inventory.
|
||||
|
||||
##### Reporting process skipped
|
||||
Repeated mistakes, issues with staff, problems with equipment, or issues caused by external factors may continue without being solved. All of the issues detected during this step are well-known indicators the worker might have been distracted or confused, so if these errors do not trigger the correct reports it can cause ongoing distractions or points of confusion to be left unaddressed.
|
||||
|
||||
#### Person QC’s their own rack instead of having someone else do it.
|
||||
This can cause other problems, mainly:
|
||||
|
||||
1. The person silently fixes detected issues instead of addressing what causes them.
|
||||
2. An unscrupulous person may “hide” problems a different person would notice.
|
||||
|
||||
#### General Examples:
|
||||
1. Same person making a repeated mistake. The Line Lead knows about it, perhaps has told the Manager, but there isn’t enough documentation to take action.
|
||||
2. The QC Tool is flagging something it shouldn’t, so the alarm starts to be ignored (boy who cried wolf), and the developer doesn’t know that so they can’t update the QC Tool, which then causes the same problems as skipping the QC Step completely.
|
||||
3. External actors like delivery people in the area are causing problems the Line Lead and team can’t prevent, but external assistance is not given because there’s no documentation.
|
||||
|
||||
#### Mitigation
|
||||
## STOW:
|
||||
### Goal:
|
||||
Each item is checked to make sure it is properly sealed and labeled, and then it is placed in safe storage so it can be quickly found later to be shipped out or have additional work performed. Every item is to be placed to minimize the risk of falling over or behind something else, and all locations used for storage are at least 20 feet away from any entrance or exit, with multiple security cameras aimed at the area. The cameras retain surveillance footage for no less than 30 days.
|
||||
|
||||
Items anticipated to be shipped very soon, such as within the next 1-3 days, should be placed as close as possible to the Packing area, but away from any other Service Lines.
|
||||
|
||||
### Known errors:
|
||||
|
||||
#### Leaving Inspected items in the Service Area at the end of a shift
|
||||
1. Any items left on the floor can cause a trip hazard, and could cause lost inventory because the floor does not have location codes.
|
||||
2. Items set to the location of a rack, but not actually ON that rack, can cause lost inventory or inefficient Picking.
|
||||
3. It can trigger the Picker to need to find items in the Service Area, which can cause distractions or mistakes for both this Service Line and for the Picking process
|
||||
4. The current Service Area (PACKLINE-A) is within 20ft of a door that is a high-traffic area where 3rd party people frequently come and go with packages, which presents a lot of room for theft or human error.
|
||||
5. It can cause the Inspection step to be delayed if the inventory left in the Service Area is taking up too much space.
|
||||
|
||||
##### Mitigation
|
||||
1. Verbal reminders.
|
||||
2. Automated company-wide notice at 4PM daily all staff are forced to read, but which no specific person enforces.
|
||||
|
||||
#### Stacking large items on pallets
|
||||
Sometimes there can be a temptation to stack large items on pallets. This can improve the efficiency of Inspection sometimes, but harms the efficiency of Picking.
|
||||
|
||||
## Picking:
|
||||
### Goal:
|
||||
Given a list of standard barcodes and location codes, an employee searches the warehouse to collect items a customer wants to ship out or have extra work performed on. An employee doing this should be able to pick at least 60 items per hour, unless they are unusual sizes that require special handling. The employee doing this uses a handheld computer to scan each item as they pick to ensure they have the correct item.
|
||||
|
||||
### Known errors:
|
||||
At the time of writing, the team on this line was either unaware of errors that can happen during picking or chose not to include them.
|
||||
|
||||
|
||||
## Packing:
|
||||
|
||||
### Goal
|
||||
Each picked item is scanned to ensure the correct item was picked and match it to a corresponding outbound shipment. The item is packed for safe shipping. If the customer provided a shipping label in advance, the computer automatically prints the correct label for that item. Otherwise, the employee measures the item and then notifies the customer of the dimensions so a shipping label can be provided later.
|
||||
|
||||
### Known errors:
|
||||
|
||||
#### Wrong item(s) packaged. It is possible to pack incorrect items for an order.
|
||||
|
||||
##### Mitigation
|
||||
1. Most inventory is assigned unique [[Item Number]] codes during the Checkin step, and these codes are scanned during packing. If the worker scans an unexpected code the software stops them from packing the item.
|
||||
2. Most picking is performed using item barcodes as well, which adds a 2-step check to catch the wrong item before it gets packed.
|
||||
|
||||
#### Wrong label applied to package / same label applied to more than one package.
|
||||
If the wrong label is put on a package it will get delivered to the wrong place. That defeats the entire purpose of the project, and can trigger customers to ask for reimbursement of items.
|
||||
|
||||
#### Multiple conflicting labels on the same package.
|
||||
Sometimes packages might be re-used boxes we previously received with a different shipping label on them. If a label like that is left on the package it can cause confusion for carriers, resulting in a lost package or delivery delays.
|
||||
|
||||
#### Inadequate packaging / protection causing item loss or damage.
|
||||
Items shipped can get damaged or lost in shipping if the packaging isn’t sufficient to protect the contents.
|
||||
|
||||
#### Labels become separated from the package.
|
||||
It is possible for the shipping label to fall off a package or become damaged so the carrier doesn’t know what the package is or where to deliver it. This is especially possible for items shipped in bags or when we bundle several boxes together by taping them. In both cases, it is easy for the bag to get torn during shipping or for the tape to come loose and the boxes to get separated.
|
||||
|
||||
## Outbound QC:
|
||||
### Goal:
|
||||
Each packed outbound is spot checked for issues that may cause it to be lost or damaged in shipping, such as extra shipping labels or unsecure tape. As this is done each package is scanned in a computer which records who performed this step and at what time. If no problems are noticed, the packages are then sorted by which carrier will pick them up, and then placed in the designated spot for that carrier.
|
||||
|
||||
### Known errors:
|
||||
## Pickup
|
||||
|
||||
### Goal:
|
||||
All of the packed shipments for each carrier are given to the carrier when they arrive at the warehouse, typically each business day between 3PM and 5PM EST.
|
||||
|
||||
### Known errors:
|
||||
## Rebound:
|
||||
We may receive an item that seems like it was previously sent through this service. Unclear what is supposed to happen.
|
||||
|
||||
## Service and Support:
|
||||
### Goal:
|
||||
The customer may need assistance with the service or have questions about the results. The goal is to ensure they receive accurate, timely answers to questions or concerns they have, or extra work they request that isn’t normally part of the process. To ensure the most accurate answers, we ask customers to email us at [contact@ldrprep.com](mailto:contact@ldrprep.com) which then generates a ticket all staff members can see. The tickets are then assigned to one of the supervisors for the project to mitigate any miscommunications that could occur from having a separate customer service person who doesn’t work on the floor. Tickets of that nature are expected to be responded to by a supervisor within 1-2 business days. If the supervisor cannot answer the question, the ticket is escalated up through management, until it ultimately reaches the CEO if nobody else is able to resolve it.
|
||||
|
||||
Complaints or frequently asked-about issues should be brought to the attention of the Line Lead most closely related to the Points where the problem was caused and the next earliest Point it could be detected so measures can be put in place to prevent, detect, or reduce the need for customers to contact us about the same thing. Likewise, the relevant Line Leads should report that they have been notified about an issue and explain either what they did about it or what resources they need.
|
||||
### Known Errors:
|
||||
A customer complains about something and the Line Lead doesn’t know about it. This can cause the Line Lead and their team to think they are doing the job correctly when they really aren’t.
|
||||
|
||||
### Mitigation
|
||||
The customer tries to contact us in a different way, like WhatsApp or emailing an employee directly, so it does not reach the ticket tracker.
|
||||
|
||||
1. Our website explains that contacting our company should always be done by emailing [contact@ldrprep.com](mailto:contact@ldrprep.com) or calling the official line at 513-449-2899 and warns customers that contacting us a different way could cause delays or other issues.
|
||||
2. All employees are required to have a warning about this in their email signature.
|
||||
3. A ticket gets marked resolved but the customer wasn’t actually provided a good solution.
|
||||
4. Tickets that are closed without any response are reviewed on a regular basis by executive management.
|
||||
5. Tickets have a “how did we do” footer in them, and if a customer clicks that we did a bad or neutral job, it triggers an internal review of the ticket.
|
||||
6. Tickets are analyzed by a computerized system regularly to detect emails about the same general topic or complaint. When that system detects several complaints about the same general issue in a month, an internal review of the process is triggered whereby the supervisor over the step where the error occurred is asked to conduct an investigation and submit a report explaining either what changes were made to reduce the failure rate or detailing additional resources needed.
|
||||
---
|
||||
@@ -0,0 +1,22 @@
|
||||
### Pickup
|
||||
|
||||
#### Goal
|
||||
All of the packed shipments for each carrier are given to the carrier when they arrive at the warehouse, typically each business day between 3PM and 5PM EST.
|
||||
|
||||
#### Errors
|
||||
1. Carrier does not show up on time, so the jacket ships behind schedule.
|
||||
1. There is a process in place to call USPS if they have not arrived by 3PM. If they still do not arrive by close of business, we make a best effort attempt to give the packages to the USPS delivery driver on the morning of the next business day.
|
||||
2. A symbol is used to indicate to all employees if USPS did not pick up on the prior day. This symbol tells the employee who receives the USPS drop off that day that they need to give yesterday's shipments to the delivery driver. This gets them in the hands of USPS several hours sooner than if they were picked up in the afternoon, and avoids the risk of them being delayed another day.
|
||||
2. Package is handed to the wrong carrier.
|
||||
1. Racks, bags and carts of outbound packages for each carrier are kept in separate areas of the warehouse to avoid them being mixed.
|
||||
2. When a carrier arrives the responsible employee knows to only give the driver packages from that carrier's designated area. We also use symbols to indicate which carrier packages are for.
|
||||
3. Package is never handed to a carrier because it gets lost, stolen, etc.
|
||||
1. Our software monitors all tracking numbers we send out to check for updates to the delivery status. If a package we shipped out does not receive any tracking updates from the carrier within 24 hours it generates an alert which triggers an internal review of surveillance.
|
||||
2. The packing area and all areas between there and the area where the outbound packages are kept before pick up are checked thoroughly for any packages that may have been missed or dropped.
|
||||
4. Package gets left on a belt or something and mistaken for a new delivery, so it gets taken back to presort instead of being shipped out.
|
||||
1. The packing area and all areas between there and the area where the outbound packages are kept before pick up are checked thoroughly for any packages that may have been missed or dropped.
|
||||
2. If a package is found in this area it is examined and taken to the correct place. The employee should scan the shipping label or item number to determine if the order has been completed properly. Doing this should avoid the instance of that package being taken to the wrong place.
|
||||
5. Carrier/driver does not scan the packages given to them, and then something happens to the package before it reaches the carrier’s regional hub. Note: it is not normal for standard carriers like UPS or USPS to scan each package given to them during the pickup and they will usually refuse to do it.
|
||||
1. Handled the same way as potentially lost or stolen packages.
|
||||
2. We do not currently have another way to address or prevent this.
|
||||
3. Our WMS has a mechanism to detect this in some cases but there is no defined process for checking that or responding to it.
|
||||
@@ -0,0 +1,17 @@
|
||||
## Service and Support:
|
||||
### Goal:
|
||||
The customer may need assistance with the service or have questions about the results. The goal is to ensure they receive accurate, timely answers to questions or concerns they have, or extra work they request that isn’t normally part of the process. To ensure the most accurate answers, we ask customers to email us at [contact@ldrprep.com](mailto:contact@ldrprep.com) which then generates a ticket all staff members can see. The tickets are then assigned to one of the supervisors for the project to mitigate any miscommunications that could occur from having a separate customer service person who doesn’t work on the floor. Tickets of that nature are expected to be responded to by a supervisor within 1-2 business days. If the supervisor cannot answer the question, the ticket is escalated up through management, until it ultimately reaches the CEO if nobody else is able to resolve it.
|
||||
|
||||
Complaints or frequently asked-about issues should be brought to the attention of the Line Lead most closely related to the Points where the problem was caused and the next earliest Point it could be detected so measures can be put in place to prevent, detect, or reduce the need for customers to contact us about the same thing. Likewise, the relevant Line Leads should report that they have been notified about an issue and explain either what they did about it or what resources they need.
|
||||
### Known Errors:
|
||||
A customer complains about something and the Line Lead doesn’t know about it. This can cause the Line Lead and their team to think they are doing the job correctly when they really aren’t.
|
||||
|
||||
### Mitigation
|
||||
The customer tries to contact us in a different way, like WhatsApp or emailing an employee directly, so it does not reach the ticket tracker.
|
||||
|
||||
1. Our website explains that contacting our company should always be done by emailing [contact@ldrprep.com](mailto:contact@ldrprep.com) or calling the official line at 513-449-2899 and warns customers that contacting us a different way could cause delays or other issues.
|
||||
2. All employees are required to have a warning about this in their email signature.
|
||||
3. A ticket gets marked resolved but the customer wasn’t actually provided a good solution.
|
||||
4. Tickets that are closed without any response are reviewed on a regular basis by executive management.
|
||||
5. Tickets have a “how did we do” footer in them, and if a customer clicks that we did a bad or neutral job, it triggers an internal review of the ticket.
|
||||
6. Tickets are analyzed by a computerized system regularly to detect emails about the same general topic or complaint. When that system detects several complaints about the same general issue in a month, an internal review of the process is triggered whereby the supervisor over the step where the error occurred is asked to conduct an investigation and submit a report explaining either what changes were made to reduce the failure rate or detailing additional resources needed.
|
||||
@@ -0,0 +1 @@
|
||||
This folder is for storing sections of QMS documents that can be used like building blocks in other areas because they are the same.
|
||||
@@ -0,0 +1,108 @@
|
||||
#intendedProcesses #opinionated
|
||||
STOW stands for **S**patially and **T**emporally **O**ptimized **W**arehousing.
|
||||
|
||||
![[Opinionated Transclude]]
|
||||
|
||||
### STOW is "putaway" by another name... until it's not.
|
||||
Other warehouses might call this "putaway". A person doing STOW is responsible for optimizing the storage of goods in the warehouse, both spatially and temporally. That means ensuring the inventory can be accessed quickly and the space is being utilized well.
|
||||
|
||||
This model of "putaway" is organized around the way computer RAM works (hence, opinionated). However, the thought process is that RAM addresses were originally modeled after physical storage methods, and then improved on by top-tier engineers.
|
||||
|
||||
## The main objective of STOW
|
||||
The main objective of STOW is making it as fast as possible for key people to find and retrieve particular items from inventory. Efficient use of space is secondary, but still very important. Rather than space, safety and loss prevention should be the focus. When handled appropriately safety-focused storage methods will also use space efficiently.
|
||||
|
||||
### STOW needs to enable the following capacity levels for outbound operations
|
||||
Based on models and simulations, a picker needs to be able to locate and pick a given item in about 45 seconds or less (less is better). **To facilitate that, it's recommended that each STOW location be sized and positioned so that it takes no more than 30 seconds to scan every barcode in the location.**
|
||||
|
||||
These metrics were arrived at using [[Chaos Shaping]], with a [[Chaos Measure and Model.ods]], and our reference implementation of a [[Montecarlo throughput simulation]].
|
||||
|
||||
This section is transcluded from [[Outbound Methods and Flows]] (and may not render on the web; just click the link above).
|
||||
![[Outbound Methods and Flows#Fulfillment Timeframes]]
|
||||
|
||||
### Recommended methods and practices
|
||||
- If it isn't possible to scan every single item in a location within 30 seconds, the location is too large. Consider sub-dividing it or creating bins.
|
||||
- Avoid stacking as much as possible. It creates risks of things falling over and slows down picking. In general, no more than 2-3 things should be stacked on each other.
|
||||
- STOW is not a revenue generating task, but it needs to be done regularly. With that said, efficiency is key.
|
||||
- Be creative with subdividing and binning locations.
|
||||
|
||||
|
||||
## Related Processes
|
||||
People performing STOW should be aware of related processes that guide the way STOW should be performed.
|
||||
|
||||
### Relation to 5S
|
||||
STOW has a strong relation to [[5S]] and [[red tagging]]. Where practical, staff doing STOW should be trained on [[5S]] and [[red tagging]].
|
||||
|
||||
### Relation to Kaizen
|
||||
STOW is related to [[Kaizen]] in the sense that Linear Kaizen may guide the optimal placement of inventory or traffic lanes. In this kind of Linear Kaizen Event, members of the STOW operators should map the movement flows of inventory and people to better understand who is moving what, where, when, and why.
|
||||
|
||||
## Stakeholders
|
||||
[[Dock Team]] is a major stakeholder in the STOW process because they rely on it to quickly pick orders they need to ship out.
|
||||
|
||||
[[Inspection Team]] and [[Refurb Team]] mainly benefit from STOW because they need cleared racks in order to do their work.
|
||||
|
||||
[[Customer Experience]] is also a stakeholder in two different ways. In one case, several of the critical failure modes can result in customer complaints the Customer Experience team has to deal with. Second, Customer Experience often has to locate items for [[rework]] or [[adwork]] when customers request it.
|
||||
|
||||
## Critical Failure Modes
|
||||
|
||||
- Items could be misplaced and become difficult to find, leading to [[Outbound Methods and Flows#Fulfillment Timeframes|delays]] in order [[fulfillment]].
|
||||
- Unorganized storage bins can lead to safety issues such as items falling off shelves.
|
||||
- Overstuffing could lead to poor utilization of space and wasted resources.
|
||||
- Underfilling by facing items that don't properly fill the space can create a perceived shortage of storage.
|
||||
- Stacking items can lead to safety issues.
|
||||
|
||||
See [[Things you see in a warehouse]] for example of good and bad STOW.
|
||||
|
||||
### Critcal misunderstandings about STOW
|
||||
There are some non-obvious things a person doing STOW should be aware of, otherwise there's a strong possibility of [[Iranian Satanism]] (zealously engaging in sabotaging activities without self awareness).
|
||||
|
||||
#### Clearing rolling racks is usually the wrong place to start
|
||||
STOW is often triggered because [[Inspection Team]], [[Refurb Team]], or some other person needs an empty rolling cart to continue their work. However, clearing the rack they already have is usually the wrong place to start because it sets the wrong priorities.
|
||||
|
||||
Basically, if STOW is initiated because an empty rolling rack is needed, then STOW has already failed. This was the intended purpose of the [[Kanban Inventory Flags]] for mobile racks.
|
||||
|
||||
Instead, the best place to start is often looking in the STOW area for rolling carts that can be consolidated with like-size items to produce a cleared cart. When the goal is clearing a specific rack there's often a temptation to shove whatever items will fit into the permanent storage areas. That may quickly produce an empty rolling cart, but it increases the liklihood of critical failure modes.
|
||||
|
||||
#### Avoid homogenous inventory except in small spaces
|
||||
It is usually a bad idea to put several units of exactly the same product in a location unless it's very fast and easy to scan every single one.
|
||||
|
||||
For example, putting 30 laptops in the same area is probably not a great idea unless it's very fast to scan each of them.
|
||||
|
||||
#### Chaotic storage and barcodes
|
||||
We use [[Chaotic Storage]] as our primary storage method for inventory that has unique barcodes ([[Item Number]], [[ALC]], [[Tracking Number]]). This enables us to essentially put such inventory anywhere it fits without needing to pre-designate particular areas. However, this cannot be done with inventory lacking unit-specific barcodes.
|
||||
|
||||
#### Bulk inventory not tracked by individual units
|
||||
For bulk inventory (inventory that is not tracked by specific unit), different practices should be used. Primarily, such inventory should be kept in a bin that is labeled with the ALC of the box it arrived in. This is an advanced checkin method beyond the scope of this document. However, when bulk inventory is checked in this way it can be moved and updated using Box Wizard if the whole bin needs to be moved and Bulk Update if a smaller number of units need to be moved.
|
||||
|
||||
Alternatively, bulk inventory can be updated by location as long as a location includes exactly one [[SKU]]. For example, imagine we have 50 new hard drives that are all the same model number, and we are not tracking them by item number. If we placed all 50 in the location "B-04-05-HD", we can use Bulk Update's "load by location" feature to update or move the hard drives. However, if someone places even a single item in B-04-05-HD that isn't the same SKU, that can no longer be done.
|
||||
|
||||
## Basic adherence to location standards
|
||||
The article on [[Location Naming]] should be regularly consulted and updated by anyone involved with STOW. This section will just highlight some basics about location naming and inventory placement.
|
||||
|
||||
### Locations starting with A should be used for inventory that needs to be quickly accessed
|
||||
Locations that begin with A should be used for inventory that needs to be quickly accessed. If accessing a location requires any special tools like a ladder or pallet jack, or if the location is typically blocked and hard to access it should not have an "A" designation. If any area beginning with "A" is found to be difficult to access or habitually blocked and the STOW crew is not able to resolve that issue, the location code should be updated to reflect it is not an "A" location anymore.
|
||||
|
||||
This also means that stale or aged inventory found in A locations should eventually be moved to slower locations to free up room in A. For example, if an "A" location has had the same items sitting there for six months, they should probably be moved to a B location.
|
||||
|
||||
## Tools useful for STOW
|
||||
[[NMI]] provides some tools and reports that are useful for STOW.
|
||||
|
||||
The primary tools used are the [[STOW Tool]] and [[Bulk Update]], both of which can be accessed from the hotbar. The STOW Tool allows for very fast, chaotic movement of inventory between multiple locations. Bulk Update is better for moving or confirming the location of several different items to the same spot.
|
||||
|
||||
[[Bulk Update]] is useful for things like:
|
||||
- Scan everything on a rack or bin to verify it's location.
|
||||
- Move an entire location. For example, if a bin labeled "A-01-02-B-1" is being moved to a different place, Bulk Update can "rename" the bin.
|
||||
|
||||
### Location Freshness
|
||||
The Location Freshness report shows inventory locations where the items have been in storage for a long time, or where recently received items are mixed with inventory that's been in storage for a long time.
|
||||
|
||||
https://app.ldrprep.com/?page=audit/locationFreshness
|
||||
|
||||
|
||||
### Warehouse Hotzones
|
||||
The Hotzones report shows the most actively used locations in the warehouse, as well as some data about the size of the items. It can be used to identify underutilized areas as well as inventory that would benefit from being moved closer to work areas.
|
||||
|
||||
https://app.ldrprep.com/?page=reports/warehouse2/hotzones
|
||||
|
||||
<iframe src="https://rdash.ldrprep.com/public/dashboards/wb4XMwKhaey7Gl9TJpkBvmBTe2qsWr6LJdQ8rR4I?org_slug=default" style="width: 100%; height: 40vh;"></iframe>
|
||||
|
||||
|
||||
@@ -0,0 +1,2 @@
|
||||
|
||||
![[schedule shift with gigsmart.flv]]
|
||||
@@ -0,0 +1,27 @@
|
||||
---
|
||||
author: "Jason Thistlethwaite"
|
||||
---
|
||||
This article covers practices for scheduling shifts of hourly workers, particularly in relation to [[Foundations and Governance/General Policies/Attendance]].
|
||||
|
||||
Here's what to do:
|
||||
|
||||
1. Total up the number of hours each employee was scheduled to work over the past 30 days.
|
||||
2. Total up the number of hours they actually worked over the same period.
|
||||
3. Divide the 2nd number by the 1st number to calculate their Attendance Rate.
|
||||
|
||||
Once you've calculated the Attendance Rate for each employee, place the employees with the best Attendance Rate on the schedule first, and do as much as possible to accomodate their preferences.
|
||||
|
||||
If there any employees who have an attendance rate below 90%, here is what to do:
|
||||
|
||||
If they are normally a full-time employee scheduled for 40 hours, multiply their attendance rate by 40 to calculate their Schedule Cap. For example, if an employee's attendance rate is 75%, you'd multiply 40 by .75, and 30 would be their Schedule Cap. Once you've calculated each person's schedule cap, place them on the schedule but don't schedule more hours than their Schedule Cap.
|
||||
|
||||
If the employee has perfect attendance for more than a week, you can increase the Schedule Cap by 25% of the difference each week until it returns to normal.
|
||||
|
||||
For example, an employee with a Schedule Cap of 75% or 30 hours:
|
||||
|
||||
Week 1: 30 hours and perfect attendance.
|
||||
Week 2: 32.5 hours
|
||||
Week 3: 35 hours
|
||||
Week 4: 37.5 hours
|
||||
Week 5: 40 hours
|
||||
|
||||
@@ -0,0 +1,9 @@
|
||||
#wip
|
||||
|
||||
Let's get some terminology out of the way real fast so the rest of this article makes more sense.
|
||||
|
||||
**Supervision** is what a person does when they monitor or track the work of other people. **Management** is what a person does when they are deciding the priorities for how resources should be allocated, what processes to use, or what to prioritize. In other words, supervision is making sure the work is being done the correct way. Management is making sure the correct work is receiving the correct amount of resources.
|
||||
|
||||
A Foreman is a temporary manager appointed for a project who (temporarily) outranks everyone else working on the project regardless of job title or the normal chain of command. A Foreman should be appointed if there is a subject matter expert present who's otherwise not high enough on the totem pole to manage the people doing the work.
|
||||
|
||||
## A supervisor's job
|
||||
@@ -0,0 +1,9 @@
|
||||
The supplies tracker asks for three different monetary amounts under "Manage Supplier", Unit Cost, Unit Price, and Refurb Price. This section explains what these are for.
|
||||
![[Pasted image 20230123135211.png]]
|
||||
**Unit Cost** refers to the _we paid_ per unit, including all shipping, delivery fees, or sales tax.
|
||||
|
||||
**Unit Price** is what we _charge_ customers per unit when we use the supply. By default, it should be a 15% markup over the unit cost.
|
||||
|
||||
**Refurb Price** is the same thing as Unit Price, except it can be a different amount that's charged when the supply is used in refurbishment.
|
||||
|
||||
#stub #intendedProcesses
|
||||
@@ -0,0 +1,62 @@
|
||||
Weekly reports are meant to be quickly digestible summaries of what's happening in each area of the organization. The idea being, somebody familiar with the work going on there should be able to get a general picture of how things are going by reading about 1 page of writing.
|
||||
|
||||
Once those reports are produced, they are collected and collated to produce a short summary of Key Events across the organization. The summary should be made available to all of the management.
|
||||
|
||||
The management then read over the summary before having an [[Alignment Meeting]]. The main goals of an alignment meeting are as follows:
|
||||
|
||||
1. Make sure everyone has the same understanding of the information in the report by asking questions or clarifications.
|
||||
2. Highlight anything important that would change how we make decisions if it were included.
|
||||
3. Decide what the priority areas for focus are across the company, and make a short bulleted list of what decisions were made.
|
||||
|
||||
Once that's been done, the whole report and the decisions can be distributed to all staff, providing any sensitive or demoralizing information has been sanitized.
|
||||
|
||||
## Metrics, facts, and figures
|
||||
Generally speaking these reports aren't expected to include facts, figures, graphs, or charts. Each person is expected to be monitoring those things themselves and then using them to back up their opinions or observations if asked.
|
||||
|
||||
## Report Format
|
||||
Reports from each person are supposed to include three main bullet-pointed sections focused on what that person's team or department has experienced since the last time they did a report.
|
||||
|
||||
### Achievements
|
||||
A bullet pointed list of positive events or goals that have been accomplished.
|
||||
|
||||
### Needs Improvement
|
||||
A bullet pointed list of major things holding the team back from achieving more.
|
||||
|
||||
### Todo
|
||||
A bullet pointed list of what the person thinks they and their team should do next based on the information they already have.
|
||||
|
||||
For example, this is what they plan to do, based on their achievements and pain points, if nothing changes and they don't learn anything new.
|
||||
|
||||
### Basic example
|
||||
This example is oriented around something that's not work related to make the concept accessable for wider audience. In this case, the person submitting the report has recently moved into a new appartment.
|
||||
|
||||
This example shows two reports from the same person, one week apart.
|
||||
|
||||
#### Week 1
|
||||
##### Achievements
|
||||
- Bought a new refrigerator.
|
||||
- Got a raise at work.
|
||||
- Made friends with a new neighbor.
|
||||
|
||||
##### Needs Improved
|
||||
- Moving large appliances or boxes into the appartment is slow and prone to accidents.
|
||||
- The appartment is too disorganized or messy to have visitors.
|
||||
|
||||
##### Todo
|
||||
- Clean up the entry area and buy a couch.
|
||||
- Go bowling with the new friend.
|
||||
|
||||
#### Week 2
|
||||
##### Achievements
|
||||
- Got rid of a ton of trash.
|
||||
- Moved all the boxes into a spare room so the living room can fit a couch and furniture.
|
||||
|
||||
##### Needs Improved
|
||||
- It's taking longer to clear out the living room than I expected. There isn't anywhere good to unpack and organize my stuff.
|
||||
- A different neighbor was upset about me filling the dumpster with trash.
|
||||
|
||||
##### Todo
|
||||
- Buy some shelving and cabinets.
|
||||
- Explain to the neighbor I just moved in and try to make a compromise since I'll have a lot of trash until I finish unpacking.
|
||||
|
||||
|
||||
@@ -0,0 +1 @@
|
||||
#intendedProcess
|
||||
@@ -0,0 +1 @@
|
||||
Red Tagging is a 5S method where inventory or tools that serve no purpose in a work area are marked with a bright red tag and removed from the area. If nobody claims or finds a use for the red tagged tools or inventory it can be removed from the workplace, such as selling, donating, or disposal.
|
||||
Reference in New Issue
Block a user