LDRDocs/Processes/QMS - Returns Triage and 3-day.md

authors, lastRevised, googleDoc, tags

authors	lastRevised	googleDoc	tags
Jason Thistlethwaite, Michele Schroeder	2024-01-26	https://docs.google.com/document/d/1l_PjkSYiH1GJQ4HA4VgUvzuyp2ejnGosJVgxQWJgKvY/edit?usp=sharing	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.

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WARNING: This document has been copied from the “QMS - Jackets and Clothing” project to use as an example/template.

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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.

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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 STOWed 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 (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.
2. 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 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 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.

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