1. Jermaine Cotino
Continuous Improvement

2. • Layout Improvement
• Warehouse Optimization
• Expanded Coverage
• Excess and Obsolute
• Hot Check Tool Introduction

3. Layout Improvement
• There was no logical flow
between the processes
and the layouts.
• After I matched the
layouts with the
processes, the flow
became more logical and
much more L.E.A.N.

4.  Whs Optimization in Progress
Before After

5.  Whs Optimization in Progress
Full consolidated area after my Implementation of
new procedures

6. Expanded Coverage
• The business working
hours are extended (6:00
– 18:00).
• New people are hired to
cover the 12 full working
hours
• We are able to meet the
customer satisfaction on a
higher level.
• The extended hours and
the increased head count
in combination with the
GeForce Technique

7. Scrap and Donation Orders
• Decrease of Excess and
Obsolete Inventory • Reduced the excess and
obsolete Inventory
which keep the
inventory low.
• The space is now
optimized, and
consolidated.
• Preparation for NPI’s.

8. HOT Check Tool
• With the hot check tool,
we could accomplish to
receive hot items first.
• Releasing of Planned /
Backlog orders went
faster because of the
prioritized receiving.
• We were able to reduce
50% of the backlog after
we start using the HOT
Check tool.

9. Rec Put Pick LAB Pack Manifest Ship
Dock
HUB
Slow
Medium
Fast
• Database Registration all pallets (shared) Also New Ones
• Hot Check tool scanning & segregate boxes
• New Priority’s in the hot check which indicated the part
will release a full order
• Build pallets from 1,5 mtr (hot parts / boxes)
• Each Pallet needs to be scanned and labeled with a pallet
ID.  Pallet ID, #SO, shipset, P/N.
• Arrange shipment to whs
• Build Hot
Trolleys
(Market HOT)
• Each morning review the previous day’s output (+/- 15 min)
• Supervisor assigned order to the lab techs based on FIFO
• 1 big trolley for the lab for small order < 10 small assets
• Each Tech has a daily Target of 10 orders to pass.
• Quality Assurance: all Tandberg and UCS test results need to
be stored in the Lab DB, including test screenshot (training
needed)
• Tandberg and UCS orders triple checked before leaving the
lab. (Globally 26% failures)
• Order(s) with tech issues in Lab-Hold status need to be
reported to the management
• HOT-Order issue need to reported to the management.
Hot Check Priorities
PRIO 1 =Backlog Escalated (CS team/Kevin & etc)
PRIO 2 =Backlog can release full orders
PRIO 3 =Backlog no escalations
PRIO 4 =Backlog NPI
PRIO 5 =No Backlog no stocks High Runners
Put Away Priorities
PRIO 2 =Backlog can release Full orders, trolleys goes to problem-hot
Physical locations needs to be defined
All other priorities follow their normal procedures

10. • 5S Introduction
• Extra Racking / Safety
• Daily Cycle Count Program
• WMX Training /
Preparation
• Dashboards (sql written
queries from the Database)
• Increase order fulfillment

11. 5 S Introduction
1 Sort
2 Stabilize
3 Shine
4 Standardize
5 Sustain
• Daily and weekly
housekeeping are setup
and followed.

12. Extra Racking & Safety for personal
• Pallet Racking in hall C
will be replaced by the
racking in Hall D
• This will create more
then 50 extra pallet
locations in Hall C.
• Safety net will be
placed in the shipping
and expedition area

13. • A cycle count is
an inventory management
procedure where a small
subset of inventory is
counted on any given day.
• A Team will be assigned for
this program.

14. • Area’s need to be
labeled to prepare for
barcode scanning.
• Individual training will
be given.
• Groups sessions will be
planned for the
weekends

15. • Daily Dash Boards
introduced to monitor
the gabs in the
processes.

19. "The key to success is for you
to make a habit throughout
your life of doing the things
you fear."