Page 136 - Binder

Nomination Recognition 2017

Report by Cross Functional Team

CATEGORY: CROSS FUNCTIONAL TEAM AWARD

PROJECT: Wooster Tiger Team

CATEGORY: DOING WHAT IT TAKES

NOMINATOR: John Hooker
functional ?Tiger Team? was quickly mobilized and was able to quickly identify a
number of root cause issues that led to inventory accuracy and
productivity/throughput issues at the Wooster facility. These issues included:

? Training issues generated by many new employees and related turnover
? Multiple business processes that were not being followed or completed
? Master data issues driven by the significant movements of customer shipping
locations (Stow to Wooster and back in some cases) and pallet configurations
driven by ASRS
? Usage of floor space not originally intended to store fast moving inventory (and the
subsequent system setup)
? System processes that needed to be changed or adjusted to match new business
processes

The team mobilized initially for two weeks, and quickly accomplished the following:

? Converted Buildings 66 and 72 from Inventory Management to Warehouse
Management in SAP
? Relabeled, reorganized inventory, and completed a full physical of Building 66 at
Wooster
? Completed an audit analysis of the ASRS system ? this led to maintenance of
sensors in the equipment that were not reading the second pallet position in each
ASRS location
? Developed additional audit reports for DC personnel to use to identify issues within
the ASRS equipment
? Developed detailed metrics to track process transactional compliance and
inventory accuracy
? Increased cycle counting frequency
? Added additional dock doors (essentially inventory locations) to building 73 to
enable better tracking when receiving inventory
? Reviewed all relevant master data, bin quantities, put-away strategies, and picking
strategies
? Reviewed and updated all relevant training documents
? Re-trained Wooster shipping personnel

Coming out of the two week sprint, it became apparent that despite some
productivity improvement, a longer term effort was needed to continue to evaluate
and resolve additional root cause issues. The IT, Finance, and DC team members
joined with OPEX resources so that a single, coordinated effort could go after these
opportunities.

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