1. Workplace Organisation
Workplace Organisation – Swindon
WBC
The purpose of Workplace Organisation is to
minimise material handling and provide an
efficient workplace layout.
WORLD CLASS MAIL
Safety
QualityControl/CustomerSatisfaction
CostDeployment
Ip
AutonomousMaintenance
ProfessionalMaintenance
PeopleDevelopment
Environment
Commitment
Deployment
Involvement
Implementation
Communication
Evaluation
Understanding
Standardisation with Visibility
Measurement
Documentation
Focusedmrovement
Logistics
WorkplaceOrganisation

2. • Overview of the Pillar
• Cost Deployment and Area Classification
• Model area – process selection
Initial restore at the model area
• Step 1 – Initial Cleaning using 5S
• Step 2 – Tidying up process with 3M reduction
• Step 3 – Tentative standards applying S.O.P and cleaning procedures
Standard Improvement at the model area
• Step 4 - Mail Characteristics
• Step 5 – JIT parts supply
• Conclusion
• Summary
Agenda

3. Vision, Needs, objectives and
Targets
Vision
To continuously improve our
productivity at the
workstationby involving our
people in attacking our waste
and losses caused by poor
workplace organisation
Needs
•Staff engagement across all
three shifts, staff to actively
take part in trials in the model
area.
• Management to ensure 5S
activity is completed, and
standards are maintained in the
model area
•Strong relationship with the
Logistics pillar to compliment
good workplace organisation
Objectives
• To improve the WBC’s centre
KPI’s
• Improve productivity through
analysis of 3M
• Reduce material handling in our

4. Workplace Organisation Team
Workplace Organisation Pillar Lead
0
1
2
3
4
5G
5W+1H, 5Why
7 WCM Tools
Minimal material handling
Pace monitor
WO Step 1
WO Step 2
WO Step 3
Video monitoring method
Line balancing
Motion economy
7 IE Tools
One piece flow
Three obstacles
No forklifts
WO Step 4
WO Step 5
WO Step 6
Two video camera method
Picking methods
Ashley Smith
Pillar Lead Pillar Support
Gina Briggs
Workplace Organisation Pillar Team
0
1
2
3
4
5G
5W+1H, 5Why
7 WCMTools
Minimal material handling
Pace monitor
WOStep1
WO Step2
WOStep3
Videomonitoring method
Line balancing
Target Post Pre
Colin Boivin
Pillar Support

5. Step 7
Step 5
Step 6
Step 1
Step 2
Step 3
Step 4
Initial
Cleaning
Tidying
Up
Process
Tentativ
e
Standar
ds
Mail
Charact
eristic
Educatio
n
JIT Mail
Supply
& Line
Balance
Cycle
Time
Stabilise
d
Standar
disation
Current Position:
Model Area
Overview – The 7 Step Approach

6. Summary of Auditor feedback
Pillar Score
At the last audit we were tasked with maintaining the 5S standards put in place, and
focus on the processing of items at the workstation. We have clearly separated
logistics from the process by using 3M’s combined with a new way of working.
The actions we have completed
5S maintained, new activity shown on CD matrix
New best practice established by product and standardise with SOP
3M activity completed and logistics can be identified and separated
Productivity measured before and after and weekly meetings with CD for
updates

7. • Overview of the Pillar
• Cost Deployment and Area Classification
• Model area – process selection
Initial restore at the model area
• Step 1 – Initial Cleaning using 5S
• Step 2 – Tidying up process with 3M reduction
• Step 3 – Tentative standards applying S.O.P and cleaning procedures
Standard Improvement at the model area
• Step 4 - Mail Characteristics
• Step 5 – JIT parts supply
• Conclusion
• Summary
Agenda

8. Plan Do Check Act
Swindon WBC F Matrix
No Project Description Work Area Loss Type
Project
Leader
Total Loss
Identified
£k
Total Loss
Identified
Hours
WO2 Processing
Downtime /
Waiting for
Work
Colin Boivin
Colin
Boivin
3.1 112
Downtime waiting for work from
Storage & Racking (All)
Project
Sponsor
(Pillar
Lead)
WO15 Processing Measurement 538Processing work at the workstations 7.4Colin Boivin
Colin
Boivin
Colin Boivin
Colin
Boivin
10.0WO16
Workplace Organisation Model Area
(WOMA)
Processing
Operator
Motion
728.3
Pillar Overview – Cost
Deployment
Workplace Organisation
3 Projects
Total loss £25K
AA
Stratification
0
2000
4000
6000
8000
10000
12000
Woma Processing Downtime
WO Losses
£
Series1

9. WO Area Classification
AA

10. • Overview of the Pillar
• Cost Deployment and Area Classification
• Step Zero - Model area – process selection
Initial restore at the model area
• Step 1 – Initial Cleaning using 5S
• Step 2 – Tidying up process with 3M reduction
• Step 3 – Tentative standards applying S.O.P and cleaning procedures
Standard Improvement at the model area
• Step 4 - Mail Characteristics
• Step 5 – JIT parts supply
• Conclusion
• Summary
Agenda

11. Model area
Pallet Lifter
D2D items
Scales
Table
York
Strappex
Processing
workstation
Step Zero

12. Overview of Model area
Step Zero

13. Processing IPWH
0
2000
4000
6000
8000
10000
12000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Week No
IPWH
Productivity target
Step Zero
Pre WCM's the average IPWH was 10,000 items
Step 0

14. • Overview of the Pillar
• Cost Deployment and Area Classification
• Step Zero - Model area – process selection
Initial restore at the model area
• Step 1 – Initial Cleaning using 5S
• Step 2 – Tidying up process with 3M reduction
• Step 3 – Tentative standards applying S.O.P and cleaning procedures
Standard Improvement at the model area
• Step 4 - Mail Characteristics
• Step 5 – JIT parts supply
• Conclusion
• Summary
Agenda

15. Stratification of WO losses in set
up times
Processing set up time WO losses
00:00.0
00:08.6
00:17.3
00:25.9
00:34.6
00:43.2
00:51.8
01:00.5
Work York Labels York Cards Pens
Seconds
Target Set up times
0
0.5
1
1.5
2
2.5
3
3.5
Current Target
Minutes
Current
Target
3G
Go to the spot,
examine the
object, check
the facts and
figures
Key
1Work 00:51.0
2York 00:47.1
3Labels 00:39.9
4YorkCards 00:38.4
5Pens 00:36.2

16. Initial Cleaning
SEIRI
Step 1 Separate the necessary from the
unnecessary
Our aim is to help our staff change their habits to
help keep the Workplace tidy. To help achieve this
we performed a 5S at the model area, stripping the
area back to its basics where only the necessary was
kept
We cleaned up
the workstation and
removed materials
and containers
that stood in the way

17. Seiri – Sort
Clutter under table Clutter removed from
under table
BEFORE AFTER

18. Seiton – Set in order
YORK CARDS
LABE
LS
PENS
BEFOR
E
AFTER
Folder provided for
labels

19. Seiton – Set in order
Pens and York cards
stored in cabinet

20. Seiso - Shine

21. Seiketsu – Standardise

22. Initial cleaning
JES ref: Pro001 Work Area: Processing tables
Step / Activity Impact How What good looks like
At the end of the shift, a
single empty york must be
placed at the desk for the
next processor
Please ensure that knifes,
pens, scissors are left at the
workstation at the end of
shift
Please ensure a pallet lifter
is left at the work station at
all times
Please ensure all York cards
are replenished
Issued by: Ashley Smith Verified by: Operator:Processors
Signature: Signature: Signature:
Date: Date: Date:
Quality Mandatory Sequence Occupational Safety Critical process for productLegend:
Job Element Sheet (JES)
Compliance
1
2
2A
3
Average operator
processed 10,000
items per work
hour at the
model.
250 items
increased
IPWH at model
area in first
hour

23. Productivity
Processing IPWH
0
2000
4000
6000
8000
10000
12000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Week No
IPWH
Step 0
Step 1
Step 1
5s has increased IPWH at the model area

24. • Overview of the Pillar
• Cost Deployment and Area Classification
• Model area – process selection
Initial restore at the model area
• Step 1 – Initial Cleaning using 5S
• Step 2 – Tidying up process with 3M reduction
• Step 3 – Tentative standards applying S.O.P and cleaning procedures
Standard Improvement at the model area
• Step 4 - Mail Characteristics
• Step 5 – JIT parts supply
• Conclusion
• Summary
Agenda

25. Tidying up process
MURI
DIFFICULT AND UNATURAL OPERATIONS

26. Tidying up process
3M Reduction
D = items can be fetched by
walking
C = items can
be picked up by
turning the body
A= items can be taken by
stretching out the elbows,
both hands can be used
Operators work within the strike zone at the
workstation but they never work in the golden
Zone

27. Tidying up process
Muri
MURI 141
Level 1
Level 2
Level 3
54
38
44
WBC Processing cycle
3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1
# Activity
0°-15°
15°-30°
Morethan30°
0°-15°
15°-45°
Morethan45°
TotheWaist
Shoulder
Height
Abovethe
Shoulder
0°-30°
30°-60°
Morethan60°
0°-90°
90°-180°
Morethan180°
Easytopickup
withoutmoving
Itcanbepickedupwith
ahandbyreachingout
withthearm
Difficulttohandle-
Mustpayattention
0°-45°
45°-90°
Morethan90°
0-4Steps
5-9Steps
Morethan10Steps
Lessthan5Kg
5Kg-11Kg
Morethan11Kg
1 Fetch work x x x x x x x x x 6 4 3
2 Fetch Labels/Monitor sheets x x x x x x x x x 7 2 3
3 Fetch York x x x x x x x x x 5 2 9
4 Pallet lift er - moving boxes x x x x x x x x x 6 6 0
5 Moving boxes to scales x x x x x x x x x 4 6 6
6 Moving boxes from pallet to York x x x x x x x x x 3 4 12
7 Processing items x x x x x x x x x 7 4 0
8 Strapping items x x x x x x x x x 2 6 12
9 Taking York out - despatch x x x x x x x x x 4 4 9
10 0 0 0
11 0 0 0
12 0 0 0
13 0 0 0
14 0 0 0
25 0 0 0
6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1
Bending and
Straighten the
knees
Ergonomics Analysis
Pick up parts and
materials
Transportation of
weights
Walking
Evaluation Points
Level 1: 3 Points
Level 2: 2 Points
Level 3: 1 Point
Muri
Score: 136Movements
on the Job
Level
Wrist rotation angle Work range
Bending at the
Waist
Waist Rotation
Angle
Raising the Arms to
Accomplish the Task
6
0
3
5
1
3
7
2
0
4
1
4
6
3
0
5
2 2
4 4
1
5
0
4
2
6
1
6
7
5
6
4
3
7
2
4
0
0
0
0
0
0
4
2
2
6
6
4
4
6
4
0
0
0
0
0
0
3
3
9
0
6
12
0
12
9
0
0
0
0
0
0
0 5 10 15 20 25

28. WBC Processing cycle
3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1
# Activity
0°-15°
15°-30°
Morethan30°
0°-15°
15°-45°
Morethan45°
TotheWaist
Shoulder
Height
Abovethe
Shoulder
0°-30°
30°-60°
Morethan60°
0°-90°
90°-180°
Morethan180°
Easytopickup
withoutmoving
Itcanbepickedupwith
ahandbyreachingout
withthearm
Difficulttohandle-
Mustpayattention
0°-45°
45°-90°
Morethan90°
0-4Steps
5-9Steps
Morethan10Steps
Lessthan5Kg
5Kg-11Kg
Morethan11Kg
1 Fetch work x x x x x x x x x 6 4 3
2 Fetch Labels/Monitor sheets x x x x x x x x x 7 2 3
3 Fetch York x x x x x x x x x 5 2 9
4 Pallet lift er - moving boxes x x x x x x x x x 6 6 0
5 Moving boxes to scales x x x x x x x x x 4 6 6
6 Moving boxes from pallet to York x x x x x x x x x 3 4 12
7 Processing items x x x x x x x x x 7 4 0
8 Strapping items x x x x x x x x x 2 6 12
9 Taking York out - despatch x x x x x x x x x 4 4 9
10 0 0 0
11 0 0 0
12 0 0 0
13 0 0 0
14 0 0 0
25 0 0 0
6 0 3 5 1 3 7 2 0 4 1 4 6 3 0 5 2 2 4 4 1 5 0 4 2 6 1
Bending and
Straighten the
knees
Ergonomics Analysis
Pick up parts and
materials
Transportation of
weights
Walking
Evaluation Points
Level 1: 3 Points
Level 2: 2 Points
Level 3: 1 Point
Muri
Score: 136Movements
on the Job
Level
Wrist rotation angle Work range
Bending at the
Waist
Waist Rotation
Angle
Raising the Arms to
Accomplish the Task
6
0
3
5
1
3
7
2
0
4
1
4
6
3
0
5
2 2
4 4
1
5
0
4
2
6
1
6
7
5
6
4
3
7
2
4
0
0
0
0
0
0
4
2
2
6
6
4
4
6
4
0
0
0
0
0
0
3
3
9
0
6
12
0
12
9
0
0
0
0
0
0
0 5 10 15 20 25
Tidying up process
Muri
D = items can be
fetched by walking
C = items
can be
picked up
by turning
the body
A= items can be taken
by stretching out the
elbows, both hands
can be used
To attack Muri, our
aim was to focus on
the golden zone and
how the necessary
tasks could be
completed with ease
To achieve optimum,
operators should be able to
complete tasks required
within the golden zone

29. Tidying up process
Muri Working with the safety pillar, we looked at various
ways in which we could improve the ergonomics of
the operation.
Safety
Working with the
safety team to
improve the
ergonomics

30. Tidying up process
Muri
D = items can be
fetched by walking
C = items
can be
picked up
by turning
the body
A= items can be taken
by stretching out the
elbows, both hands
can be used
Our aim was to focus on making the
task easy for the operator and how
the job could be made easy by
removing the Muri
LIFTING Rotating
Bending Knees
Wrist rotation

31. Tidying up process
Golden Zone
120mm
1400mm
Each box has to be moved 1400mm
to the scales with a lift upwards of
120mm for the box to be weighed at
the golden zone
On average, 1 operator performs this
Operation repeatedly 400 times a day

32. Quick Kaizen – Driven by
safetyWorking with the
safety team to
improve the
ergonomics
Safety
How can we improve the Ergonomics
at the workstation?
Tim Jones at our first Audit
said that we should break
down the processing to
reduce Muri
The focus was on the Ergonomics of the
operations, and to improve the ergonomics was
to break down the operation

33. Tidying up process
Our ideas produced our
new model area.
We trialled this
Countermeasure that
reduces material
handlingWOMA (Workplace organisation model area)

34. Tidying up process
The trial was designed to use rollers to reduce material handling
by two operators feeding boxes down the rollers to the Golden zone
6 Man operation

35. Tidying up process

36. Tidying up process
Once the boxes are at the scales, the operator weighs the items
within the golden zone.
When the weighing is complete, the operators then push
the boxes down the rollers to be strapped

37. Tidying up process
Two operators at the end of the
operation strap the boxes/bundle and put
these into the Yorks

38. Tidying up process
Countermeasure
WBC Processing Cycle (WOMO)
3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1
# Activity
0°-15°
15°-30°
Morethan30°
0°-15°
15°-45°
Morethan45°
TotheWaist
Shoulder
Height
Abovethe
Shoulder
0°-30°
30°-60°
Morethan60°
0°-90°
90°-180°
Morethan180°
Easytopickup
withoutmoving
Itcanbepickedupwith
ahandbyreachingout
withthearm
Difficulttohandle-
Mustpayattention
0°-45°
45°-90°
Morethan90°
0-4Steps
5-9Steps
Morethan10Steps
Lessthan5Kg
5Kg-11Kg
Morethan11Kg
1 Pallet lift er - moving boxes x x x x x x x x x 8 0 3
2 Moving boxes to scales x x x x x x x x x 9 0 0
3 Processing items x x x x x x x x x 9 0 0
4 Strapping items x x x x x x x x x 4 4 9
5 0 0 0
6 0 0 0
7 0 0 0
8 0 0 0
9 0 0 0
10 0 0 0
11 0 0 0
12 0 0 0
13 0 0 0
14 0 0 0
25 0 0 0
3 0 1 4 0 0 4 0 0 3 0 1 3 1 0 4 0 0 2 1 1 4 0 0 3 0 1
Evaluation Points
Level 1: 3 Points
Level 2: 2 Points
Level 3: 1 Point
Muri
Score: 46Movements
on the Job
Level
Wrist rotation angle Work range
Bending at the
Waist
Waist Rotation
Angle
Raising the Arms to
Accomplish the Task
Bending and
Straighten the
knees
Ergonomics Analysis
Pick up parts and
materials
Transportation of
weights
Walking
3
0
1
4
0 0
4
0 0
3
0
1
3
1
0
4
0 0
2
1 1
4
0 0
3
0
1
8
9
9
4
0
0
0
0
0
0
0
0
0
0
0
0
0
0
4
0
0
0
0
0
0
0
0
0
0
0
3
0
0
9
0
0
0
0
0
0
0
0
0
0
0
0 2 4 6 8 10 12 14 16 18
Pre Post
Level 1
Level 2
Level 3
54
38
44
82.6
85.7
31.7
12
4
30
%
TOTAL 136 46 67

39. Processing IPWH
0
2000
4000
6000
8000
10000
12000
14000
16000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Week No
IPWH Productivity after Muri
Step 0 Step 1 Step 2 - Muri

40. Tidying up process
MURA
IRREGULAR OPERATIONS

41. Mura analysis – Unwrapping
pallets
Task’s
Collect Pallet
Unwrap Pallet
Open box/Bundle
Put box onto rollers
Weigh items
Put items onto rollers
Strap box/bundles
Put box/bundles into York
Push York out
Collect York
Histogram (Before)
0
10
20
30
75.00 78.01 81.02 84.03 87.04 90.05 93.06 96.07 99.08 102.09 105.00
to to to to to to to to to to to
72.00 75.01 78.02 81.03 84.04 87.05 90.06 93.07 96.08 99.09 102.10
Numberofsamples
0.00
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
0
20
40
60
80
100
120
140
Time for Standard Work Batch (Secs)
f(x)
Before After
Unwrapping a pallet at the workstation had
An impact on production as the line would stop whilst
The two operators were unwrapping the pallets
Range = 33
S/DEVIATION = 5.90
Mean = 89.50

42. Mura analysis – Unwrapping
pallets
Task’s
Collect Pallet
Unwrap Pallet
Open box/Bundle
Put box onto rollers
Weigh items
Put items onto rollers
Strap box/bundles
Put box/bundles into York
Push York out
Collect York
Wrap Pallet Unwrapped
Histogram (After)
0
10
20
30
40
50
60
70
20.55 22.10 23.66 25.21 26.77 28.32 29.88 31.43 32.99 34.54 36.00
to to to to to to to to to to to
19.00 20.56 22.11 23.67 25.22 26.78 28.33 29.89 31.44 33.00 34.55
Numberofsamples
0.00
0.01
0.02
0.03
0.04
0.05
0.06
0.07
0.08
0.09
0.10
0
20
40
60
80
10
0
12
0
14
0
Time for Standard Work Batch (Secs)
f(x)
Before After
Range = 17
S/DEVIATION = 4.43
Mean = 27.83
Range = 33
S/DEVIATION = 5.90
Mean = 89.50
Pre Post

43. Histogram (Before)
0
10
20
30
40
1.92 2.25 2.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10
to to to to to to to to to to to
1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88
Numberofsamples
Mura analysis – Opening
Boxes/Bundles
Task’s
Collect Pallet
Unwrap Pallet
Open box/Bundle
Put box onto rollers
Weigh items
Put items onto rollers
Strap box/bundles
Put box/bundles into York
Push York out
Collect York
Range = 4
S/DEVIATION = 1.24
Mean = 3.47
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0
5
10
15
20
25
30
35
40
Time for Standard Work Batch (Secs)
f(x)
Before After

44. Histogram (Before)
0
10
20
30
40
1.92 2.25 2.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10
to to to to to to to to to to to
1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88
Numberofsamples
Mura analysis – Opening
Boxes/Bundles
Task’s
Collect Pallet
Unwrap Pallet
Open box/Bundle
Put box onto rollers
Weigh items
Put items onto rollers
Strap box/bundles
Put box/bundles into York
Push York out
Collect York
Range = 33
S/DEVIATION = 5.90
Mean = 89.50
Safety
Working with the
safety team to
improve the
irregular operations
Box Cutter
Operators using box cutters we more
efficient at opening boxes/bundles

45. Mura analysis – Opening
Boxes/Bundles
Task’s
Collect Pallet
Unwrap Pallet
Open box/Bundle
Put box onto rollers
Weigh items
Put items onto rollers
Strap box/bundles
Put box/bundles into York
Push York out
Collect York
Safety
Working with the
safety team to
improve the
irregular operations
Histogram (Before)
0
10
20
30
40
1.92 2.25 2.57 2.90 3.23 3.56 3.89 4.22 4.54 4.87 5.10
to to to to to to to to to to to
1.60 1.93 2.26 2.58 2.91 3.24 3.57 3.90 4.23 4.55 4.88
Numberofsamples
Histogram (After)
0
10
20
30
40
50
60
70
1.18 1.37 1.57 1.76 1.95 2.14 2.33 2.52 2.72 2.91 3.00
to to to to to to to to to to to
1.00 1.19 1.38 1.58 1.77 1.96 2.15 2.34 2.53 2.73 2.92
Numberofsamples
Range = 33
S/DEVIATION = 5.90
Mean = 89.50
Post
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
0
5
10
15
20
25
30
35
40
Time for Standard Work Batch (Secs)
f(x)
Before After
Working with Safety, we developed a S.O.P

46. STRAPPEX MACHINE
Mura analysis – Box strapping
Task’s
Collect Pallet
Unwrap Pallet
Open box/Bundle
Put box onto rollers
Weigh items
Put items onto rollers
Strap box/bundles
Put box/bundles into York
Push York out
Collect York

47. Histogram (Before)
0
10
20
30
3.40 3.81 4.22 4.63 5.04 5.45 5.86 6.27 6.68 7.09 7.40
to to to to to to to to to to to
3.00 3.41 3.82 4.23 4.64 5.05 5.46 5.87 6.28 6.69 7.10
Numberofsamples
Mura analysis – Box
strapping
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0
5
1
0
1
5
2
0
2
5
3
0
3
5
4
0
4
5
Time for Standard Work Batch (Secs)
f(x)
Before After
Post
Range =
S/DEVIATION = 1.46
Mean = 5.18

48. WCM Unit: Work Area:
Ref:
Title:
Problem: Improvement:
Results
Trainer:
BEFORE AFTER
Area / Item Ref. :
Review Date:
OPL: ONE POINT LESSON
WCM Pillar: Safety
Contact: Date:
Approved by:
Training Date:
Trainees:
IMPROVEMENT 0000/OPL00X
Add graphics and text Add graphics and text
Mura analysis – Box
strapping
EN
VWorking
with
environment
we build an
OPL
COUNTERMEASURE

49. Mura analysis – Box
strapping
PreHistogram (After)
0
10
20
30
40
50
60
70
2.73 2.86 3.00 3.14 3.28 3.41 3.55 3.69 3.83 3.96 4.00
to to to to to to to to to to to
2.60 2.74 2.87 3.01 3.15 3.29 3.42 3.56 3.70 3.84 3.97
Numberofsamples
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
0
5
10
15
20
25
30
35
40
45
Time for Standard Work Batch (Secs)
f(x)
Before After
Range =
S/DEVIATION = 1.46
Mean = 5.18
Post
Range = 1
S/DEVIATION = 0.26
Mean = 3.19

50. Processing IPWH
0
2000
4000
6000
8000
10000
12000
14000
16000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Week No
IPWH
Productivity after Mura
Step 0 Step 1 Step 2 - Muri Step 2 - Mura

51. Muda Analysis
AIM WAS TO CLEARLY
IDENTIFY MUDA AND REDUCE NVAA
# Process Steps Activity
Start
(sec)
End
(sec)
Duration Cum. Classification
1 Processing Collect pallet of work 0 62 62 62 NVA
2 Unwrap pallet at workstation 62 120 58 120 NVA
3 Packaging taken to bin 120 135 15 135 NVA
4 Count sample for scale calibration 135 160 25 160 SVA
5 Calibrate scales 160 170 10 170 SVA
6 Weigh items 170 175 5 175 VA
7 Strap box/bundles 175 178 3 178 VA
8 Put box/bundles into York 178 181 3 181 SVA
9 Write York card 181 190 9 190 SVA
10 Put York card onto York 190 196 6 196 NVA
11 take York out to despatch 196 301 105 301 NVA
12 Collect empty York and return to table 301 326 25 326 NVA
84%
14%
2%
0%
NVA
SVA
VA
NVAU

52. Quick Kaizen
How can we reduce Muda at the
workstation?
The focus was on the Muda within the
operations, and how, at the model area we can
reduce NVAA

53. Muda Analysis
6 Operators / 0 Logistic operators
5 Operators / 1 Logistic operator

54. 0%
85%
15%
0%
NVA
SVA
VA
NVAU
Muda Analysis
# Process Steps Activity
Start
(sec)
End
(sec)
Duration Cum. Classification
1 Processing Count sample for scale calibration 0 25 25 25 SVA
2 Calibrate scales 25 35 10 35 SVA
3 Weigh items 35 40 5 40 VA
4 Strap box/bundles 40 43 3 43 VA
5 Put box/bundles into York 43 46 3 46 SVA
6 Write York card 46 55 9 55 SVA
84%
14%
2%
0%
NVA
SVA
VA
NVAU
PRE POST

55. Processing IPWH
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Week No
IPWH
Productivity after Mura
Step 0 Step 1 Step 2 - Muri Step 2 - Mura Step 2 - MuDA

56. Production/Savings
Processing IPWH
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Week No
IPWH
Cost per 1000 items
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
Before After
£
Before
After
39p per 1000 items saved
Production
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
Before After
Itemsperhour
Before
After
6500 items per hour

57. Step 3 – tentative standards
WCM Unit: Work Area:
Ref:
Title:
Problem: Improvement:
Results
Trainer:
BEFORE AFTER
Area / Item Ref. :
Review Date:
OPL: ONE POINT LESSON
WCM Pillar: Safety
Contact: Date:
Approved by:
Training Date:
Trainees:
IMPROVEMENT 0000/OPL00X
Add graphics and text Add graphics and text
WCM Unit: Work Area:
Ref:
Title:
Problem: Improvement:
Results
Trainer:
BEFORE AFTER
Area / Item Ref. :
Review Date:
OPL: ONE POINT LESSON
WCM Pillar: Safety
Contact: Date:
Approved by:
Training Date:
Trainees:
IMPROVEMENT 0000/OPL00X
Add graphics and text Add graphics and text
Box strapping Box cutter
1. Check the seg area is set
up correctly to the agreed
standard layout and ready to
use.
We need to ensure that
no damaged cages are
processed into…
Safety Comes First!
2. Attach the correct cage
cards to each RSC.
Ensure you use the
correct cage card & day
sticker. This makes sure
we are compliant with our
quality targets!
3. Ensure that there is no
more than 7 people working
in a singl
manual bullring area.
The Safe System of Work
directs that a safe
working bullring has a
ma ximum of 7 people at
all times.
4. Open the cage gate if
necessary to access contents.
Ensure that you are aware
of your surroundings
when opening the cage
gate!
5. Select a single bag from
the cage, read the label and
identify the correct
destination cage.
Take strong hold at the
neck of the bag.
6. Check the bag weight
BEFORE you lift the bag - if
the bag is overweight, follow
the 'Overweight Bag' Job
Element Sheet.
Test the weight before
fully lifting a bag to
prevent manua l handling
strains and injury!
7. Lift the bag using good
posture.
Bend your knees not your
back - this ensures the
weight of the bag is
focused on the strongest
part of your body.
8. Walk in the most direct
route to the destination cage.
Straight lines ar e better
and more efficient than
anyother way.
9. Halt or veer around
colleagues crossing your
path.
Avoid colliding into other
people to prevent
accidents, injury or
damage.
10. Carry the bag to arms
length of the destination
cage & place/drop bag into
cage.
You should never throw a
bag into a cage. This
unsafe act could cause
injury to you/ others and
damage to the bag
contents.
11. Close the cage gate if
necessary.
If a cage is filling up and
the cage gate is open,
ensure you close it to
prevent bags falling out
and causing a tripping
hazar d!
12. Walk to the nearest
available fedder cage.
If the nearest available
feeder cage is not
available then select
another cage to use.
Issued by: Verified by: JES Ref:
Ian Buckley James Bunt
01/ 08/ 11 01/08/2011
JOB ELEMENT SHEET
Manual Bullring Operation
Compliance…
Manual Seg V.3
Process Step Key Point
= CRITICAL STEP SAFETY WARNING =
Job Element Sheet
OPL’S to ensure the operators follow the correct
ways of processing
JES to ensure the operators follow the standard
way of working, including job rotation

58. Step 4 – mail characteristic
education
Swindon WBC Quality Matr
5 20 PLUS PPD 5 5
4 15-19 PPD 4 4
3 10-14 PPD 3 3
2 5-9 PPD 2 2
1 LESS THAN 5 PPD 1 1
A B1 B2 C D PI
Frequency Rework Compensation Detection Severity Total
5 5 90
24 24 432
100 10 90
45 41 364
100 100
96 224
50 50 50 50
14 14 126 126
100% 480
22470%
405
10% 28 90% 252
45 90%
30% 96
5
Responsibility
Act
Do
Plan
Check
Machine
Materials
5 450
5 42 2 5
24
I
Man
Method
Machine
Materials
Machine
Method
QA Matrix
280
480
320
450
Materials
44
55
4
Man
Method
Machine
3
E
E
Materials
Man
435 320
No
Man
10%
2
Recording of pallets in racking
2
Overweight boxes and bundles
Customer Complaints
30-60
1
Problem
Non conformity
identified
26 Box Fills IncorrectI 5 2
Internal /
External
Defect made & corrected
before processing
Frequency
Ranking
Racking
Cost
Over 2 hours
60-90
Customer Complaint
InternalLess than 30 minutes
5
Ranking
Customer Detection
Ranking
280
4
Activity Plan
ReturnsGoods in/Compliance
Method
Man
Materials
Method
Machine
Processing
Containers &
Despatch
Delivery office Detected
2
1
480
90-120
Priority Index = A* (B1+B2) * ΣC * D
Process Step in Walk Bundling Centre
4
3
Cost
Ranking
Customer Compensation
External/Pipeline
Customer Rework Charges
+/-
Mail Centre Detection
Defect made & corrected
after processing
Detection
A B1 B2
0
Compliance ProcessStorage Despatch
1
2
3
C

59. Step 4 – mail characteristic
education
0
50
100
150
200
250
300
350
400
450
500
BoxFillsIncorrect
CustomerComplaints
Overweightboxesand
bundles
Recordingofpalletsin
racking
Overweight/Underweight
advertisingmaterial
Samplesnotprovided
Boxfillsnotdone
Loosebundlesin
processedboxes
Contractsnotbookedin
Nocontainers
Returns
Defectivepallets
Wrongdestinationputon
Yorklabel
CCPcameranotworking
BookingInsystemnot
working
NoPOD
Yorksputinwrong
despatchlane
Palletsnotshrink
wrapped/Insufficient
Contractsnotsigned
Labelprinterbreak-down
Documentenclosedlabel
notused
Customerstackingof
pallets
MixedLBD'sonpallet
Mixedcontractsonpallet
Overweightpallets
Overheightpallets
Contractstatusnot
available
Consumablesnot
available
Strappexbreakingdown
Scalesnotcalibrating
properly
OverweightYork/RSC
YorkStacking
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
PI
Pareto

60. Step 4 – mail characteristic
education
Quality Matrix - 4M's
0
50
100
150
200
250
300
350
400
450
BoxFillsIncorrect
CustomerComplaints
Overweightboxesand
bundles
Recordingofpalletsin
racking
Overweight/Underweight
advertisingmaterial
Samplesnotprovided
Boxfillsnotdone
Loosebundlesin
processedboxes
Contractsnotbookedin
Nocontainers
Returns
Defectivepallets
Wrongdestinationputon
Yorklabel
CCPcameranotworking
BookingInsystemnot
working
NoPOD
Yorksputinwrong
despatchlane
Palletsnotshrink
wrapped/Insufficient
Contractsnotsigned
Labelprinterbreak-down
Documentenclosedlabel
notused
Customerstackingof
pallets
MixedLBD'sonpallet
Mixedcontractsonpallet
Overweightpallets
Overheightpallets
Contractstatusnot
available
Consumablesnot
available
Strappexbreakingdown
Scalesnotcalibrating
properly
OverweightYork/RSC
YorkStacking
materials
machine
method
man

61. AJR TRAFFIC PROFILE
The Logistics and Workplace
organisation team look two weeks
in advance to determine the traffic
flow to the Golden zone
Traffic would be selected based
on box fill and quantity
Step 5 – JIT mail supply and line
balance

62. TRAFFIC REQUIRED FOR THE WOMA (WORKPLACE ORGANISATION MODEL AREA)
Contact Number Customer Name Distribution Date Box Fill Box Weight Volume of Traffic Yorks required
S207957/303/All Versions Talk Talk 08/04/2013 300 9kgs 530,077 88
S209164/303/All Versions Talk Talk 08/04/2013 300 9kgs 300,850 50
T210354/303/001 EDF 08/04/2013 600 8.3Kgs 442,559 37
S208171/303/All Versions Hillarys 08/04/2013 320 6Kgs 394,190 41
S205697/303/All Versions Virgin 08/04/2013 300 9.1Kgs 735,431 123
TOTAL TOTAL
2,403,107 339
Compliance team record the box fill and box weight
Once the compliance team have recorded the relevant information, the Logistics
team then determine the number of Yorks that are required at the golden zone
Step 5 – JIT mail supply and line
balance

63. 63
Working with safety to
improve the ergonomics
Driven by cost deployment
to reduce losses
Working with Logistics to
remove NVAA
Working with QA to identify
quality defects
Using FI tools to solve
problems
Staff trained on new area,
equipment and
machinery
Workplace Organisation – Working Together

64. Workplace Organisation Route
Map
1 1 1 2 2 3 3
0.00 0.00
0.00
0.00
0.00
B
B
A
A
A
A
A
A
A
AA Woma 1 1 2 2 2 2 3 3 3 3 3 3 4 4 4 5 5 5 5 5 6 6 6 6 7 7 7 7 7 7
AA Processing 1 5 5 5 6 6 6 6 7 7 7 7 7 7
AA Downtime 1 6 6 6 6 7 7 7 7 7 7
AA
J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F Jan Feb
1 2 3 4 5 6 7
2014
World Class Mail Route Map - Workplace Organisation
Audit Evaluation
Through- puts
7 Steps of Improvement - Key
2011 2012 2013
Bronze

65. SWOT Analysis
• Staff engagement
• World Class Mail Methodology
• Working together with other Pillars
•Reduce safety risks within operation
• Space through-out the whole unit
• Make savings within the operation
• Improve the customer experience
• Changes will engage staff further
• Increased centre T/P
• Maintaining staff interest
• Management not maintaining
standards

66. Workplace Organisation