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Lean Six Sigma is among the most popular management strategies businesses use to improve performance. It focuses on quality improvement and solving customer dissatisfaction to eliminate defects and failures. The result is noted by improved performance in management and zero customer dissatisfaction. Define, measure, analyze, improve, and control (DMAIC) is the six initials for Sigma for the five steps to improve the problem. It denotes to an information-driven enhancement sequence utilized to elevate, advance, and stabilize business strategies and procedures. Hamilton warehouse experiences various constraints, such as poorly controlled stock levels exceeding acceptable levels. This results in the accumulated goods becoming more of an expense than an income.
The excess procedure, this issue interrelates to extra operations and rework due to the expansion of projects. Poor time management and a lack of a proper schedule caused many late shipments and expedited freight (Bharathi, 2017). Fluctuating customer demand is the rising and falling of demand patterns resulting from customer dissatisfaction, the difference in preference, and many other factors. Measuring performance entails assessing the capability of the process to meet specifications (improvement), and these capabilities include: Receiving efficiency, which calculates the productivity of work being done by employees. The operation runs 24/7 with 3-8 hours shifts, supervisors working straight leaving unsupervised afternoon and night shifts, the most senior workers are on the day shift followed by afternoon then nights, and the existence of six shipping docks.
It is noted that the Hamilton Warehouse management is resistant to change. It is the nature of humans not to adjust to change, but since the transformation is inevitable, the administration must try to adjust to changes. Lack of visibility of shipping delays at the operational management level causes the warehouse and customer dissatisfaction complaints not yet solved. Thus, performance can be improved by developing management systems that, first, track and provide accountability for every operation. Second, it helps plan the resources, control stock, and ensure proper delivery. The above assists in augmenting quality since a thorough inspection are done before products are distributed. Moreover, there is an auditable flow of information that meets customer requirements.
Material mixed in shelves may be resolved by relocating heavy items to lower shelves and lighter ones on higher shelves.
To sustain changes and effectively manage the warehouse, firstly, the management should plan the layout of the warehouse by spacing out the loading and unloading areas to ensure that the work environment is organized (Bharathi, 2017). Secondly, utilization of bin locations and labeling to ensure safety. Additionally, the warehouse may use proper training of staff by considering each individual’s career ambitions. Hamilton warehouse may also use team-building to enhance relationships, inspire employees to be creative, and empower them to make proper decisions (Bharathi, 2017). Finally, reduce inventory that does not sell while utilizing a quality warehouse management system with mobile features.
Employee training, hard work, and discipline are needed to achieve a better ROI and increase production.
Reference
Bharathi, K., Vinodh, S., Devarapu, S., & Siddhamshetty, G. (2017). Application of lean approach for reducing weld defects in a valve component: A case study. International Journal of Lean Six Sigma, 8(2). Web.
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