Invitation to Meet Mr. Jonathan Allchin
Global Head of Transport & Logistics. 

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Invitation to Meet 
Mr. Jonathan Allchin
Global Head of Transport & Logistics

Keeping the World Flowing
for future Generations

Meeting Agenda. 2. Rotork is launching a Site Logistics Transformation aligned to a new Standardised ERP and Warehouse Management System Transformation will look at the following Global Standardisation of Logistics Processes aligned to the new system methodology Point of Use replenishment model & Point of Use design Propose how you would rollout the transformation actions to the facility team, identifying what key factors you would use to report progress. Specifically emphasizing process, you would undertake to design and configure the Assembly Point of use area to maximise efficiency of the logistics team. 

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Rotork is launching a Site Logistics Transformation aligned to a new Standardised ERP and Warehouse Management System
 Transformation will look at the following Global Standardisation of Logistics Processes aligned to the new system methodology Point of Use replenishment model & Point of Use design
 Propose how you would rollout the transformation actions to the facility team, identifying what key factors you would use to report progress. Specifically emphasizing process, you would undertake to design and configure the Assembly Point of use area to maximise efficiency of the logistics team

Date: Wednesday September 18, 2024 Time: 11:30 AM GMT + 5:30 Duration : One hour Interviewers : Mr.Jonathan Allchin, Global Head of Transport & Logistics  		and Mr.Glen Altree – Logistics Manager

3. Introduction. "Results-driven Strategic Logistics engineering expert with 26 years of experience driving operational excellence in the automotive OEM industry, leveraging expertise in:- Optimizing Warehouse & supply chain operations through WMS, MFE, and automation solutions- Ensuring seamless customs clearance and packaging (PKG) processes- Spearheading successful launches, capacity expansions, and greenfield projects- Maintaining exceptional health, safety, and environmental (HSE) standards- Achieving high-quality results through IATF audits and 6 Sigma Black Belt methodologies- Fostering continuous learning and development (L&D) in the industry With a proven track record in car, bus, and truck manufacturing, I excel in developing and implementing strategic logistics solutions that enhance efficiency, productivity, and customer satisfaction.. 

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"Results-driven Strategic Logistics engineering expert with 26 years of experience driving operational excellence in the automotive OEM industry, leveraging expertise in:- Optimizing Warehouse & supply chain operations through WMS, MFE, and automation solutions- Ensuring seamless customs clearance and packaging (PKG) processes- Spearheading successful launches, capacity expansions, and greenfield projects- Maintaining exceptional health, safety, and environmental (HSE) standards- Achieving high-quality results through IATF audits and 6 Sigma Black Belt methodologies- Fostering continuous learning and development (L&D) in the industry With a proven track record in car, bus, and truck manufacturing, I excel in developing and implementing strategic logistics solutions that enhance efficiency, productivity, and customer satisfaction.

My Experience & Journey in Automobile Sector

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Lead Logistics Engineer
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Educational Qualification: Bachelor degree BA - University of Madras PG Diploma - Materials Management – AIIMS Diploma – Robotics & Mechatronics Lean Six Sigma Black Belt Certified

Ford EcoSport Price, Specs, Review, Pics & Mileage in India BharatBenz 5228T Price, Specifications, Mileage & Images| TrucksBuses.com Prawaas 2.0: Bigger and better

4. Logistics Engineering - Projects. [image]. [image] human driving Robotics fe«ir». 

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[image] BIW line stop reduction in body side sill inner area Line stop reduction in Sill inner area Body shop Dock Utilization and efficiency improvement Dock combine Operations actions to eliminate Manpower and Equipment for yearly efficiency target meeting as per set PDP / KRA Part feeding movement restrictions in Body shop Line feeding conflict movement elimination actions and successful implementation of Forklift restrictions inside Body Shop Body line feeding Non value added Work elimination Production part supply delay reduction thru non value added activities. Bring out all the best material stream to strengthen the ontime delivery to line . Cycle line layout correction action implementation Sill inner Body main line impact of repeated production stoppage due to Sill inner arts dela feedin eliminated.... ...see more. 

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[image] BIW line stop reduction in body side sill inner area
Line stop reduction in Sill inner area Body shop
Dock Utilization and efficiency improvement
Dock combine Operations actions to eliminate Manpower and Equipment for
yearly efficiency target meeting as per set PDP / KRA
Part feeding movement restrictions in Body shop
Line feeding conflict movement elimination actions and successful implementation
of Forklift restrictions inside Body Shop
Body line feeding Non value added Work elimination
Production part supply delay reduction thru non value added activities. Bring out
all the best material stream to strengthen the ontime delivery to line .
Cycle line layout correction action implementation
Sill inner Body main line impact of repeated production stoppage due to Sill inner
arts dela feedin eliminated....
...see more

[image] Downtime elimination for Car Ski loader
Associated with Ford Motor Company
Car load bars trolley misalignment during Locating with Platform truck at Point of fit station. Repeated concern of robo
hitting and breakdown issue.
PCA : Guide fixed for trolley on the floor to position exactly to eliminate downtime due to robo hitting on the trolley slot
because of misalignment.
Skills: Leadership
Ski load bar downtime elimination- Poke yoke
Ski load bar trolley guided with fixed rail with Engineering design as Poke yoke benefitted Zero
downtime.

[image] TAT improvement CVAEP
Associated with Ford Motor Company
Wi-Fi Connectivity MRT link with server and Programming done along with Ford IT team.
Skills: Leadership
o
MRT button for Truck boom In from Gate to Dock
Dock truck calling system -Automated system
Dock truck arrival time and Boom In Communication to Gate
Dock efficiency improvement and TAT / Traffic flow control inside the Plant

[image] Pilferage control Warehouse & High value Crib
Associated with Ford Motor Company
Lockable High value auto parts Protection thru Bio metric finger access control and CCTV monitoring system
Skills: Leadership
Bio metric finger access
Central fluid storage access door entry and exit with Bio metric system
Warehouse control procedures 4.0 Bio metric finger print
Finger print access to access Doors

[image] Diversity in Material Planning logistics ( Tugger Operator )
Associated with Ford Motor Company
Women empowerment to operate MHE for Critical Part feeding to Assembly line.
Skills: Leadership
Women MHE Operator - Line feeding Profile
Automobile industry women empowerment to drive MHE first mile stone in MP&L department
achieved

[image] Material Gate hit repeated incident- Design solution
Associated with Ford Motor Company
Material gate design concern results in truck hit the motorised gate, Incurring huge rework cost and debit to Transporters.
To fix the concern permanently the design correction initiated and completed.
Skills: leadership
Material Exit Gate Error proofing design solution
Material gate hit by truck during exit. Due to less Clearance between Camera and the Gate projection
500mm impacting for incidents. PCA action taken t change design by removing 500mm material to...

[image] Flame proof conversion Paint facility equipment
Mar 2010 - May 2011
Associated with Ford Motor Company
Flame proof conversion brand Still GMBH Equipment name Reach truck ( Shipping from Germany to Italy Bertinex )
Procurement thru the DEPB License Process
Skills: Leadership
Flame proof machine
Paint spark free MHE
Flame proof Reach truck for Paint shop imported
Paint shop fire proof area required special Pmhv to operate. Reach truck conversion done from be
and imported to India Chennai plant.

[image] High bay rack installation for 9820 Slots ( FIPL )
Associated with Ford Motor Company
Expansion activity for new model Space requirements
Vertical storage space and VNA introduction to Ford plant
Skills: Leadership
Project expansion High bay rack slots 9820nos
Warehouse storage capacity increase thru new High bay facility installation and Operating the VNA in
the building

[image] A1 human less driving Robotics
a
Associated with Mahindra Logistics
Robotics solution to eliminate Tugger and Driver for Part feeding process at Body shop
Skills: Artificial Intelligence (A1)
Automation in Line feeding operations
Tugger and Operator both elimination trial

[image] High reach storage installation & VNA flow
May 2013 - May 2014
Associated with Ford Motor Company
Highbay rack storage improvement to increase Warehouse locations for Expansion facility
Skills: Leadership
VNA equipment installation for 3rd WH
Equipment VNA imported and deployed for 3rd HB racks

[image] Men & Machine Separation inside Shop floor
Aug 2017 - sep 2018
Associated with Ford Motor Company
Material handling equipment Forklift and Reach truck Working locations Men separation thru Visual cues and Standard
Painting as per Global Standards
Skills: Leadership
Men & Machine barrication to avoid interaction
Shop floor barricade fixing completed all shop floor gangways. Men and Machine interaction avoidanc
action
Visual signage's on Shop floor for Pedestrian Safety
Visual picture painted with epoxy painting. Plant wide initiative.
Dock interior Safety Visual markings Plant wide
Dock areas epoxy painting to separate men and machine in the shop floor. Plant wide initiative.

[image] MHE Installation with Danger lights to Visualise Pedestrian Safe distance
Jun 2019 - Aug 2019
Associated with Ford Motor Company
Ford own MHE equipment's fixed with Red zone Caution light in High Reach Trucks total 13 no's .
Skills: Leadership
Forklift danger caution lights installation
Pedestrian & PMHV Separation action Red zone Caution lights fixed.
Red zone lights for Pedestrian Alert
Reach truck 17 no's fixed with Danger alert lights to prevent major accidents.
Men & Machine interaction avoidance initiatives
Global Ford event reporting-Reach truck fixing danger lights 4 sides
Reach truck GERT action of fixing danger lights as horizontal deployment implemented and got
appreciation from Global Safety team

[image] KLT small fastener and bolts auto picklist system introduced
Apr 2019 - Jun 2019
Associated with Ford Motor Company
PLC configuration with MRT buttons to trigger based on sub Assy consumption pattern for Closure lines.
Quick change over process downtime elimination with this improvement implementation.
Skills: leadership
Lean concept innovations Project on Material stream - MRT
Line Part supportability material feeding thru WI-Fl and MHE configuration. Display of Required Pan
number to Production station on the tugger monitor implanted

[image] Sequence parts pre feeding Poke yoke implemented
Jun 2024 - Jul 2024
Associated with Mahindra Logistics
OCR (Optical Character Recognition)
Implemented for critical commodities
OCR (Optical Character Recognition)
OCR scanning offers numerous benefits, making it an essential tool for businesses and individuals
seeking to digitize and automate their document management processes.
OCR (Optical Character Recognition) scanning offers several benefits.
OCR scanning offers numerous benefits, making it an essential tool for businesses and individuals
seeking to digitize and automate their document management processes.

[image] Ontime replenishment system - Digital innovation
Apr 2024 - Jul 2024
Associated with Mahindra Logistics
Manual process pull chord system elimination thru Systematic material call process called smart call
Digital innovation
Digital watch & Syscall button introduction
Material refill process thru digitalisation Smart watch and Call trigger button system. Productivity
improvement

SWIP -
Objective Setting
Team formation
Training on 8 Forms
Of Waste identification
ocess studw•SWiC
Findi
Single week improvement Program- Board
Day -2 Findings
'Focus area — Box Plot graph—
- Brain Storming
Day -3 Findings
Data collecti
Data collection
Why Why Analysis & action
Plan
• - wise
AFTER
Systematic Controls
WORK PLAN¯
project

6. ERP – Systems Migration Projects details. [image] SAP SE SAP ERP SAP Business One SAP HANA sap logo blue. 

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ERP – Systems Migration Projects details

[image] SAP SE SAP ERP SAP Business One SAP HANA sap logo blue

[image] The SAP HANA integration Discover BrightAnalytics

Action Status : Migration Company Name : Daimler India Commercial Vehicles Project Implemented Year - 2024  Project Contribution : Inventory CC & LCS Improvement

Action Status : Migration Company Name : Ford India Private Limited Project Implemented Year - 2019 Project Contribution : Inventory & System Upgradation

Action Status : IT Inventory System Enhancement Company Name : Ford India Private Limited Project Implemented Year - 2015 Project Contribution : Inventory & System Upgradation

Action Status : IT Systems Decommissioning Company Name : Ford India Private Limited Project Implemented Year - 2022 Project Contribution : Inventory & System Upgradation

Project Category – Systems Official Stop

Sks Images – Browse 314 Stock Photos, Vectors, and Video ...

[image] MP&L W drive files transtcr to GTBC Server
MPH W files to
Rackup

BMIT Systems decommisioning Share point deletion  IP address deletion W drive files deletion CVAP W drive decommissioning CVAP

Action Status : Data transfer Company Name : Ford India Private Limited Project Implemented Year - 2022 Project Contribution : Files transferring in Server Space

[image] MP&L XN drive files transfer to G TBC Server

Action Status : Documents Storage in EDMS  Company Name : Ford India Private Limited Project Implemented Year - 2022 Project Contribution : Data extraction & Data Uploading

Main Components for New Warehouse Management System. 

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Main Components for New Warehouse Management System

Business Study
 Gap analysis
 Gap Corrective actions
 Report Submission

Process flow
 Create Process documents
 Work flow
 Risk & Control measures

User friendly
 Access Control
 Technology Mapping
 Overall transition Plan

Right People for Right Job
 Training Skill development
 Change management
 Standard SOP Documentation

Strategic review
 Operational review
 Tactical review
 Decision making

Global Standardisation of Logistics Processes aligned to the new system methodology. 

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Global Standardisation of Logistics Processes aligned to the new system methodology

Business Process Analysis :Identify and document current logistics processes, pain points and areas of improvement
 System Configuration : Configuration needs, including setting up warehouse management, inventory Management, and transportation management modules
 Data Migration: Migrate existing logistics data from legacy systems to new system, ensure data integrity and accuracy
 Process redesign: Redesign logistics processes to leverage Capabilities, improving efficiency and reducing manual errors
 User Training : Develop and deliver training programs for Plant personnel on logistics modules, ensuring successful adoption

Testing & Quality Assurance: Conduct thorough testing and quality assurance to ensure Rotork’s logistics requirements
 Go Live Support : Provide Site support during the go live phase, addressing any issues or concerns
 Post Implementation Review : Conduct a post implementation review to identify areas for further improvement and optimize the new system performance
 Integration with Other Systems: Ensure seamless integration with the Rotork systems.
 Continuous improvement :Monitor the performance, identify areas for improvement and implement ongoing enhancements to maximize logistics efficiency

In order to align new System methodology with the global standard logistics process these steps to be adhered

9. The Point-of-Use Replenishment Model is a lean inventory management strategy that ensures materials and supplies are available exactly when and where needed, minimizing waste and maximizing productivity. Key Components: Point-of-Use: Materials are stored at or near the point of consumption. Replenishment Triggers: Pre-defined thresholds or signals initiate replenishment. Just-in-Time (JIT) Delivery: Supplies are delivered directly to the point of use. Continuous Monitoring: Real-time inventory tracking and adjustment.. 

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The Point-of-Use Replenishment Model is a lean inventory management strategy that ensures materials and supplies are available exactly when and where needed, minimizing waste and maximizing productivity.
 Key Components: Point-of-Use: Materials are stored at or near the point of consumption. Replenishment Triggers: Pre-defined thresholds or signals initiate replenishment. Just-in-Time (JIT) Delivery: Supplies are delivered directly to the point of use. Continuous Monitoring: Real-time inventory tracking and adjustment.

Benefits: Reduced inventory levels and storage needs Increased productivity and efficiency Improved material availability Enhanced visibility and control Reduced waste and obsolescence Better supplier relationships

Implementation Steps: Identify critical stock-keeping units (SKUs) Map material flow and consumption patterns Determine replenishment triggers and thresholds Design and install POU storage solutions Integrate with existing inventory management systems Train personnel and monitor performance

Metrics for Success: Inventory turnover rate Fill rates and on-time delivery Lead time reduction Inventory costs and carrying costs Productivity and efficiency gains
 Challenges and Mitigation Strategies: Data accuracy and integrity - Implement robust inventory management systems Supplier reliability - Develop strong supplier relationships Process compliance - Provide ongoing training and support

Implementing Point-of-Use Replenishment Model for Enhanced Efficiency

10. Logistics Work Flow. Point of Use replenishment model. 

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PPC Production Planning & Control  SCM Supplier Releases Flow thru ERP SUPPLIER Supplier Releases ERP
 Material Gate Shipment Arrival Dock Unloading Process Receiving Invoice Booking ASN Advance Shipping notice WH Put away Barcode Labelling At Stagging Area Production Schedule replenishment at Warehouse Market Place Binning Process Part fill activity Decanting Packaging removal activity
 Start Line feeding Picking Bin & Trolley Parts  movement to Production line Kit Market Place Binning & Rack filling for Prod delivery Line feeding the Kitted trolley  Delivery to Production line Sequence Process ILVS Internal sequencing method Big size call parts LF Process & Empty collection System Similar looking Parts feeding method Small Lot Bulk material Unloading Process  Quality & Quantity Checks Bulk material  Line feeding System to Production Line – Central fluid storage   OHC  Overhead conveyor method  Of Feeding System New part Introduction To Warehouse and Production line side -(PFEP) Collection of Empty Bins /Trolleys/ Ski load bar Storage at Empty shipping location PIV Charging Parking Next Shift Handover Process ECN Engineering Changes New Part trial & Source Changes  Line feeding Movement to POU by Equipment / Powered Industrial Vehicles End

Depending upon the Current System , I will concentrate on these above Stages to adhere and meet Rotorks new System methodology aligning with global standard logistics Process

11. PPC Production Planning & Control. SCM Supplier Releases Flow thru CMMS3. 

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Receiving Invoice Booking ASN Advance Shipping notice

Documents receipts  Invoice Delivery Challan Bill of Entry

Documents & Dock Procedure Truck Dock Procedure adherence Invoice/DC / Bill of Entry Collection Container Condition Checking Packaging Condition Checking Short receipt / Damage raise ISPR

Physical Verification of Parts Qty CCL Process followed & Booked Short receipt / Wrong Parts CDR raised Invoice & Parts Moved to Hold area

Production Schedule Monthly production Orders

Weekly Releases for production Kanban ILVS – Inline vehicle Seq JIS – Just in Sequence Line Haul  Imported Source

Material Releases HMRS –Hourly material replenishment System E-Kanban / ILVS / VMI / JIS Line haul / Milk run Imported Shipments

WH Putaway Barcode Labelling At Stagging Area

WMS – Barcode labelling Scanning Barcode Label Empty Location information Material moved to High reach area as per Location

Material Picking Collect the generated Pick list Handover the Picklist to PIV Scan the Rack barcode location Scan the Part Barcode label Move the Part Pkg to Market Place

Market Place Binning Process Part fill activity

Decanting Process Part Package decanting Converting to Std mode     Bin / Seq trolley / Kitting Direct feeding Electronic Parts Audio, EEC module

Part binning in racks Part binning at racks with auto call picklist. Fill the Quantity in Bin / Trl as per FIFO Collection of empty bins Internal / Supplier external Picklist handover to MRC

Logistics Work Flow in detail Process steps

12. Line feeding Picking Bin & Trolley Parts movement to Production line. 

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Line feeding Picking Bin & Trolley Parts  movement to Production line

Kit Market Place Binning & Rack filling for Prod delivery

Line feeding the Kitted trolley  Delivery to Production line

Small Lot & Similar looking Parts feeding method

Production Line feeding mode Line feeder collects the Picklist Ensures Facility arrangement Picking of parts (Bins / Cartons) Pick the Sequence trolley & Check sample Verification  Any deviation / discrepancies escalation to Supervisor Move the Material to POU

Kitting Market Place Rack fill Part binning at racks with auto call picklist & Scanning device Fill the Quantity in Bin / Trl as per FIFO and Press Andon  Kit empty trolley managing W/o shortage for smooth flow –Hourly tracking system escalation Picklist handover to MRC

Production Line feeding mode Line feeder collects the trolley either as design route mapping in SMART system. Type of Material feeding          - Kit trolley movement          - Picklist along with Kit parts          - Empty return back to Kitting area Route adherence mandatory to follow One way flow at line side (POU)

Sequence Process ILVS Internal sequencing method

Big size call parts Line feeding Process & Empty collection System

Production Line feeding mode ILVS Parts supplied thru VMI Trigger receive at Supplier end Part produced as per Make trigger Delivery within 2.5hrs to Plant Dock Process & Receiving – IPL Movement to POU Supplier rep Empty Bin / Trl collection Supplier representative.  EOD verification of Invoice receipts with System Prod nos

Production Line feeding mode Production operator to press the MRT fixed POU button for Material Call Monitor display Part number/Qty/Market Place and POU address to Pick LF delivery time every 30mins – Pick of 4 trolley Route adherence mandatory

Production Line feeding mode Auto Picklist generated thru interconnected Scanner at Point of Use. LF to collect from MP area and Pick the Parts & store them in the feeding dolley. Similar looking parts Special Delta Symbol will be Visible in the Picklist. Rack with Part no & Similar looking Part Critical Sticker availability as Error proof LF to Verify at Market Place and POU rack before feeding Use OCR Scanner for Part reading and matching before loading into Seq bin.

Bulk material Unloading Process  Quality & Quantity Checks

Bulk Material receiving & Storage Material received thru System releases from Supplier ( Quality to sample check) Gate check points TOX no and Invoice availability Dock HAZMAT Procedure adherence by the PIV Operator Using only Flame proof FLT Short receipt or Damage container receipts ie, Coolant, HFO gas , R134 Cylinder, Brake fluid , WWS, Nitrogen Cylinder raise escalation Process CFS is restricted authorized entry area.

Bulk material  Line feeding System to Production Line – Central fluid storage

Production Line feeding mode Part stock level monitored thru HMI Versatility resource only deployed Shortages / Quality Concerns informed thru Andon System Authorized Personnel Only allowed Restricted area with Bio metric access  Material supplied thru Pipe lines connected to the Point of Use Flame proof FLT only allowed inside the CFS Safety Precaution measures Bulk material w/o TOX no / MSDS / Expiry check –Feeding subject to disciplinary action for the employee

OHC – Overhead conveyor method  Of Feeding System

OHC Material feeding to POU Engine supply based on delivery trigger from engine Plant. Retrieve Import Source engines thru ASRS storage system and Complete Assy IP / Bumper loading thru transfer conveyor system and supplier thru delivery trigger Wheels and tyre feeding thru Lifter concept and transfer roller system to the POU OHC system for Door delivery post all Wiring and trim parts to POU

13. New part Introduction To Warehouse and Production line side (PFEP). 

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New part Introduction To Warehouse and Production line side (PFEP)

Collection of Empty Bins /Trolleys/ Ski load bar Storage at Empty shipping location

PIV Charging Parking Next Shift Handover Process

ECN Engineering Changes New Part trial  & Source Changes

ECN ECN Weekly Comm to team Effective out for Old Parts Effective IN for new Parts Receiving of new Parts with New Part Label Part number change or Same Verify and store in separate area Exhaust the Old stock and issue the new parts with Communication to Concern team for advance readiness Trial comm sharing with the production part details thru Mail

Line feeding Movement to POU by Equipment / Powered Industrial Vehicles

Line feeding with Equip & PIV Heavy material axle transfer thru AGV equipment to the POU Small lot / Seq trl / Kit trl moved thru Tugger (PIV) Big size call parts feeding thru MRT button system Using tugger SKI load bar – Movement with Platform truck 3Ton capacity Mini puller use at door mezzanine platform for movement of parts and empty movements (Ergo) Electric Stacker for Pallet movement inside Production lines

New Part introduction (PFEP) PFEP form Use the new Version Fill the fields in the format Part Classification Part number Prefix –Base-Suffix Part Usage Lead time Part description with Specification Pack Quantity Changes Supplier data Name GSDB code Inventory  Domestic market Imported market Storage & Handling  -   Special Pkg Special bin Special trolley Labelling & Identification Standard label –Color code Replenishment Strategy Line feeding frequency Manpower Study ( IE ) PFEP Document Approvals PFEP form approval from Manager PFEP form approval from Customer PFEP form approval from Packaging Manager PFEP data Storage Data storage in Hardcopies Data Storage in PFEP pro database

Empty returnables Process Line feeder to collect empty as per Standard Process. Bin should be upside down and stack in the dolley, to avoid parts in the bin and packaging material free to the empty loading area. Internal Sequence trolley before swapping check the pigeon holes / Cloth slots properly and empty to be shifted, Non adherence will impact in Production loss SKI load bar empty trolley must be moved to Loading bay , and While Picking ensure Cleaning to avoid Painted Product can be defect free

PIV Parking and Shift HO Line feeder to Park the PIV in the standard floor Box marking only. This will support incase of emergency Fire or Ambulance can move inside the shop floor for any Emergency
 Charging of FLT / Tugger/ Platform truck / Stacker the Battery level Should not be lesser than < 30 % . Non adherence will end up in drain of battery and PIV cannot be moved to Maintenance Crib.
 Daily / Weekly Schedule to be adhered for PIV Maintenance and Health check
 Line feeder to Share the Shift log book ( Hand Pocket book) to the reliever and attend Close out meeting with the team

14. Logistics strategy to replenish material model at Point of Use. 

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Logistics strategy to replenish material model at Point of Use

Material feeding System names & Its Processes Kanban trigger System – Used for POU ( Warehouse to Point of Use ) 	- Rack roller type 	- Device Scanner 	- Kanban Label with Barcode for Scanning 	- Printer  	- Paper for Picklist 	- Manpower for trigger Process at POU

2. MRT trigger System – Used for POU (Prod POU to Tugger fixed Monitor) 	- MRT button configured at POU 	- Call button fixing Structure at POU 	- Operator training on Material calling process – Press the button 	- Monitor display with details Part no – MP Address – POU delivery 	- 2 Pick location at POU for trolley 	- PIV Operator for material movement

4. Auto call Picklist System – Used for POU ( Warehouse to Point of Use ) 	- Rack  	- Device Scanner at POU 	- Printer  	- Paper for Picklist 	- Manpower for Picking and delivery to POU

5. SKS System – Used for Market Place area ( MP area to Point of Use ) 	- Rack  	- Scanner device 	- Digital Pick lights 	- Printer  	- Paper for Picklist 	- Manpower for Picking and delivery to POU

3. MSRS Parts retrieval System – Used for POU ( Warehouse to Market Place ) 	- MSRS facility  	- Automatic retrieval  	- Bin with Full Quantity loading into MSRS 	- Replenishment of Bin as per Order Pick list to POU readiness 	- Manpower for Picking and delivery to POU

6. ASRS Engine Storage & retrieval Process – Used for POU 		( Engine Assembly line  to Production ) 	- ASRS facility - Automatic retrieval  	- Engine transfer thru OHC 	- No Manpower for loading the Engine – Engine transfer to 	  Lifter set up & Moved thru OHC system

15. Point of Use design. 7. JIT / JIS System – Used for POU ( Supplier end trigger to Direct line ) - Make trigger advance - Delivery to line based on delivery trigger - Manpower to feed to line directly - Follow 2 Pick location concept for JIS & JIT Concepts. 

Scene 15

7. JIT / JIS  System – Used for POU ( Supplier end trigger to Direct line ) 	- Make trigger advance  	- Delivery to line based on delivery trigger 	- Manpower to feed to line directly 	- Follow 2 Pick location concept for JIS & JIT Concepts

9. VMI System – Used for POU ( Supplier feeding to Direct line ) 	- Delivery to line based on delivery trigger 	- VMI representative to Manage Inventory & Shortages 	- Returnables tracking & replenishment critical for Production

8. MFS –Material flow System – Used for POU ( Warehouse to line ) 	- Kanban barcode Label pasted on the Bin 	- Scanner device Used to trigger the Shortage Material 	- Inventory norms in hours 	- Pick Qty and Line side rack Max freezed 	- Manpower resource required in the process

10. HMRS – Hourly material replenishment system – Supplier Lean Inventory 	- Ship material as per System deliver time – Freq 2hrs 	- Truck Unloading as per TAT 	- Trigger the shortages in-advance for Supplier readiness 	- Update the releases Weekly 	- Empty returnables tracking and Supplier end follow up tracked

Standard replenishment model which Suits the Current requirements according to the Company’s need A well-designed Point-of-Use system optimizes material flow, reduces waste, and increases productivity.  By applying these design principles, we can create a more efficient and effective operation.

Propose how you would rollout the transformation actions to the facility team. 

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Propose how you would rollout the transformation actions to the facility team

Phase 1 : Communication and Awareness ( Week 1 -2 ) 	- Introduce the transformation initiative, explain the reasons, and share the vision. 	- Hold meetings with each department to discuss how the Transformation will impact their work 	- Visual communication display posters, banners, and digital screens with key messages and updated 	- Send regular email updates to the facility team with progress , timelines , and expectations

Phase 2 : Training Sessions ( Week 3 -6 ) 	- Conduct training sessions on new processes, systems, and tools 	- Host work shops to develop skills and knowledge required for the transformation 	- Coaching and Mentoring to Support team members 	- Cross functional training help team members understand the impact of their work on other departments

Phase 3 : Implementation and Support ( Week 7- 12 ) 	- Launch pilot programs to test new processes and systems 	- Go – Live Support during the Phase 	- Establish feedback mechanism to address concerns and suggestions 	- Encourage a culture of continuous improvement

Phase 4 : Monitoring & Evaluation ( After Week 12 ) 	- Track and measure key performance indicators (KPI’s) 	- Share regular progress updates with the facility team 	- Document lessons learned and best practices 	- Recognize and reward team members for their contributions

Timeline. Sep 2024. Project Commencement. Nov 2024. 

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Coordinate team business & D365 launch data extraction and data transformation

Implementation and Buy off with User
 GO Live

Using Gantt Chart MIS ( Management information system

18. Identifying what key factors you would use to report progress. Leadership engagement & Reporting Structure. 

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Identifying what key factors you would use to report progress. 
Leadership engagement & Reporting Structure

Project charter Format type : A3

  Master Schedule

 Work Plan

 Results / Trend

Project name Project Owner Project description Background Current State Cause Analysis Target Condition Implementation Plan Follow up Actions & Support required

Project name Project Manager Start & End date Project Duration in days Milestone Task Name Assigned To Assignment dates Status Green / Yellow / Red Track Completed / Behind the target by Line Marking

Project name Project Manager Project Deliverable Start & End date Overall progress % Task Name Responsible Weekly Plan vs Actual (G/Y R) Overall Completed % Status

Visual representation - Charts Weekly Fortnightly Monthly Yearly

Format applies for reporting to internal facility & Leadership teams

19. Specifically emphasizing process, you would undertake to design and configure the Assembly Point of use area to maximise efficiency of the logistics team. 

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Specifically emphasizing process, you would undertake to design and configure the Assembly Point of use area to maximise efficiency of the logistics team

Designing the Layout as per Lean principles Ergonomics Accessibility Visibility Storage (PFEP Plan for every part) Work flow

2.  Implement Visual Management Labelling and Signage Color coding FIFO , Self life , DG Visual indicators for Inventory levels

3.    Optimizing Storage and Handling ASRS system implementation Conveyors and Material handling equipment

Integrated Technology AIDC - Automatic identification and Data Capture Barcode Scanning Bio metric finger prints Facial recognition  OCR Optical character recognition PIV with Camera’s for FLT & High reach trucks Robotics Automation Security systems - CCTV

5.    Training ARVR training for PIV drivers          augmented reality (AR) and Virtual reality (VR) Digitalization of Process documentation Simulation training on Processes

Focusing on the above points I will use my expertise to improve KPI Metrices - SQDCPME Increase Productivity, Space Optimization, Reduce Cost , Eliminate Manual Process , Innovation Logistics & Warehouse Automation, Cycle line Layout Correction, Eliminate Pedestrian & PIV Interactions , Improve 5’s , 3R’s , Continuous Improvement Projects

20. Special Skills. [image] Associated With i-ord Motor Company earning & development trainer internal Lead Skills: Leadership Training 400 Employees Sanand Vehicle Assembly Plant Sanand vehicle Assembly Plant Employees training Total 400 employees OJT Certificate Of Internal training facilitator CVAP Certificate for training employees Master trainer for internal team '0' '69uJ. 

Scene 20

[image] Associated With i-ord Motor Company
earning & development trainer internal Lead
Skills: Leadership
Training 400 Employees Sanand Vehicle Assembly Plant
Sanand vehicle Assembly Plant Employees training
Total 400 employees OJT
Certificate Of
Internal training facilitator CVAP
Certificate for training employees
Master trainer for internal team
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[image] Safety lead MP&L
tear Safe • Punt wide W•nr•
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Sa'ety
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Create *evention to
Volunteer

[image] i O' Apprec •at Ion presentea to
Chennai Assembly
Creating awareness about Road Safety and
Realization about COVID å€æ19
Recognition and Engagement
in recognition of your participation in the
2021 President's Health & Safety Awards Program
GLOBAL SAFETY
& ERGONOMICS
Ebeonomce
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Invitation to Meet Mr. Jonathan Allchin Global Head of Transport & Logistics