YT YouTube2Text

YouTube2Text → Transcripts → Lecture 11 : Tools for Improving Logistics Efficiency (Contd.)

Lecture 11 : Tools for Improving Logistics Efficiency (Contd.) — Transcript

by NPTEL IIT Kharagpur · 6,953 words · 1,017 segments · language en · Watch on YouTube

Open in transcriber Summarize with AI Download SRT/VTT

Full transcript

0:01[Music]
0:22[Music]
0:26so welcome back to this nptl online
0:28course on Logistics and supply chain
0:30management I'm Dr vikas takur from IIT
0:32kakur so uh in the last session we were
0:35discussing about the tools for improving
0:38the logistics efficiency and uh in that
0:40we discussed the very first tool is plan
0:43do check act cycle uh given by Professor
0:46uh Edwards Deming and now we'll continue
0:50with the seven QC tools uh in this
0:53session and we'll discuss about the
0:55quality Circle 5S approach and
0:57benchmarking how these Concepts can be
0:59used used to improve the overall
1:01Logistics
1:03performance so these are the seven
1:05quality tools uh given by Professor K
1:08ishik Kaba and uh you can see uh we have
1:12uh the cause effect diagram then we we
1:16we can use flow chart we can use check
1:19sheets then par charts histograms
1:22control charts and Scatter diagram so
1:26this is the complete set of tools which
1:28can be uh used just starting with the
1:34diagnosing the problem and reaching to
1:37the end solution how we can Implement
1:40that uh solution and that problem can be
1:42solved even you can track the
1:44performance as well after implementing
1:47that solution you can track the
1:49performance so these seven QC tools will
1:52just go through how these can be used in
1:55a sequence so that we can analyze our
1:58complete problem so very first is
2:01flowchart right in the last session as I
2:05talked about uh a Control process where
2:08we we talked about some process and then
2:11we we saw that this process is giving
2:15some output we are processing and then
2:18this output is being compared with some
2:20standards and if de any deviation is
2:24there yes so then we are taking the
2:27corrective and preventive action and
2:29again going with the change in process
2:32change in raw material change in output
2:34all technology if it is no we will
2:37continue with the same process this is
2:39again a kind of flow chart I'm just
2:41giving you all the steps right so this
2:45is a kind of decision making stage I can
2:47highlight this decision making like this
2:49if any process I'm doing I can highlight
2:51like this if this is the start uh this
2:54is how it is highlighted the end is
2:57highlighted like this right so the I
3:01means different uh shapes we are using
3:04just to uh represent different stages in
3:07that flowchart now why flowchart is used
3:10just to you know have the quick
3:12understanding of the uh any process okay
3:16how it is happening so it will give you
3:18the better Clarity visibility instead of
3:20Reading Writing the long paragraphs
3:23right so this is one example you can see
3:26here on your screen how the
3:27manufacturing company of electronic
3:30gadgets they are doing with assembly is
3:32starting here so step one component they
3:34are checking second stage maybe assembly
3:37line is there there are so many
3:38different stages they are doing assembly
3:41on those stages then decision point is
3:44whether quality check is needed or it is
3:46error free right or uh 100% inspection
3:50or maybe uh the quality uh inspection is
3:53not required right if it is required
3:55we'll go for check sheet we'll do the
3:57sampling we'll pick some samples out of
3:59the product and then we'll check whether
4:02any defect is
4:03identified if it is identified then
4:06again we need
4:08to we need to go for the assembly we
4:11need to check the component whether
4:13component is faulty or there is
4:15something wrong with the assembly line
4:17right so if no nothing is required test
4:20is required we'll continue with the
4:22final product and then final product
4:24testing happens so then again there is
4:27decision Point whether this final is
4:30okay or not then final assembly is
4:32happening production is complete and
4:33this is the complete end so see in the
4:36flowchart how easily you can understand
4:39how the things are flowing in the in the
4:41logistics Network also we need we have
4:43discussed this complete flow chart right
4:46from your first supplier how things are
4:49moving through your transportation
4:51Network reaching to your manufacturing
4:53facility then again through all the long
4:56chain of your sto uh stockholders
4:59forward agent wholesalers distributor
5:02retailers reaching to the End customer
5:05right so that also flowchart uh you can
5:08just draw the flowcharts right now what
5:10inferences we can make out of that so
5:13this is reveals bottlenecks and in
5:15efficiency so flowchart will help you to
5:18identify where is the problem so how
5:21bottlenecks you can identify I'll give
5:23you very small example let's say I have
5:26designed these five stages in the
5:28assembly so product is entering here
5:31leaving here this is finished good is
5:33leaving here raw material is entering
5:35here maybe on different stages we are
5:37using some more components on on that
5:40stage right so then in terms of that raw
5:43material will can enter any stage new
5:45raw material obviously sub assembly will
5:47move through this conveyor belt now
5:49let's say for processing this stage we
5:52are taking 5 seconds for this 6 seconds
5:544 seconds then maybe uh 8 seconds and
5:58then maybe you are taking again 6
6:01seconds this is how you have designed
6:04now through this flow chart you can
6:06easily identified that this can be your
6:10bottleneck because it is taking 8
6:12seconds almost double of the last stage
6:16this also taking 6 seconds again 2
6:19seconds more than that so if I'll take
6:21this stage only between this and this
6:24this person will process two products at
6:27that time but this will pass only one
6:29prodct product right so that means in
6:33the end only 50% semi products semi
6:37finished products he is able to pass who
6:40is sitting on this fourth number stage
6:43and rest 50% will be the uh pending you
6:47can say pending stock is there on his
6:50stage so that means this is the
6:52bottleneck and restricting your
6:55efficiency how we can do improve that we
6:58can we need to think whether we can go
7:00for parallel stage the person is also
7:03sitting there so that half of the 50% of
7:05the product he will process 50% of the
7:08product he will process right and if
7:11dedicated two workstations are not
7:13required maybe temporarily we can
7:16assign uh the other workstation and then
7:19we can go so this is how the process
7:21flow chart will help you to streamline
7:23the uh things throughout your
7:26distribution Network throughout your
7:27packaging if some big pack packets are
7:29taking time small packets or delicate
7:31items are taking time and then because
7:34you are shipping all the products
7:36related to one pin code and then all
7:38those different types of products are
7:40there so how you can be more efficient
7:43Saving Time right so this will help you
7:45to understand that and then you can
7:47obviously uh the process which is taking
7:50longer you can uh make decision on that
7:52so more informed decision will be there
7:55so action taken you can reduce the
7:57bottlenecks you can opt op imiz time
8:00consuming process right and then
8:02additional training is provided to the
8:04line worker to be more efficient maybe
8:07we will stretch these workers who are
8:10taking five or six seconds to be more
8:12efficient maybe in that way or maybe we
8:14can change some technology also in that
8:17way so that the it can be comparable to
8:20somewhere 4 to 4.5 seconds so that all
8:24the stages are uniformly designed so
8:26that there should not be any pending
8:28work on any stage right then it will
8:30help you to check the quality also
8:33because let's say on this stage
8:36particular two stage very critical stage
8:38and most of the complaints let's say
8:40like we talked about the packaging
8:41related complaints are coming from this
8:44stage so then we need to increase the
8:49inspection here see the very this is uh
8:54uh misconception that quality
8:57means checking no quality we should
9:02Target in such a way that quality should
9:04be seized after some time quality team
9:07should work towards that after some
9:10duration there should not be any
9:12requirement of the inspection right so
9:15we should build the quality in the
9:17design of the product we should build
9:18the quality in the design of the
9:20packaging we should build the quality in
9:22the process where we are doing the
9:23packaging where we are transporting
9:25where we are keeping in the warehouses
9:28why the inventory is outdated why it is
9:30expired in the warehouse why our system
9:33did not give the alarming uh situation
9:36that now only few days are left few
9:38weeks are left and you need to rotate
9:41the stock right so that indication our
9:44warehouse automatically should be it
9:46should be circulated to all the
9:48stakeholder so that that inventory can
9:50be consumed first in the market second
9:53point is the second tool is check sheets
9:56so usually check sheet uh you might have
9:59seen check sheets in day routine life if
10:01you are traveling through maybe train
10:05through air so after completing your uh
10:08Journey they are sending you one kind of
10:10feedback form check sheet so you can
10:13evaluate as per how the staff was
10:16dealing with you the clean lless the
10:19services provided on on the plane and
10:22then all those things right so so that
10:25it will give them you know uh kind of
10:27direct touch that uh you are inter in
10:29with the customer and in that way you
10:31can somewhere you can also get a chance
10:33to improve your services right so check
10:35sheet is a kind of thing Dr isikawa has
10:38given this concept of collect this is a
10:40way of collecting the data right so
10:42through your check sheeet you can
10:43collect the data where the Falls are
10:45happening check sheet is also uh like we
10:48designed that most of the complaints are
10:50coming from packaging so you can see
10:53number of occurrences if Monday we see
10:56bottle brokens two right cap loose
11:01Monday nothing Tuesday two in that way
11:04we can see missing label also we have so
11:07this is a kind of check sheet so in the
11:09end we can analyze why this is happening
11:12if on one stage consistently something
11:14is happening wrong order that means who
11:17is the operator where is the location
11:20date section everything we so that we
11:22can identify the problem where the
11:25problem is like we identified initially
11:27now I have given you that image you can
11:29just relate with that example very basic
11:32example why we need to find out that the
11:36B very basic root cause right and damage
11:39while packaging how many times we did
11:41that and what are the reasons maybe in
11:44the weekend the uh defects are more
11:47maybe people are in uh rush to you know
11:50leave the workstation to go for their
11:52weekend plans and all that that can be
11:54one of the reason maybe Monday um uh
11:57more faults are coming complaints are
11:59coming because uh just they are coming
12:01after enjoying their weekend so it is
12:03little difficult to concentrate back on
12:05the workstation and all those things
12:07maybe right so this is a way how you
12:10this is just one tool to collect the
12:12data so first your flow chart you can
12:15understand the complete process second
12:17just check sheet is required to just
12:19record the data where the faults are
12:22happening and what is the frequency of
12:24those faults right and simple one case
12:27is there you can just see a man
12:29manfacturing company produces electronic
12:30components and they are tracking where
12:33the problem is so date of production you
12:36can find out when exactly that complaint
12:38happened type of defect is there any
12:41defect with the manufacturing process
12:43soldiering issue or maybe component
12:45misaligned or maybe damaged component
12:48faulty your packaging or maybe faulty
12:52process so location of defect like I
12:55told you it was done in a shift B shift
12:58dshift or or at what which workstation
13:01workstation fifth or 10th or 12th or
13:03which one is responsible so that we can
13:05increase the sampling or inspection rate
13:07at that particular stage or we can think
13:10of giving the training to that person
13:12who is working on that stage where those
13:14faults are occurring right we can find
13:17out the shift then operator we can find
13:19out specifically so that if special
13:21attention is required and if this is
13:24somewhere around the industry average we
13:27need not to bother much about that but
13:29still we should go for the regular
13:30training then of all the staff obviously
13:33or if it is something out of the box
13:36things are happening and many faults are
13:38coming so then we need to identify the
13:41particular person so that we can go with
13:43the things with that particular person
13:45only so what actions we can take we can
13:47identify the root cause of the defects
13:49and if it is happening somewhere in the
13:51manufacturing in the uh loading of the
13:54truck in unloading in storing in the
13:57cold storage or while packaging the
13:59product then then those stages you can
14:02Define and specific quality check sheet
14:04you can prepare related to those right
14:07so then targeted training program like I
14:10told you if this is the problem with
14:11some particular operator you can do this
14:14is not only the only the person can be
14:16at fault let's say you have completely
14:18automated Warehouse so robots are
14:20working so even then if it is The Fault
14:22With the machine so sometimes that can
14:24also happen continuously working
14:27continuously machine is working bear and
14:29can happen so then you need to check for
14:31that also right so results will be you
14:34can see the Improvement in quality when
14:36you will be implementing uh uh the
14:38identified root cause right so common
14:41type of defects you can find out so in
14:44that way you can build a sustainable
14:47environment of quality management
14:49through your Logistics distribution so
14:51in the end this is one acknowledgement
14:54you will get from the end stakeholder of
14:57that uh distribution Network if you are
15:00doing all the you are ticking all the
15:02points in the check sheets now third
15:05tool is histogram now we recorded the
15:09data now histogram will give you the
15:11pictorial representation that this is
15:13Fault one this is Fault 2 this is Fault
15:17three so this is like what is the
15:19frequency of these faults 5 10 15 20
15:23like this quick view I can get
15:26right and let's say uh you can compare
15:29month-wise as well January we have three
15:32faults let's say for January month so
15:36let's say we have
15:39uh like this so fault one fault two
15:44fault three February
15:51again so this one 2 3 like likewise you
15:55can continue so I can just see uh in any
15:59month this fault two is very high and
16:02next is Fault three so first I should
16:05prioritize fault two then I should pay
16:07attention to fault three then I should
16:09move to fault one so this will give you
16:11quick indication where you should go so
16:14histogram will help you to in that way
16:16so this is one case restaurant chain
16:19they want to enhance the both food
16:21quality and customer satisfaction
16:23obviously then you need to talk about
16:26the delivery time how they can do that
16:28right so they have collected some data
16:31and uh they have organized this data how
16:34many times they are making the delivery
16:37between 10 to 15 minutes how many times
16:39between 15 to 20 minutes 20 to 25
16:41minutes so these many times you are
16:42making the delivery so this is a quick
16:45review that you can analyze that you are
16:48taking the maximum time here and here so
16:51somewhere here normal distribution curve
16:53also you can draw on that right
16:56so uh this will help you to understand
16:59understand where you need to fasten up
17:00the things where you need to go for
17:03maybe half cook item you can keep with
17:05you so that order if those kind of
17:07products are there which are in
17:08continuous supply and demand so then you
17:11can manage in that way and you can
17:13minimize the time right so your
17:15histogram will help you to understand
17:17that so realtime performance monitoring
17:20system can be implemented by tracking
17:23the delivery
17:24times so once you will Implement that
17:27you can see now the delivery Peak if 25
17:32to 30 minutes you can further reduce it
17:34if you are finding out the bottleneck
17:37and you will be more consistent it will
17:39not be like this that sometimes you are
17:41here taking more time sometimes here so
17:43that you can be more consistent in that
17:46way right and when you are consistent so
17:48customer satisfaction see if one day I'm
17:51providing services within 5 minutes and
17:54next day I'm providing services in two
17:56uh 25 minutes so see same customer if
17:59coming to you so obviously if I got
18:01first day 5 minute Services anywhere you
18:04are taking 25 minutes I will be highly
18:07dissatisfied right if on an average
18:10continuously consistently you are taking
18:1215 to 20 minutes maybe whenever I'm
18:14coming to your store I know that this
18:17person will take average this much time
18:19so mentally I'm prepared that way right
18:21so that is also kind of thing that you
18:24know customer mind and psychology it's
18:27very difficult so the same situation
18:30sometime customer may take as a positive
18:32sometimes may take as negative so again
18:35I told you as per month Jan Feb March
18:39you can uh Analyze This there is another
18:42way these are the
18:44defects right and when these defects
18:47happen that also this is day shift one
18:50shift two shift three so all the time
18:53you can see that reasonably shift one
18:56defects are very high right and then
18:59shift two defects are also increasing
19:02okay so what are those defects this is
19:05wrong color doesn't light up when you
19:08turned on did not turn on right too
19:11small or maybe size not fitting right so
19:15put the wrong label on that or wrong
19:17size information so that way you can
19:20just find out you can this see how
19:23quickly you instead of going through the
19:25long tables and then information data
19:28you can just just uh get the picture in
19:31no time
19:32right now the now you collected
19:35information what is the frequency of
19:37occurring those faults now I need to
19:40prioritize which one is the Fault which
19:43is happening very frequently and this is
19:46parto principle 8020 rule which says
19:48that your 80% of the problems are
19:51because of 20% of the reasons and this
19:54is almost applicable in every phase
19:58everywhere
19:59maybe in your life as well you see
20:01majorly our life is affected by 20% of
20:04the
20:05decision uh your education which uh uh
20:09line you are into that will decide your
20:11total career business then uh whether
20:14you are going uh for your own venture or
20:17you are uh uh going to provide the
20:19services that is another decision second
20:22decision third who will be your life
20:24partner fourth after retirement what you
20:26will do four five decisions so that
20:29means these 20% decisions are affecting
20:31your and these are so big decisions if
20:34one goes wrong your whole life will be
20:37disturbed so that way 80% is their
20:40weightage right so same thing happens in
20:43almost every area if you talk about
20:46inventory I'm keeping inventory for any
20:48product let's say car so 20% item will
20:51be there components will be there who
20:53are carrying the maximum you know price
20:56cost and rest 80% items are are only
20:59contributing 20% so this is ABC analysis
21:02of inventory management we'll do in
21:04further sessions right so paratto
21:07diagram will histo diagram is just will
21:10arrange that these are the faults like
21:13this they will uh we can arrange in
21:15paror chart and then we can see these
21:1720% of those problems if these are the
21:21problems problem one problem two problem
21:23three problem four problem like this so
21:26these 20% of the problem which are
21:3080% customers are facing right so we can
21:34easily prioritize that now this tool is
21:36used to prioritize those issues whether
21:39the issues are mostly related with
21:40packaging or issues are mostly related
21:43with Transportation issues are mostly
21:45related with the outdated inventory
21:47because of warehouse management or maybe
21:50the outdated inventory in the warehouse
21:54right so you can just see scratched
21:58screen battery issues and missing
22:01components so if I'll just combine these
22:04three so you can see how much part these
22:07three are giving you somewhere here
22:1180% right so only these issues and uh if
22:15you'll solve these 20% issues your 80%
22:19problem will be solved right so parto
22:22chart is a very very beautiful tool to
22:25analyze the situation in that way right
22:28so others so many may be there so even
22:31if you'll try to address even then you
22:34cannot because obviously any process
22:37cannot be 100% error free so in that way
22:41you should uh Focus first on those 20%
22:44which can be you know uh addressed so
22:47scratch screen or battery issues are
22:49very prominent so immediately you can
22:52where that scratches are happening maybe
22:55in the storage or maybe when you are
22:57packaging the screens where that or
23:00maybe when you are finally you are
23:01cleaning that or maybe when you are your
23:03engineer is installing at the uh site
23:07location right then scratches are where
23:09the scratches are happening so you need
23:11to find out the reasons again you need
23:13to do the root cause analysis and the
23:15next tool will be root cause analysis
23:17only right we'll see how we'll find out
23:18the root cause so once it is done we can
23:21fix these issues and you can reduce your
23:24defects by 80% just focusing on 20% of
23:27the problems and in terms of that you
23:30can improve the customer feedback and
23:33returns will be minimized obviously
23:35right so this is how it will work now
23:37this is the fifth tool which we'll use
23:39to you
23:41know uh to find out the root cost like
23:45this is decreased customer satisfaction
23:49and maybe this is happening because of
23:51uh the scratches are happening on the
23:53screen during
23:56packaging right now now what can be the
23:59reasons let us forget this this this is
24:01fishborn diagram given by Professor
24:03Ishikawa and this is head of the fish
24:06and these are different branches you can
24:08just see like a fish it is this diagram
24:11is there so why uh like the first
24:16example if I'll go to that very basic
24:17example that problem is with packaging
24:20right this is the problem now we
24:22identified this problem can be because
24:24of the Manpower working on the
24:26workstation because of the technology we
24:28we are using on that workstation because
24:30the because of the equipment we are
24:33using to packet that because of the
24:35working conditions are not
24:40good because of the fault in the raw
24:42material because of so many other issues
24:45like so these issues we will list now if
24:48the problem is mostly happening because
24:50of Manpower we'll ask again why Manpower
24:54problem is there
24:56maybe did not undergo
24:58the proper training maybe not happy with
25:02the work environment maybe Disturbed
25:05with personal life maybe not the right
25:09skills at that job maybe related to
25:12salary maybe related to health issues so
25:16many things can be there this related to
25:19Manpower only so we identified the first
25:22reason then substages we'll find out the
25:25next stage reason then training if if he
25:29is not trained properly why that person
25:32is placed at that situation again we'll
25:34find out the reasons who can be at fault
25:37so HR team as fault maybe the placement
25:40team at fault maybe the induction people
25:43who did induction for that maybe at
25:46fault right so if it is the problem of
25:49HR how we can why that happened so HR
25:53need to change the policy so this is
25:55fishborn diagram where we'll try to find
25:57out the reasons on the further stages so
26:00that we can find out the main problem
26:03and this is also known as cause effect
26:05diagram so once you will identify the
26:07problem major categories under people
26:10problem with the process or equipment
26:12like I discussed or environment is not
26:15right then you can find out the
26:16subcategories also right and then you
26:19need to do the brainstorming session you
26:22need to ask by we usually call it fivey
26:26analysis or 3 y analysis or 7 y analysis
26:31means we'll ask why this happened seven
26:33times first we'll find out the answer
26:36then why that happened second will find
26:38out the answer then why that thing
26:39happened so we'll keep on asking the
26:42buys until until we are reaching at the
26:45root cause right so the potential causes
26:48we can identify with the help of this
26:51fish one diagram and then we need to
26:54take the corrective action additional
26:56staff we need to optimize the workflow
26:58or we need special training so obviously
27:01when we will find out the root cause so
27:04now the employe will feel motivated he
27:07will feel connected to the organization
27:09and then in that way the overall
27:11performance complaints will reduce
27:14performance will increase and in that
27:16way customer satisfaction which was the
27:18initial problem can be increased and in
27:21which will result in the ultimate
27:24customer loyality right so this is how
27:26fish diagram can help us scatter diagram
27:30again now maybe we
27:33identified uh three solutions to one
27:36problem that first I need to revise the
27:39compensation of that
27:41person then I need to provide him health
27:45insurance kind of thing I need to
27:47provide him the maybe the other housing
27:50facilities or uh maybe the education
27:54facility to the children maybe I need to
27:57uh enrich his job or enlarge his job
28:01whatever these are the three solutions
28:03you suggested to your management right
28:06now I want to track whether if I
28:08increase the compensation from point A
28:11to point B what is the
28:14performance whether the performance has
28:16increased like this like this like this
28:19or still the performance is like this
28:21right so if it is not how I can find out
28:24with the help of scatter diagram so
28:27let's go if if the problem is like this
28:29this is the solution let's say this is
28:30the solution I am implementing and this
28:33is the
28:34result I am increasing the compensation
28:39here and I'm looking for the result
28:41result in terms of number of
28:43complaints reduced number of complaints
28:46or you can say because this is
28:48positively increasing we cannot say in
28:49that way here we can say when there is
28:51negative uh correlation in this case we
28:55can say the result in terms of
28:57productivity
28:59so if I increase the compensation
29:02productivity is
29:04increased if I increase the compensation
29:07your number of complaints coming from
29:09the
29:11markets decreased so that means this
29:14component solution is working
29:17fantastically on that particular
29:19situation if the points are like
29:21staggered like this so that means there
29:23is no relationship even if you are
29:25increasing the compensation the employee
29:28is not motivated enough that he is
29:31somewhere performing of the average or
29:34whatever he was doing earlier right so
29:36this is the scatter diagram you can see
29:38number of training programs you did and
29:41job performance you can see still uh
29:44there is uh increasing Trend so that
29:46means you can suggest that training
29:49programs will help you to increase the
29:51overall
29:53performance so you can just see uh xaxis
29:58your independent variable byx is your
30:00dependent variable and regular checks
30:02you can track and you can improve the
30:04overall
30:06performance the last tool is control
30:08chart now control chart is that you are
30:11doing your process let's say at this
30:13mean this is the middle line
30:16right so you are
30:18recording your uh process at this level
30:22and how your process is moving like this
30:24so you will Define your upper limit as
30:26well upper control limit and lower
30:28control limit as long as your process is
30:32within this range right so you will say
30:35this is controlled but if it'll go
30:38beyond this range we need to stop and we
30:40need to take the corrective action right
30:43so this is control chart statistically
30:46we are this tool was given by Professor
30:49shot and uh here we are statistically
30:51controlling the quality right so how
30:53many times we are breaking the packaging
30:57how many times product wrong product
30:59delivered right so if there are this is
31:02the average and because we are allowing
31:04some defects up to some level plus minus
31:08let's say to be very specific sometime
31:10we are saying three sigma right so upper
31:13control limit lower control limit as
31:15long as you are within that range you
31:17are okay so in in when we'll discuss
31:20about the manufacturing unit
31:21specifically we'll talk about how we'll
31:24we are setting these plusus 3 uh Sigma
31:27for
31:28differentiating the assignable cause and
31:30common cause of variation right so here
31:32only as long as we are within the set
31:34limits we are okay with the quality
31:36right so we need to find out whether the
31:38common cause of variation or special
31:40cause if it is common cause we cannot
31:42remove that common cause there will be
31:45small variation right so that we cannot
31:48that is sometimes uh because of
31:51environmental condition sometimes
31:52because human intervention is there
31:54human it's not completely automated
31:56right even automation is there after
31:58some time maybe be and tear so we are
32:00not getting the exactly same parameters
32:03so parameters keep on changing so this
32:06we cannot remove but special cause if
32:09something the big problem is happening
32:12then we need to take the corrective
32:13action right so we need to identify
32:16whether the cause is special cause or
32:18common
32:20cause so you can see once we'll
32:23Implement these control charts we can
32:26reduce the variation in the quality of
32:29the products delivered this is how the
32:31complete all the tools can be identified
32:34I have discussed flow chart then you
32:37want to see the big picture how things
32:38are happening check sheets are used for
32:40data collection these all tools are used
32:42for data analysis here you will record
32:44the errors how frequently they are
32:46happening scatter diagram how uh results
32:50if you'll Implement some solutions how
32:52the results are improving you can use
32:54control charts to be within the range
32:57then problem identification you can do
33:00fish one analysis cause and effect
33:02diagram and in the end you can
33:03prioritize the solution as well for the
33:05same problem if you are finding two
33:07three solutions so that those Solutions
33:09also you can prioritize so another
33:11approach is quality Circle this is
33:13voluntarily group and not very formal
33:16right so maybe 8 to 10 peoples are part
33:19of that voluntarily group and they are
33:22discussing on some issue let's say the
33:24issue like we talked about related to
33:27Packaging
33:28so they will maybe voluntarily people
33:30one or two person will come from
33:32production Department one or two people
33:34will come from quality Department
33:36voluntarily one or two people will come
33:39from R&D Department from maintenance
33:42department from training and development
33:45department like this right so who are
33:48directly indirectly are linked with that
33:50particular problem now they will meet
33:53regularly okay this is a kind of quality
33:55Circle they will meet regularly they
33:58will find out the solution do the
34:00brainstorming sessions we'll come up
34:02with the results right so uh and then
34:05we'll suggest those results to the uh
34:08higher management now if it is related
34:10to packaging let's say packaging we need
34:13to change the raw material right so this
34:16can be one of the suggestion so R&D
34:18people will also say about raw material
34:20how we can improve in a better B right
34:23then quality people will also say
34:25whether the quality will be improved or
34:27if you are changing changing the raw
34:28material it will degrade the quality
34:30further right then so all will check the
34:33feasibility even accounting department
34:35will be there with their accounts that
34:37this will add the cost further we cannot
34:39afford that like these many arguments
34:42can be there so in the end you all the
34:45members uh what are the members there is
34:48top management their role is to support
34:51the QC right whatever suggestion they
34:54are giving they need to sanction the
34:56budget to implement those Solutions so
34:58that they can feel uh you know motivated
35:02they should provide the award kind of
35:03system and uh there if their uh
35:07suggestions are being implemented so
35:09next time they will also be willing to
35:11you know meet on these kind of informal
35:14teams as a informal teams and then they
35:16will try to solve so many in in
35:18manufacturing units these these kind of
35:20groups are very very common right then
35:23steer Committee of maybe senior people
35:25will be there who will be you know
35:27evaluating those quality Circle whe
35:29whether really that quality circle is
35:31required for that particular problem or
35:33not what are the objectives whether they
35:35are within the guidelines of broader
35:37guidelines of the organization or they
35:39are giving some out out of the box
35:41suggestion which suggestion is okay we
35:43can Implement can reduce the problem
35:46drastically but then what about the cost
35:49what about the other ethical constraints
35:51what about other legal constraints
35:53whether we can go for that or not right
35:55there is coordinator who who will will
35:57be coordinating between quality Circle
36:00higher management whatever suggestion
36:01they will give they will give that
36:03person is going to coordinate with them
36:05and will keep the track of activities
36:08whatever they are doing okay then there
36:10is
36:11facilitator the he will be the senior
36:14officer of the department and uh uh he
36:17will be uh arranging all the necessary
36:20you know training programs and uh he
36:22will develop the set up the links
36:24between the quality circles and my
36:26management and will ensure the
36:27participative culture so this is the
36:29main role of facil facilitator leader
36:33obviously uh will be one person who will
36:35be leading that team will be defining
36:37the problem various aspects of that uh
36:40that problem what can be you know the
36:43redressal schemes so in that way he's
36:46going to elaborate with the team and
36:48obviously with the team members who are
36:50the ultimate stakeholders coming up with
36:53the suggestions brainstorming sessions
36:55giving up their feedbacks and then the
36:57leader will combine that and obviously
36:59that cross questioning and all those
37:02things will be there so that we can
37:03validate the solution in the end whether
37:05we can really go for those Solutions or
37:08not so the fourth tool is 5S philosophy
37:12which is Japanese ter Ser C cisu and we
37:16can Implement for housekeeping so that
37:20uh the inventory can be managed within
37:22the warehouse in a proper way and we can
37:25sustain that proper way the first first
37:27is sorting you should sort your material
37:30because sorting is very much required in
37:32Warehouse where you need to sometimes
37:34you are sorting pin code buys sometimes
37:36you are sorting product wise sometimes
37:38you are sorting as per the requirements
37:40of the product right Cold Storage
37:42products will be stored in that area and
37:45rest of the products will be stored
37:46delicate items how you should handle
37:48where you should store those items right
37:50so how you are designing the Shelf space
37:52and all that set in order you need to uh
37:56set in order all the it Ms as per size
37:58as per uses or as per product nature
38:01shine you need to maintain uh the
38:04cleanliness of the workplace so that uh
38:07smooth function can be ensured and
38:09accidents can be reduced standardize
38:12once it is done you need to standardize
38:14the process so that repetitively you
38:17should be able to do that it's not one
38:19day you are setting in order and next
38:21day everything is again on the back
38:24track Q are so sustaining once the
38:26system is standardized you need to
38:28sustain that for forever right so this
38:31is how this approach of housekeeping can
38:33be very helpful when we are managing our
38:36inventory within the
38:38warehouses so the last one is
38:40benchmarking like I told you
38:43so you decided your kpis then these kpis
38:49you will find out uh the kpi of the best
38:54player in the market and find out the
38:58gaps between you there is one approach
39:00of balance scorecard we'll try to cover
39:03that as well with the respect to I'll
39:06try to design with respect to the supply
39:08chain Logistics management so this is
39:11one approach how you can uh you know uh
39:14identify the gaps and uh this is one
39:18concept of House of
39:21quality these two things we will go
39:25for right house of quality where you
39:27will identify your present situation
39:30where the best player Benchmark is so
39:33that you can find out the gaps right and
39:35best practices so that it will provide
39:37you the opportunities right so where you
39:40are lagging how you can improve your
39:42performance Matrix how why you are late
39:45than others right so your delivery is
39:47delayed why wrong product are shipped so
39:50frequently on your uh platform why that
39:54is happening why you are always shortage
39:56of inventory why there is defected
39:59product is uh shipped to the customer so
40:01there is something wrong with the career
40:03partner right so to define the
40:05benchmarking we have six steps first of
40:08all you need to define the objective so
40:11what are the area where you want to
40:14improve you will keep those as objective
40:16then you will identify those kpis let's
40:19first uh improve our uh uh
40:22Transportation sector so because
40:25transportation is uh cont contributing
40:2760 to 70% of the cost let's say so we
40:30need to improve that part right then
40:33gathered data what are Transportation
40:35related kpis what are our
40:39situation and what is the situation of
40:42the leader in that industry if DHL you
40:45are comparing delivery you are comparing
40:48so what is the situation of those player
40:50right as far as those kpis are concerned
40:54then you need to select the partner
40:56right so you need to exchange the
40:58information with your career Partners
41:00where we can work Logistics partner or
41:03Transportation Partners where we can
41:05improve and then again after Improvement
41:07you will analyze the data compare the
41:09data whether you have made the sign
41:11significant Improvement is there or not
41:14right so that you need to see again you
41:16will identify the opportunity that you
41:18have addressed the problem up to 30% but
41:21still you need to go further let's say
41:23take the next step which will maybe will
41:26uh again improve the situation by 50%
41:28and we can cut down the complaints by
41:30another 50% so these all are the uh uh
41:35tools we can use uh obviously uh we'll
41:38discuss some tools in uh Supply Chain
41:40management as well so there we will be
41:42covering the broader perspective so we
41:45can conclude that as customer focus so
41:49goal is to provide the best quality
41:51product delivered at at best experience
41:54that will only happen when we'll set up
41:56all of C these kpis in order right and
41:59we need to shine these kpis every day so
42:02that we can sustain these for a longer
42:04period there should be environment of
42:06continuous Improvement that plan do
42:08check act cycle should be continuous
42:11right employee
42:12empowerment QC circles employees should
42:16be part of that and if I'm addressing
42:18some problem of maybe my organization
42:20and I'm acknowledge in that way I'll
42:22feel motivated always people will come
42:25with their suggestions how they can and
42:26you be believe me in manufacturing
42:28industry major major problems are solved
42:31by those illiterate people who are
42:32working on the production line because
42:34they are continuously day and night
42:36doing the same repetitive action no one
42:39can understand better than them because
42:41they are continuously if you are
42:43producing daily 10,000 di times 10,000
42:46time they are doing the same operation
42:48so you can just imagine how efficient
42:50and in that way they can be
42:52knowledgeable in that way use of quality
42:55tools so you need to overnight you
42:58cannot use these tools you need to
43:00prepare your team who who can be very
43:03good in collecting data analyzing the
43:05problem and coming up with the solutions
43:08and then also prioritizing the solution
43:10which solution we can go for uh you know
43:12first phase second phase third phase
43:14product design within the product we
43:16should meet the customer expectation and
43:19you should design your process like that
43:22your process is not damaging the
43:26packaging
43:27right your process is not uh doing all
43:30the that uh screen scratches right so
43:33your process is should be your process
43:36should be defect free and then obviously
43:39supplier role is important how you can
43:42control the quality at the supplier end
43:44so you need to align all these players
43:47everywhere you need to go for the
43:49quality
43:51tools whatever we discussed and only
43:53then you can improve the overall
43:55performance so this these all are the
43:59references other than the books referred
44:01in first few sessions so that's all from
44:04my side thank you very much

About this transcript

This page contains the full transcript of Lecture 11 : Tools for Improving Logistics Efficiency (Contd.) by NPTEL IIT Kharagpur, generated from the public captions YouTube serves with the video. The transcript has 6,953 words across 1,017 segments, with the original timestamps preserved so you can click any line to jump to that moment in the embedded player.

What you can do with it

Use the transcript to take notes, quote the speaker, build a study guide, generate a summary with ChatGPT or Claude via the YouTube Summary tool, or export it as a timed subtitle file with YouTube to SRT. You can also re-open it in the transcriber to translate the transcript into 100+ languages.

Free YouTube transcript tool

YouTube2Text is a free YouTube transcript generator — no signup, no daily limit. Paste any YouTube link and get the full transcript instantly, with timestamps, click-to-jump, translation to 100+ languages, AI prompts for ChatGPT, Claude, and Gemini, and exports to TXT, SRT, VTT, or Markdown.