Toll Today March 2011 - TOLL Group

Global Logistics
06
Lean – up and running at Morningside Facility
1 Toll Auto,
Morningside
Lean Team in
their training room.
L-R: Simon Allin,
Damian Dunn,
Richard Lockwood,
Cherie Jaillet,
Tony Oelosfe,
Chris Brown,
Darren Piper,
Jason Wright.
Absent:
Murilo Fabri.
The Toll Auto Komatsu site in
Morningside, Queensland kicked
off its Lean training in early
August 2010, and the team are already
passing on the benefits. The practical
hands-on training structure applies the
basic principles of Lean and puts them
into practice from day one.
The team performed a ‘Waste
Observation’ of their work areas in
the first session which resulted in a
C4 (structured problem solving tool)
exercise. Throughout the following
seven training sessions, the teams
then had the opportunity to use their
new knowledge to further eliminate
waste or refine their improvements.
After completing their final session,
and delivering a report to the senior
management team on what they had
learned and achieved, the Lean team
at Morningside had this to say.
Cherie Jaillet, HSE Coordinator,
Toll auto – Components
“Our Lean report to Joe Serratore
was a great success. All staff on our
Lean team contributed to ensuring our
day was successful and informative.
The Morningside Lean team has
embraced its learnings from Richard
Lockwood and is continuing to make
Lean improvements every week onsite.
“Lean has not only taught us to identify
waste, it has developed a group of
people who now strive to work together
as a team. The Lean training has further
reinforced the Toll culture of working
together as One Toll. We would all like
to thank Richard for the time he has
spent with us”.
Damian Dunn, warehouse
Manager Komatsu,
Toll auto – Components
“Lean was embraced by all involved at
Morningside and the results have been
fantastic. The greatest improvement
from a management perspective has
not been the physical changes or
efficiency improvements, which can
be easily monitored, but the change
in my team members’ approach to
their daily tasks, improved moral
and team building.
“The tools and knowledge gained by
those involved, together with their
change in focus will ensure that
continuous improvement is always alive
in Morningside. The team now has a
clear vision on the standards that need
to be set, how we go about setting
them and ensuring these standards
are maintained. The focus now needs
to be on filtering our learnings down
onto the floor to create a real Lean or
continuous improvement culture”.
1
PuTTinG LEan inTo PRaCTiCE
The first C4 completed at the site has
resulted in reorganising the receiving
area. The relaid out the area has
greatly improved productivity and flow.
The receiving area now uses less
overall space resulting in a significant
reduction in operator walking. Rubbish
management has improved to further
reduce motion. Containers are now
unloaded and received faster resulting
in improved order to delivery times.
Benefits have resulted in a 67 percent
reduction of operator walking when
sorting freight in the receiving area
and gone a long way to impact the
overall site efficiency improvements.
The site efficiency rating has shown
a 45 percent overall improvement
between February and November
(NB efficiency is a calculation of total
lines processed divided by total direct
hours worked). The next areas of
focus will be despatch and storage
which will yield further improvements.
Even our customers have started to
see the benefits of Lean. Gordon
wilson, National Parts Logistic
Manager, Komatsu Australia said,
“Lean is a business culture change
that when delivered successfully has
significant benefits to all aspects of
the supply chain. Toll Auto is always
focussed on supporting our business
with the highest levels of safety [zero
Lost time injury frequency rate to date,
over 500 days] and total efficiencies.
“Implementing this program within the
largest DC operation at Morningside
has already seen dramatic results
such as delivering increased efficiencies
upon inbound and outbound functions,
and assisting with lead time reductions,
increase parts availability, increase
storage capability and waste removal
in the supply chain. All these elements
impact the total business cost and
customer support favourably.
“I wish to thank the management of
Toll and the complete project team for
being so positive and proactive to this
new culture within this operation”. n