Toll Today March 2011 - TOLL Group

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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
Toll Auto Opens New Centre for vW Toll Auto will be launching its exciting new contract with Volkswagen in a purpose built facility in Singapore. The state of the art vehicle preparation centre is equipped with up to date facilities including a spray painting booth and paint mixing room, leather seat installation area and an accident repair centre for Volkswagen. Healthy Living Program Launched for Melbourne Staff healthy food and regular exercise. The team wants to turn this culture around and is determined to take the first steps to becoming healthier. Toll Global Logistics staff in Melbourne have started a healthy lifestyle program. The initiative which will run for 12 weeks, will aim to promote healthy eating, exercise and good lifestyle choices in a bid to improve the wellbeing of the participants. The team will be supported by a nutritionist who will help monitor their journey and help them reach their personal goals. The transport industry is a particularly bad offender when it comes to healthy living. Drivers who are on the road for long periods at a time do not always have access to fresh, From this new location, Toll Auto will provide a range of services for VW such as CBU compound and inventory management, pre-delivery checks, accessory installation, port clearance, custom brokerage and car carrying transportation. With the new vehicle preparation centre, Toll Auto in Singapore now manages more than 1 million sqft of compound and parts storage, as well as 320,000 sqft of warehouse storage and further office space. With the completion of the new facility, Toll is able to meet the increasing storage demands of Volkswagen, and accommodate this key customer’s growth plans over the coming years. n This program is part of a long term strategy to invest in the health and wellbeing of our employees as this is integral for a productive, sustainable and safe business. With over 50 registered participants so far, the program is starting to get people talking about their health and spreading the message amongst their colleagues and families. We look forward to hearing the progress of the team in the coming months. n Global Logistics Toll Today March – May 2011 07
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