to 9 is based on the scale out of the importance-performance matrix.

A A p p p p e e n n d d i i x x I I I I C C u u s s t t o o m m e e r r ’ ’ s s S S u u r r v v e e y y

1. How many times did you purchase from Sri Toys? < 5 times or > 5 times

Please write down on a scale of 1 to 9 how satisfied you are with the mentioned aspects: 1 means completely unsatisfied and 9 is fully satisfied. (Comments can be given anywhere behind your marks.)

Mark: Comments:

How satisfied are you with the:

2. Durability of our products? …

3. Finish of our products? …

4.Services provided (e.g. provision of information about new products or your placed order or the possibility to

meet special desires)? …

5. Period of time between you placed an order and the delivery? …

6.Reliability of Sri Toys, concerning agreed terms of delivery (e.g. dates of delivery, way of shipping, received

invoices, way of packing, etc.)? …

7. Amount of new products launched in a year? …

8. Variety of products that can be ordered? …

9. Minimum amount of identical products that can be purchased in an order? …

10. Prices of the products? …

11. (Only answer if you have ever placed an urgent order) Delivery time of urgent orders? … 12. a. (Only answer if you have ever ordered a customized product) Result of the customized product? …

b. (Only answer if you have ever ordered a customized product) Delivery time of the customized product? … Please write down on a scale of 1 to 9 how important the aspects are to you: 1 means not important to you at

all and 9 is most important to you. (Comments can be given anywhere behind your marks.) Mark: Comments:

How important to you is the:

13. Durability of our products? …

14. Finish of our products? …

15. Services provided? …

16. Period of time between you placed an order and the delivery? …

17. Possibility to place an urgent order? …

18. Possibility to order customized products? …

19. Amount of new products launched in a year? …

20. Possibility to order a wide variety of products? …

21. Price of the products? …

How important is it to you that:

22. The minimum amount of identical products, that can be purchased in an order, is as little as possible? …

23. An order is delivered exactly in time? …

24.All the products are always in the same packing as agreed (sometimes products can be packed in a

somewhat different way)? …

Customer's Survey

The first twelve questions ask about how the customers consider the performance of Sri Toys. The

last part wants to reveal the importance to the customers, concerning the same performance

indicators. In the next table it becomes clear which questions belong to which indicator. The scale of 1

to 9 is based on the scale out of the importance-performance matrix.

In the very left column can be seen how the questions match with the performance indicators. For some indicators more than one question has been asked. The final calculated score – used in the matrix – is the average of the outcome of all questions concerning one indicator, since these are all considered equally important to the particular indicator.

Importance Question:

S1 S2 S3 S4 S5 S6 S7 S8

Average

score Given comments Quality:

product quality 13. Durability? 9 9 9 9 9 8 9 8 8.8

product quality 14. Finish? 9 9 9 9 9 9 9 8 8.9

service quality 15. Services provided? 9 8 8 9 7 8 9 8 8.3

Speed:

16.Period of time between order placement and

delivery? 9 9 7 9 8 7 6 9 8.0

Dependability:

23. Order delivered exactly on time? 9 8 9 9 8 6 9 9 8.4

24.The products always in the same packing as

agreed? 9 8 9 9 8 7 9 6 8.1

Flexibility:

delivery flexibility 17. Possibility to place an urgent order? 9 9 8 9 7 5 7 7 7.6 product flexibility 18. Possibility to order customized products? 5 3 8 7 5 5 n/a 9 6.0 product flexibility 19. Amount of new products launched in a year? 9 5 7 7 4 8 n/a 8 6.9 mix flexibility 22.Minimum amount of identical products,

purchased in one order, as little as possible? 5 5 6 8 8 8 n/a 8 6.9 mix flexibility 20.Possibility to order a wide variety of

products? 9 5 8 8 5 5 n/a 8 6.9

Costs:

21. Price of the products? 9 9 9 9 8 9 n/a 9 8.9

Peformance Question:

S1 S2 S3 S4 S5 S6 S7 S8

Average

score Given comments Quality

product quality 2. Durability? 5 9 7 3 7 7 6 7 6.4

product quality 3. Finish? 5 9 7 4 7 6 9 8 6.9

service quality 4. Services provided? 2 5 4 8 4 7 4 8 5.3

Speed:

5. Period of time between order placement and

delivery? 1 1 4 3 3 8 3 3 3.3

Dependability:

6. Reliability of Sri Toys? 2 5 4 6 4 7 1 7 4.5

Flexibility:

delivery flexibility 11. Delivery time of urgent orders? n/a 2 n/a 5 n/a n/a n/a n/a 3.5

product flexibility 7. Amount of new products launched in a year? 5 7 5 8 3 n/a n/a 8 6.0 Question 7: It would be great if these products could be present in a catalogue form

product flexibility 12. a. Result of customized products? n/a n/a n/a n/a n/a n/a n/a 7 7.0 product flexibility b. Delivery time of customized products? n/a n/a n/a n/a n/a n/a n/a 7 7.0 mix flexibility 8. Variety of products that can be ordered? 9 7 6 8 3 5 n/a 8 6.6 mix flexibility 9. Minimum amount of identical products,

purchased in one order? 8 9 5 8 6 4 n/a 8 6.9 Question 9: We have good rules with 20-50 pc., but normaly it is to high!

Costs:

10. Price of the products? 5 7 7 6 5 2 n/a 6 5.4

Outcome

Question 16: This isn’t a problem as long as we are notified if delays are expected, and the communicated lead time is a true indication of when the products will arrive

Question 10: Sritoys has to check the efficiency with a big look to China, … . The labour costs are the same!!!! There is no chance to come in the retail market in Germany, because the prices are to high. Ferdinand knows this!

When Sritoys have cheaper prices, we are sure, the sales will extremly growing up!

Question 2: 1: As a whole we are satisfied with Sri Toys; however, there is always room for improvement. This is a good survey! ! 2: Quality is still not good enough for educational market. 3: W e had a few puzzles and playsets that were received with broken pieces. 4: As you can see we are not very happy at present with Sri Toys, they are more interested in growing the business before they have the proper manufacturing and quality control procedures in place and therefore it is making it very difficult for our company to sell to our existing customers. We feel the company needs a good quality production and quality control manager, european, if no suitable local person is available.

A A p p

Product

Tracing Cutting Routing Machine Sanding First Sanding Second Sanding Quality Control at Sanding First Sealer

Second Sealer/ Primer

Sorting Painting

Assembling (only puzzles)

Decorating Screenprint

Adjustments and decorations by brush

Assembling (some products) Packing

Total time (hour)

Total costs direct labour (LKR)

Total costs direct labour (USD)

Selling price (USD)

Percentage direct labour of selling price

Average percentage direct labour of selling price

Lettersnake0.020.25-0.030.650.430.100.050.050.020.200.200.040.33-0.122.4969.170.6912.005.8%6.3%

Animal Alphabet0.020.25-0.030.650.430.200.070.070.020.200.200.030.50-0.132.8077.730.7814.405.4%

Large Ark Set0.020.200.050.030.550.550.020.000.140.101.00-0.252.00-0.255.17143.531.4439.503.6%

Zoo Play Set0.010.100.170.171.000.840.10?0.070.101.00-0.132.000.285.96165.521.6626.006.4%

Castle Play Set (ACP 100)0.020.140.500.040.670.670.33?0.170.141.00-0.075.000.449.18255.082.5543.005.9%

Castle Box Bench0.020.140.500.040.530.530.33?0.140.141.00-0.502.000.296.18171.751.7235.504.8%

Hospital Play Set0.100.100.330.04??0.25?0.100.101.00-1.002.000.255.27146.511.4742.503.4%

Number Snake0.010.11-0.020.670.170.060.030.030.010.140.100.010.200.081.6345.390.455.757.9%

Animal Mask0.010.020.02-0.050.050.02?0.030.020.07-0.130.080.020.5214.580.151.808.1%

Expression Mask0.010.020.02-0.050.050.02?0.020.020.07-0.130.070.020.4913.670.141.479.3%

Puzzle Chair0.020.170.170.080.400.400.14?0.080.100.33-0.030.500.122.5570.860.7111.006.4%

Coat Rack0.010.040.030.010.070.070.03?0.030.020.02-0.050.500.040.9125.340.256.304.0%

Coat Hook Set0.010.030.010.000.070.050.03?0.010.020.02-?0.100.020.3710.260.101.755.9%

Growing Meters0.010.010.010.020.050.070.02?0.040.020.02-0.050.080.020.4111.520.124.502.6%

Book Ends0.010.07-0.010.070.070.03?0.050.020.01-?0.670.051.0529.030.294.506.5%

Mobile0.010.030.01-0.200.140.050.040.050.140.04-0.131.000.091.9453.820.543.5015.4%Nativity Set0.010.110.030.020.330.250.050.040.050.020.13-0.071.000.112.2161.280.619.906.2%

Meaning of units:

27.780.278 Unless otherwise stated, all numbers are: time spent on one complete product (h) Average cost for one labour hour (LKR): Average cost for one labour hour (USD):

p p e e n n d d i i x x I I I I I I L L a a b b o o u u r r T T i i m m e e D D a a t t a a

A A p p p p e e n n d d i i x x I I V V F F i i v v e e S S I I n n s s p p e e c c t t i i o o n n S S h h e e et e t

Five S Inspection Sheet

Rank A: perfect score Rank B: 1-2 problems Rank C: 3 or more problems

Item A B C Comments

Have all unnecessary items been removed?

Are passageways, work areas and buffer areas clearly outlined?

Are passageways free?

Are buffer areas not exceeded?

…

Is everything kept in its own place?

Are things put away after use?

Are work areas tidy?

Is the information posted correctly? Is it understood by everyone?

Are the materials in the buffers organized in a visible way?

Is everything still arranged logically and conveniently?

…

Is the department free of trash and dust?

Are dustbins emptied?

Have the working tables and areas been cleaned?

Have the equipment been cleaned?

Has the floor been cleaned?

…

Does everybody know his tasks?

Does everybody perform his tasks?

Is there enough time to perform the tasks?

Are all tasks done?

…

Let the management evaluate your effort Check other department

…

Rank totals:

Standar- dized Cleanup

Sustain

Evaluation Rank

Sort

Set in Order

Shine

A A p p p p e e n n d d i i x x V V I I m m p p l l e e m m e en n t t at a t i i o o n n i i n n A A c c t t u u a a l l P P r r a a c c t t i i c c e e

This appendix shortly describes three projects executed in order to improve the production system.

A more orderly packing department

The surplus items accumulating in the packing department occupied a lot of trolleys and space. It was not known which products in which amounts were lying here. For this reason the surplus items - for a great part consisting of ready to pack products – were not used and therefore not moved out of the department. In order to create more visibility and orderliness in the packing department, these products had to be sorted, listed, stored and finally the products would have to be used as much as possible.

I convinced the supervisor of the benefits of this project, explained him how to do it and gave him a clear procedure sheet to realize this matter. We started sorting the products and got rid of items that were not going to be used anymore. After this step a lot of free trolleys and space was already created. Thereafter I gave the supervisor an excel-file with all the existing items, to be able to get an overview of which items were in stock and ready to pack. Unfortunately I did not see whether this file was finally used. The complete process was executed in small steps, since the packing department was always busy to finish orders. Obviously this had priority all the time. My internship was over before the complete process was finished. When I left, a great part of the surplus items were put in boxes, labelled with the particular item name and quantity. Additionally, the supervisor told me he was very eager to continue this process and he felt proud of the results made so far.

Convincing the directors of the need for reducing transportations

The recommendations concerning the transportations between the factory sites, explained in Part III, were already given during my internship. I tried to convince the directors of the fact that a lot of unnecessary transportation was going on. This was not so tough, since it was obvious to them as well.

An expanded and more professional painting department in Egodauyana was the most important and

expensive change that had to be made in order to start creating one straight line of the factory sites. At

first I did not get the feeling they were very eager to invest in this matter, so after a while I tried to

convince them again. Then, at a certain moment just before my internship was over, I went to the

factory of Egodauyana and, very surprisingly, I saw construction workers building a new painting

department. That is the reason why I have high hopes that my recommendations are, at least partially,

implemented by now.

Saving time in re-assembling the puzzles

I consider the method with the puzzle pieces allocated to a fixed spot on the boards to be clear.

At first I convinced the concerning supervisors of the painting and decorating department of the benefits of this new method. The supervisor of the decorating department told me that something like this was already tried, but it did not work since the pieces would mix up anyway. So it was a tough start. I persisted on giving it another try and tried to convince her of the fact that we had to put a lot of effort in it, because it will lead to a great improvement of the process. On the contrary, the supervisor of the painting department was very eager to try it again. He was the most important person in this process, since he and his workers were going to be responsible for giving the pieces a fixed spot. The workers of the decorating department were only ought to keep the pieces on this same spot during the execution of their jobs.

I set up three procedure sheets: one for the painting workers, one for the decorators and one for the assemblers of the puzzles. Together with a production engineer we taught everyone involved the procedure to follow. In the painting department we tested the procedure and improved it where this was needed. Finally, this went quite smoothly and the puzzle pieces got their fixed spot on the boards at the moment of arrival at the decorating department.

Unfortunately problems occurred in the decorating department. Even though we extensively taught the supervisor and her workers how to deal with the puzzles, the pieces were all the time mixed up at the time they were ready to be re-assembled. We kept a close look on the workers here and saw them mixing up the pieces on the boards while they were touching up the pieces. We tried to teach them again and tried to convince the supervisor she had to control and teach them as well. However, we did not get much support and the pieces were being mixed up all the time. As a result, the re-assembling of the puzzles was still a process of trial-and-error.

At the moment I left, the production engineer was still busy to solve the problems. She was persistent,

but very young and new to the organization. She was not able to put pressure on the people to do

what they were asked to do. Over time, the painting supervisor was losing his motivation to put the

pieces on the fixed spots. Understandable, since it was taking extra time in his department and he saw

it did not have any positive results. Although I am afraid that in the end nothing has changed, I hope

somebody with more power had been able to realize this new method.