Appendices
2
1: Available storage types in the ECDC
Bins:
SM3: SM4: SM5:
Measures: 460 x 165 x 86 Measures: 476 x 177 x 73 Measures: 310 x 26 x 143
SM7: SM7-2: ZS1 SSMM:
Measures: 410 x 283 x 237 Measures: 323 x 271 x 219 Measures: 458 x 94 x 86
ZS5-2 SSMM: ZS5 SSMM: ZS6 SSMM:
Measures1: 440 x 225 x 145 Measures: 455 x 210 x 129 Measures: 440 x 280 x 186
Pallet rack
1: Drawer:
Selective pallet rack Modular storage drawer
1 Inner measures, L x B x H (mm)
1 Source of pictures of pallet rack and drawer: http://catalog.cisco-eagle.com
3
2: Definitions of facts to measure (KPI’s)
Quality
1. Part location accuracy: a daily measurement, used to define part location accuracy. The formula is 1-(difference outside of tolerance, divided by total counts daily).
2. SSMM Part location accuracy: a daily measurement, used to define part location accuracy for super slow moving materials. The formula is 1- (difference outside of tolerance, divided by total counts daily)
3. Gross $ accuracy (month-to-date): a measurement, expressed as a percentage of the month-to-date gross dollars adjusted, divided by the cumulative month to date dollars counted.
4. Net $ accuracy (month-to-date): a measurement, expressed as a percentage of the month-to-date gross dollars adjusted, divided by the cumulative month to date dollars counted.
5. Pick effectiveness: a measurement, expressed as a percentage to reflect if a picker could find the part at anytime in the business day. A picker may not find the part during the first attempt, but finds the part later in the business day. This measurement reflects the ultimate material availability.
6. First pass pick effectiveness: a measurement, expressed as a percentage to reflect whether a picker could find a part the first time he or she tried to pick the part in the correct bin location.
7. Non-conformances overall PPM: the percentage of non-conformances for outbound shipments from the ECDC.
8. Non-conformances customer PPM: the percentage of non-conformances for outbound shipments from the ECDC, specified for customers of W.
Speed
1. Receiving carry over: total items physically received, but not logically transacted < 24 hours.
2. Receiving backlog > 24 hrs: total items physically received, but not logically transacted > 24 hours.
3. Putaway backlog: lines that have been booked into SAP (previous day), but have not been confirmed to a shelf location the following day by 8am.
4. MRB Agings > 10 days: the total sum of the dollars in the Material Review Board, greater than 10 business days.
5. QA Inspection > 48 hrs: the dollar amount of parts in the Quality Assurance
inspection location, greater than 48 hours.
4 6. Incomplete stock transfers > 24 hrs: the percentage of throughput (lines) that
was processed into and out of SAP 800 within 24 hours.
7. Posting change incomplete > 24 hrs: the percentage of throughput (lines), which were processed into and out of SAP 910 within 24 hours.
8. Dispositioned scrap area > 24 hrs: the percentage of throughput (lines), which were processed into and out of SAP 997 within 24 hours.
9. Receipts not stocked > 24 hrs: the percentage of throughput (lines), which were processed into and out of SAP 100 within 24 hours.
10. Dock quality area > 24 hrs: the percentage of throughput (lines), which were processed into and out of the dock quality area within 24 hours.
11. Quality staging > 48 hrs: the percentage of throughput (lines), which were processed into and out of the quality staging area within 48 hours.
12. Shipping area > 24 hrs: the percentage of throughput (lines), which were processed into and out of the shipping area within 48 hours.
13. Differences storage type > 10 days: the percentage of throughput (lines), which were processed into and out of SAP 900 within 240 hours.
14. Cycle count differences > 5 days: the dollar value of parts in the SAP 999 (cycle count parts) storage location greater than 5 business days.
15. Pass through agings (all plants): the total sum of the dollars in all storage locations for a business day (excluding differences storage type and cycle count differences)
16. Average cycle DN-TO: the average cycle time for all of the orders from DN - TO. The formula is the sum of the cycle time from DN - TO for all of the DN's, divided by the quantity of the DN's that were PGI'd in the business day.
17. Average cycle TO-PGI: the average cycle time for all of the orders from TO - PGI. The formula is the sum of the cycle time from TO - PGI for all of the DN's, divided by the quantity of the DN's that were PGI'd in the business day.
18. Average cycle DN-PGI: the average cycle time for all of the orders from DN - PGI. The formula is the sum of the cycle time from DN - PGI for all of the DN's, divided by the quantity of the DN's that were PGI'd in the business day.
19. Max cycle DN-PGI: the longest cycle time that a single order took from DN - PGI. This could include weekends.
20. Failures, DN’s (TO-PGI > 1 hr): the total quantity of DN's from TO - PGI that
were over 1 hour.
5 21. Failures, lines (TO-PGI > 1 hr): the total quantity of lines from TO - PGI that
were over 1 hour.
22. % Lines success rate: the percentage of lines PGI'd within 1 hour. The formula is 1-(quantity of lines PGI'd - DN's PGI'd greater than 1 hour), divided by the quantity of lines PGI'd.
23. % Downs DN success rate (TO-PGI): the percentage of DN's PGI'd within 1 hour. The formula is 1-DN's PGI'd greater than 1 hour, divided by the quantity of DN's PGI'd.
24. % DN Success rate sans excluded failures: success rate of DN’s PGI'd within 1 hour, excluding cycle time failures, which are no delays, such as HAZMAT etc.
KPI’s numbers 16 until 24, are measured two times: one time for regular orders and one time for downs, due to the fact that each need to apply to different time frames.
Costs
1. Per-order labour costs (handling costs): all of the direct DC labour (salaries, benefits, bonuses, vacation compensation and any other incentive program) of all of the employees in the DC (from managers and section chiefs down through temps), divided by the number of orders per year.
2. Labour hours to achieve output: sum of the labour hours of all direct DC labour of all the employees in the DC.
Flexibility
1. Valid locations: the quantity of all bin locations available.
2. Occupied locations: the quantity of locations that are occupied by parts.
3. Warehouse location utilization: the percentage of valid shelf locations available for parts. The formula is "Occupied Locations / Valid Location".
4. Number of different available pick up times: the total quantity of different available pickup times during a day.
5. Number of labour shifts: the number of shifts of the personnel in the warehouse-part of the DC.
6. Breadth of qualifications: the number of different operations that can be
executed by an employee.
6
3: Quantitative analysis of historic data
Quality
Q1
KPI Week Unit 1 2 3 4 5 6 7 8 9 10 11 12 13 Goal
Part location accuracy % 97,8% 98,8% 100,0% 97,5% 99,2% 99,9% 99,4% 98,3% 99,0% 98,6% 99,1% 99,7% 99,9% 95,0%
SSMM part location accuracy % / / / / / / / / / / / / / 95,0%
Pick effectiveness % 99,9% 99,9% 99,8% 99,9% 99,9% 99,7% 99,9% 100,0% 99,9% 99,8% 99,9% 99,9% 99,9% 99,5%
First pass pick effectiveness % 99,9% 99,9% 99,8% 99,9% 99,9% 99,7% 99,9% 100,0% 99,9% 99,8% 99,9% 99,9% 99,9% 99,0%
Non-conformances overall PPM PPM 1359 692 487 1000
Non-conformances customer PPM PPM 1693 757 1035 NA
Q2
KPI Week Unit 14 15 16 17 18 19 20 21 22 23 24 25 26 Goal
Part location accuracy % 99,4% 99,6% 99,7% 99,4% 99,0% 99,3% 98,6% 99,9% 99,6% 99,5% 99,5% 99,8% 99,3% 95,0%
SSMM part location accuracy % / / / / / / / / / / / / / 95,0%
Pick effectiveness % 99,9% 99,9% 99,9% 100,0% 99,7% 99,9% 99,8% 99,9% 99,9% 99,9% 99,9% 99,9% 99,8% 99,5%
First pass pick effectiveness % 99,9% 99,9% 99,9% 100,0% 99,7% 99,9% 99,8% 99,9% 99,9% 99,9% 99,9% 99,9% 99,8% 99,0%
Non-conformances overall PPM PPM 1012 445 421 1000
Non-conformances customer PPM PPM 1406 738 0 NA
Q3
KPI Week Unit 27 28 29 30 31 32 33 34 35 36 37 38 39 Goal
Part location accuracy % 99,6% 99,3% 99,1% 99,6% 99,8% 99,0% 97,3% 99,5% 99,5% 99,8% 99,6% 98,6% 97,6% 95,0%
SSMM part location accuracy % 100,0% 100,0% 100,0% 99,2% 100,0% 100,0% 99,4% 100,0% 100,0% 100,0% 98,9% 100,0% 99,3% 95,0%
Pick effectiveness % 100,0% 99,9% 99,9% 99,9% 99,9% 99,9% 99,9% 99,8% 99,9% 99,9% 100,0% 100,0% 99,9% 99,5%
First pass pick effectiveness % 100,0% 99,9% 99,9% 99,9% 99,9% 99,9% 99,9% 99,8% 99,9% 99,9% 100,0% 100,0% 99,9% 99,0%
Non-conformances overall PPM PPM 155 217 / 1000
Non-conformances customer PPM PPM 279 269 212 NA
Q4
KPI Week Unit 40 41 42 43 44 45 46 47 48 49 50 51 52 Goal
Part location accuracy % 98,8% 99,7% 98,6% 97,7% 97,5% 99,5% 98,9% 98,8% 99,7% 98,9% 99,6% 99,6% 95,0% 95,0%
SSMM part location accuracy % 100,0% 100,0% 98,7% 100,0% 99,3% 98,5% 99,3% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 95,0%
Pick effectiveness % 99,7% 99,9% 99,6% 99,8% 99,9% 99,7% 99,7% 99,9% 99,9% 99,8% 99,8% 99,9% 99,9% 99,5%
First pass pick effectiveness % 99,7% 99,9% 99,6% 99,8% 99,9% 99,7% 99,7% 99,9% 99,9% 99,8% 99,8% 99,9% 99,9% 99,0%
Non-conformances overall PPM PPM 512 / / 1000
Non-conformances customer PPM PPM 773 0 / NA
7
Speed (1/ 4)
Q1
KPI Week nr. Unit 1 2 3 4 5 6 7 8 9 10 11 12 13 Goal Yellow value
Receiving carry over L 238 198 198 140 396 95 130 146 405 215 286 191 13 NA NA
Receiving backlog > 24 hrs L 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
Putaway backlog L 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
MRB Agings > 10 days $K 991 994 676 606 638 654 628 567 573 584 521 489 453 10 50
QA Inspection > 48 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 10 20
Incomplete stock transfers > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Posting change incomplete > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Dispositioned scrap area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Receipts not stocked > 24 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 10 20
Dock quality area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Quality staging > 48 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 50 100
Shipping area > 24 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0 5
Differences storage type > 10 days $K 140,3 140,3 142,2 141,7 144,4 57,0 59,2 63,3 64,0 126,5 126,6 126,6 126,5 0 10
Cycle count differences > 5 days $K 5,5 13,4 13,4 21,8 22,8 0,0 0,2 0,5 1,5 1,3 10,2 9,5 23,8 0 10
Pass through agings (all plants) $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 70 185
Average cycle DN-TO Hrs 0,2 0,5 1,0 0,5 0,7 0,2 0,2 0,3 0,3 0,1 0,2 0,1 0,2 NA NA
Average cycle TO-PGI Hrs 0,7 0,4 0,6 0,4 0,9 1,4 0,4 0,8 0,6 0,4 0,5 0,7 0,8 1,0 3,1
Average cycle DN-PGI Hrs 0,9 0,8 1,6 0,9 1,6 1,6 0,6 1,1 0,9 0,5 0,7 0,8 1,0 4,0 4,5
Max cycle DN-PGI Hrs 25,2 70,2 45,8 30,2 68,5 47,1 15,5 64,4 34,9 2,5 24,5 21,5 34,2 NA NA
Failures, DN's (TO-PGI > 1 hr) DN's 7 0 10 5 6 10 3 4 1 1 2 6 8 0
Failures, lines (TO-PGI > 1 hr) L 12 0 14 5 19 13 3 6 9 1 2 6 25 0
% Lines success rate % 92,7% 100,0% 94,0% 97,4% 89,9% 93,5% 98,4% 96,5% 90,6% 99,4% 99,0% 97,0% 85,8% 99,5% 98,0%
% Downs DN success rate (TO-PGI) % 95,8% 100,0% 95,7% 97,4% 96,9% 95,2% 98,3% 97,6% 99,0% 99,3% 99,0% 97,0% 95,5% 99,5% 98,0%
% DN Succes rate sans excl. failures % 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 99,4% 99,0% 100,0% 100,0% 100,0% 100,0% 99,5% 98%
Average cycle DN-TO Hrs 0,5 1,1 1,6 4,9 3,2 4,0 2,0 2,3 2,9 1,6 2,3 1,9 1,3 NA NA
Average cycle TO-PGI (24 hrs) Hrs 7,4 8,3 8,2 6,5 7,4 6,3 8,7 9,1 9,9 14,8 8,9 9,0 10,2 24 24
Average cycle DN-PGI (24 hrs) Hrs 7,9 9,4 9,8 11,4 10,5 10,4 10,6 11,4 12,8 16,4 11,1 10,9 11,5 24 24
Max cycle DN-PGI Hrs 29,2 39,6 42,8 39,9 45,7 46,0 28,9 36,8 105,5 224,1 25,2 29,0 34,7 NA NA
Failures, DN's (TO-PGI > 24 hrs) DN's 1 3 3 16 11 7 5 7 29 22 5 1 2 0
Failures, lines L 1 62 5 113 12 9 8 9 356 118 9 1 2 0
% Lines success rate % 100,0% 98,0% 99,8% 96,7% 99,6% 99,6% 99,7% 99,6% 81,4% 94,4% 99,6% 100,0% 99,9% 99,5% 98,0%
% Reg. DN-PGI success rate % 99,8% 99,5% 99,5% 97,9% 98,6% 98,9% 99,3% 98,9% 92,8% 96,0% 99,2% 99,8% 99,7% 99,5% 98,0%
% DN Succes rate sans excl. failures % 100,0% 100,0% 100,0% 99,1% 99,6% 100,0% 100,0% 100,0% 100,0% 100,0% 99,8% 100,0% 100,0% 99,5% 98,0%
8
Speed (2/ 4)
Q2
KPI Week nr. Unit 14 15 16 17 18 19 20 21 22 23 24 25 26 Goal Yellow value
Receiving carry over L 0 2 205 0 184 0 254 241 154 10 200 16 149 NA NA
Receiving backlog > 24 hrs L 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
Putaway backlog L 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
MRB Agings > 10 days $K 461 547 633 790 681 525 429 245 247 274 181 103 215 10 50
QA Inspection > 48 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 10 20
Incomplete stock transfers > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Posting change incomplete > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Dispositioned scrap area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Receipts not stocked > 24 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 10 20
Dock quality area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Quality staging > 48 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 29,5 64,8 51,8 39,4 50 100
Shipping area > 24 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0 5
Differences storage type > 10 days $K 126,7 139,3 139,3 140,1 140,2 126,9 126,9 127,2 127,6 127,6 127,6 127,6 127,5 0 10
Cycle count differences > 5 days $K 10,7 11,2 11,7 12,2 12,3 11,5 12,2 15,0 15,5 9,5 10,0 10,5 10,5 0 10
Pass through agings (all plants) $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 29,5 64,8 51,8 39,4 70 185
Average cycle DN-TO Hrs 0,1 0,2 1,0 0,4 0,2 0,5 0,1 0,3 0,8 0,2 0,2 0,2 0,3 NA NA
Average cycle TO-PGI Hrs 1,0 0,6 0,6 1,0 0,6 0,4 0,8 1,4 5,0 0,7 0,8 1,0 0,4 1,0 3,1
Average cycle DN-PGI Hrs 1,1 0,8 1,7 1,4 0,8 0,9 0,9 1,7 5,8 0,9 1,0 1,2 0,7 4,0 4,5
Max cycle DN-PGI Hrs 23,4 18,0 62,4 62,0 25,4 66,7 54,7 58,8 119,3 23,5 17,4 37,0 3,7 NA NA
Failures, DN's (TO-PGI > 1 hr) DN's 13 7 5 5 6 0 3 7 24 4 11 12 4 0
Failures, lines (TO-PGI > 1 hr) L 16 7 5 5 9 0 4 10 34 5 13 15 5 0
% Lines success rate % 92,0% 96,3% 97,2% 97,6% 95,4% 100,0% 97,7% 93,3% 80,1% 97,3% 93,8% 93,5% 97,3% 99,5% 98,0%
% Downs DN success rate (TO-PGI) % 93,5% 96,2% 97,2% 97,6% 96,9% 100,0% 98,2% 95,2% 86,4% 97,7% 94,7% 94,8% 97,8% 99,5% 98,0%
% DN Succes rate sans excl. failures % 99,5% 97,3% 100,0% 99,5% 99,5% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 99,5% 98%
Average cycle DN-TO Hrs 2,1 2,9 1,7 2,3 1,9 1,5 2,8 1,9 4,0 2,6 2,9 3,8 2,2 NA NA
Average cycle TO-PGI (24 hrs) Hrs 17,2 10,7 9,7 9,2 10,6 9,7 9,1 11,2 21,2 9,5 10,0 9,8 8,3 24 24
Average cycle DN-PGI (24 hrs) Hrs 19,3 13,5 11,4 11,6 12,5 11,1 11,9 13,1 25,2 12,1 12,8 13,6 10,5 24 24
Max cycle DN-PGI Hrs 204,5 42,7 29,4 27,1 49,7 25,6 27,4 56,4 134,0 48,9 26,4 43,6 185,2 NA NA
Failures, DN's (TO-PGI > 24 hrs) DN's 33 40 2 9 12 3 2 9 102 7 6 35 3 0
Failures, lines L 114 83 3 12 81 10 2 40 472 24 8 51 3 0
% Lines success rate % 95,7% 96,9% 99,9% 99,6% 97,2% 99,6% 99,9% 98,2% 83,3% 99,3% 99,8% 98,4% 99,9% 99,5% 98,0%
% Reg. DN-PGI success rate % 95,1% 93,7% 99,7% 98,8% 98,3% 99,5% 99,7% 98,3% 82,7% 99,1% 99,2% 95,6% 99,6% 99,5% 98,0%
% DN Succes rate sans excl. failures % 99,5% 96,0% 100,0% 99,3% 99,7% 100,0% 100,0% 100,0% 100,0% 99,7% 99,9% 100,0% 100,0% 99,5% 98,0%
9
Speed (3/ 4)
Q3
KPI Week nr. Unit 27 28 29 30 31 32 33 34 35 36 37 38 39 Goal Yellow value
Receiving carry over L 0 4 0 0 218 34 172 336 372 500 278 246 0 NA NA
Receiving backlog > 24 hrs L 0 469 470 1863 877 0 0 0 0 0 0 0 0 0 10
Putaway backlog L 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
MRB Agings > 10 days $K 434 358 468 511 477 330 358 55 44 32 65 145 156 10 50
QA Inspection > 48 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 10 20
Incomplete stock transfers > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Posting change incomplete > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Dispositioned scrap area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Receipts not stocked > 24 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 10 20
Dock quality area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Quality staging > 48 hrs $K 526,6 326,9 66,0 305,3 386,2 383,6 196,6 28,3 16,3 1,4 16,9 8,8 8,3 50 100
Shipping area > 24 hrs $K 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0 5
Differences storage type > 10 days $K 129,9 129,9 129,3 127,1 127,7 127,7 127,7 127,8 0,0 0,0 0,0 5,6 12,0 0 10
Cycle count differences > 5 days $K 10,3 8,1 11,4 5,8 4,7 7,5 9,5 8,6 0,5 0,4 0,5 12,6 12,9 0 10
Pass through agings (all plants) $K 526,6 464,9 206,7 438,2 518,6 518,8 333,8 164,7 16,8 1,9 17,4 27,0 33,2 70 185
Average cycle DN-TO Hrs 0,4 0,4 1,0 0,6 0,6 1,0 0,5 0,6 0,7 0,6 0,5 0,5 0,4 NA NA
Average cycle TO-PGI Hrs 1,0 0,7 2,0 2,0 1,2 1,3 1,6 0,8 0,6 0,6 0,5 0,6 0,8 1,0 3,1
Average cycle DN-PGI Hrs 1,4 1,1 2,9 2,6 1,8 2,3 2,1 1,5 1,4 1,3 1,0 1,1 1,2 4,0 4,5
Max cycle DN-PGI Hrs 30,5 24,4 63,4 25,9 58,0 94,5 49,7 48,2 17,0 19,5 19,8 15,1 41,1 NA NA
Failures, DN's (TO-PGI > 1 hr) DN's 7 5 19 31 5 10 9 6 3 4 7 8 6 0
Failures, lines (TO-PGI > 1 hr) L 9 6 47 38 6 17 11 10 3 6 7 9 6 0
% Lines success rate % 94,5% 96,7% 73,7% 78,7% 97,0% 91,9% 93,9% 94,8% 98,4% 96,8% 96,0% 95,7% 96,9% 99,5% 98,0%
% Downs DN success rate (TO-PGI) % 95,5% 97,2% 89,8% 81,9% 97,4% 95,2% 95,2% 96,9% 98,4% 97,9% 96,0% 96,3% 96,9% 99,5% 98,0%
% DN Succes rate sans excl. failures % 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 100,0% 99,0% 98,9% 99,5% 98%
Average cycle DN-TO Hrs 3,1 2,8 4,1 2,4 3,7 4,8 2,1 2,2 4,2 4,1 3,0 2,2 2,4 NA NA
Average cycle TO-PGI (24 hrs) Hrs 15,1 9,2 24,6 15,4 9,0 8,3 8,9 10,1 11,4 11,8 10,5 10,4 9,3 24 24
Average cycle DN-PGI (24 hrs) Hrs 18,1 12,0 28,7 17,8 12,8 13,1 11,1 12,3 15,7 15,8 13,5 12,6 11,7 24 24
Max cycle DN-PGI Hrs 60,5 235,7 124,0 49,2 110,5 67,1 44,4 40,9 117,3 120,8 135,9 44,0 36,0 NA NA
Failures, DN's (TO-PGI > 24 hrs) DN's 112 15 276 116 28 13 6 9 55 75 34 17 7 0
Failures, lines L 690 32 1686 432 68 29 62 20 255 446 189 118 22 0
% Lines success rate % 73,4% 99,0% 43,4% 82,6% 98,0% 99,1% 98,1% 99,4% 92,7% 86,7% 94,2% 96,0% 99,3% 99,5% 98,0%
% Reg. DN-PGI success rate % 77,7% 97,9% 55,3% 78,6% 96,1% 98,1% 99,1% 98,5% 92,1% 88,8% 95,2% 97,2% 98,9% 99,5% 98,0%
% DN Succes rate sans excl. failures % 99,5% 100,0% 71,0% 99,8% 100,0% 100,0% 100,0% 99,7% 98,5% 93,1% 99,0% 99,3% 99,8% 99,5% 98,0%
10
Speed (4/ 4)
Q4
KPI Week nr. Unit 40 41 42 43 44 45 46 47 48 49 50 51 52 Goal Yellow value
Receiving carry over L 274 370 309 51 59 73 40 145 281 346 281 350 0 NA NA
Receiving backlog > 24 hrs L 0 0 0 0 0 0 0 0 0 0 365 0 0 0 10
Putaway backlog L 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10
MRB Agings > 10 days $K 140 154 155 189 194 164 162 91 134 167 149 172 168 10 50
QA Inspection > 48 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 10 20
Incomplete stock transfers > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Posting change incomplete > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Dispositioned scrap area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Receipts not stocked > 24 hrs $K 0,0 0,0 0,0 0,0 0,1 0,1 0,0 0,0 0,0 0,0 0,0 0,0 0,0 10 20
Dock quality area > 24 hrs $K 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5
Quality staging > 48 hrs $K 10,3 8,9 29,9 331,9 16,9 0,0 0,0 13,8 146,8 0,0 0,0 0,1 0,0 50 100
Shipping area > 24 hrs $K 0,0 0,0 15,8 0,0 0,0 0,6 0,4 0,0 3,9 1,6 0,1 0,1 0,1 0 5
Differences storage type > 10 days $K 21,4 21,7 12,5 6,1 5,9 21,6 21,6 21,6 22,2 24,8 24,8 24,8 24,8 0 10
Cycle count differences > 5 days $K 24,5 31,6 30,5 3,1 7,2 9,7 9,7 1,8 2,2 2,2 1,2 1,6 0 10
Pass through agings (all plants) $K 56,2 62,2 88,7 341,1 30,1 32,1 31,8 37,2 172,8 28,6 27,2 26,2 26,5 70 185
Average cycle DN-TO Hrs 0,2 0,2 0,1 0,2 12,8 0,2 0,8 0,2 0,2 0,4 0,3 0,5 0,1 NA NA
Average cycle TO-PGI Hrs 1,3 0,9 1,4 0,8 0,5 1,1 0,6 4,1 0,9 2,1 0,9 1,1 0,7 1,0 3,1
Average cycle DN-PGI Hrs 1,5 1,0 1,5 1,0 13,4 1,2 1,4 4,2 1,1 2,6 1,2 1,6 0,9 4,0 4,5
Max cycle DN-PGI Hrs 127,6 72,2 46,5 42,7 7,7 44,2 45,5 634,6 17,1 165,9 96,7 91,7 42,3 NA NA
Failures, DN's (TO-PGI > 1 hr) DN's 10 3 10 5 6 7 9 7 12 31 4 8 6 0
Failures, lines (TO-PGI > 1 hr) L 14 3 11 11 7 8 2 8 16 44 9 8 8 0
% Lines success rate % 93,5% 98,4% 93,5% 94,1% 96,7% 95,5% 99,1% 95,9% 91,7% 76,5% 96,6% 96,8% 96,4% 99,5% 98,0%
% Downs DN success rate (TO-PGI) % 95,3% 98,4% 94,1% 97,3% 97,2% 96,1% 95,9% 96,5% 93,8% 84,3% 98,5% 96,8% 97,3% 99,5% 98,0%
% DN Succes rate sans excl. failures % 95,3% 98,4% 94,1% 97,3% 97,2% 96,1% 95,9% 96,5% 93,8% 84,3% 98,5% 96,8% 97,3% 99,5% 98%
Average cycle DN-TO Hrs 1,6 1,9 1,9 2,1 3,1 3,0 2,0 1,9 2,4 3,8 1,8 2,7 2,4 NA NA
Average cycle TO-PGI (24 hrs) Hrs 11,3 9,5 9,7 10,8 14,1 12,5 14,2 20,3 12,6 33,4 12,9 17,7 12,7 24 24
Average cycle DN-PGI (24 hrs) Hrs 12,9 11,4 11,5 12,9 17,3 15,5 16,2 22,2 15,0 37,1 14,7 20,4 15,1 24 24
Max cycle DN-PGI Hrs 50,6 35,6 110,3 37,5 130,0 37,4 41,5 165,9 45,0 175,0 106,8 191,6 332,1 NA NA
Failures, DN's (TO-PGI > 24 hrs) DN's 18 5 3 15 82 55 97 214 59 427 39 217 77 0
Failures, lines L 258 25 3 125 505 199 247 957 257 2101 244 1102 309 0
% Lines success rate % 92,9% 99,2% 99,9% 95,9% 87,0% 93,6% 92,7% 71,3% 92,6% 28,8% 93,9% 73,6% 92,1% 99,5% 98,0%
% Reg. DN-PGI success rate % 97,4% 99,2% 99,5% 97,5% 88,6% 91,2% 84,9% 67,0% 91,9% 24,3% 94,9% 73,2% 89,8% 99,5% 98,0%
% DN Succes rate sans excl. failures % 98,8% 100,0% 100,0% 99,5% 95,8% 99,8% 90,4% 70,6% 96,1% 29,0% 98,2% 79,9% 94,4% 99,5% 98,0%
11
Flexibility
Q1
KPI Week nr. Unit 1 2 3 4 5 6 7 8 9 10 11 12 13 Goal Yellow value
Valid locations # Bins 42351 34225 34161 34213 34242 34290 35443 35252 35562 35611 35442 35497 35432
Occupied locations # Bins 26876 21993 21856 22095 22125 22365 22869 22447 23125 23566 23468 23501 23658 Warehouse location utilization % 63,0% 64,0% 64,0% 65,0% 65,0% 65,0% 65,0% 64,0% 65,0% 66,0% 66,0% 66,0% 67,0%
# Different available pickup times per day # 4 4 4 4 4 4 4 4 4 4 4 4 4
# Labor shifts per day # 3 3 3 3 3 3 3 3 3 3 3 3 3
Breadth of qualifications # 13 13 13 13 13 13 13 13 13 13 13 13 13
Q2
KPI Week nr. Unit 14 15 16 17 18 19 20 21 22 23 24 25 26 Goal Yellow value
Valid locations # Bins 35427 35421 35431 35451 35464 35443 31190 35117 35138 38478 35227 35272 35247
Occupied locations # Bins 23725 23892 23951 23986 23993 23985 21586 24153 24253 26593 24306 24486 24471 Warehouse location utilization % 67,0% 67,5% 67,6% 67,7% 67,7% 67,7% 69,2% 68,8% 69,0% 69,1% 69,0% 69,4% 69,4%
# Different available pickup times per day # 4 4 4 4 4 4 4 4 4 4 4 4 4
# Labor shifts per day # 3 3 3 3 3 3 3 3 3 3 3 3 3
Breadth of qualifications # 18 18 18 18 18 18 18 18 18 18 18 18 18
Q3
KPI Week nr. Unit 27 28 29 30 31 32 33 34 35 36 37 38 39 Goal Yellow value
Valid locations # Bins 35160 35233 34559 35624 35270 35609 35594 35532 35413 35393 35441 35151 35163
Occupied locations # Bins 24568 24581 24220 24612 24523 25103 25059 24983 24896 24821 23598 23158 22963 Warehouse location utilization % 69,9% 69,8% 70,1% 69,1% 69,5% 70,5% 70,4% 70,3% 70,3% 70,1% 66,6% 65,9% 65,3%
# Different available pickup times per day # 4 4 4 4 4 4 4 4 4 4 4 4 4
# Labor shifts per day # 3 3 3 3 3 3 3 3 3 3 3 3 3
Breadth of qualifications # 19 19 19 19 19 19 19 19 19 19 19 19 19
Q4
KPI Week nr. Unit 40 41 42 43 44 45 46 47 48 49 50 51 52 Goal Yellow value
Valid locations # Bins 35128 35147 35107 35182 35175 31439 31854 31899 32214 32176 32158 32205 32225
Occupied locations # Bins 22334 21986 21856 21211 21257 21062 21413 21709 21810 21805 21568 21850 21958 Warehouse location utilization % 63,6% 62,6% 62,3% 60,3% 60,4% 67,0% 67,2% 68,1% 67,7% 67,8% 67,1% 67,8% 68,1%
# Different available pickup times per day # 4 4 4 4 4 4 4 4 4 4 4 4 4
# Labor shifts per day # 3 3 3 3 3 3 3 3 3 3 3 3 3
Breadth of qualifications # 22 22 22 22 22 22 22 22 22 22 22 22 22
12
Demand Q1
Unit 1 2 3 4 5 6 7 8 9 10 11 12 13
Total DN line items PGI'd (downs) L 269 332 341 285 284 293 253 227 135 195 278 273 254
Total DN's PGI'd (downs) DN's 166 218 234 191 192 208 180 165 99 150 204 201 178
Total DN line items PGI'd (regulars) L 2502 3027 3306 3450 3207 2196 2713 2447 1917 2108 2488 2733 2752
Total DN's PGI'd (regulars) DN's 616 603 656 755 767 656 724 640 403 548 623 653 642
New daily inbound lines (downs & regulars) L 1354 1865 1644 1782 1154 1753 1694 1303 926 1093 1455 1466 1662 Total DN line items PGI'd (downs & regulars) L 2771 3359 3647 3735 3491 2489 2966 2674 2052 2303 2766 3006 3006 New daily inbound lines (downs & regulars) L 1354 1865 1644 1782 1154 1753 1694 1303 926 1093 1455 1466 1662
Difference (outbound minus inbound) L 1417 1494 2003 1953 2337 736 1272 1371 1126 1210 1311 1540 1344
Q2
Unit 14 15 16 17 18 19 20 21 22 23 24 25 26
Total DN line items PGI'd (downs) L 276 259 215 292 250 241 226 202 255 280 328 366 278
Total DN's PGI'd (downs) DN's 200 186 180 206 192 180 168 145 176 177 209 230 179
Total DN line items PGI'd (regulars) L 2647 2678 3049 2965 2906 2642 2971 2260 2823 3658 3681 3191 3052
Total DN's PGI'd (regulars) DN's 673 635 723 751 694 650 682 544 591 748 742 795 674
New daily inbound lines (downs & regulars) L 1567 1235 1782 1789 1696 1706 1326 1053 1661 1664 1566 1474 1561 Total DN line items PGI'd (downs & regulars) L 2923 2937 3264 3257 3156 2883 3197 2462 3078 3938 4009 3557 3330 New daily inbound lines (downs & regulars) L 1567 1235 1782 1789 1696 1706 1326 1053 1661 1664 1566 1474 1561
Difference (outbound minus inbound) L 1356 1702 1482 1468 1460 1177 1871 1409 1417 2274 2443 2083 1769
Q3
Unit 27 28 29 30 31 32 33 34 35 36 37 38 39
Total DN line items PGI'd (downs) L 264 266 316 259 295 324 281 280 302 305 225 330 289
Total DN's PGI'd (downs) DN's 157 180 187 171 192 209 188 194 184 187 173 214 193
Total DN line items PGI'd (regulars) L 2597 3239 2981 2485 3450 3216 3199 3086 3499 3350 3264 2952 3113
Total DN's PGI'd (regulars) DN's 503 728 617 541 723 687 639 616 696 668 711 605 635
New daily inbound lines (downs & regulars) L 1339 2251 1183 1522 1757 1615 1864 1314 1844 1918 1842 1615 1824 Total DN line items PGI'd (downs & regulars) L 2861 3505 3297 2744 3745 3540 3480 3366 3801 3655 3489 3282 3402 New daily inbound lines (downs & regulars) L 1339 2251 1183 1522 1757 1615 1864 1314 1844 1918 1842 1615 1824
Difference (outbound minus inbound) L 1522 1254 2114 1222 1988 1925 1616 2052 1957 1737 1647 1667 1578
Q4
Unit 40 41 42 43 44 45 46 47 48 49 50 51 52
Total DN line items PGI'd (downs) L 319 260 268 304 316 288 321 330 283 320 411 425 356
Total DN's PGI'd (downs) DN's 213 183 169 186 214 181 218 198 194 197 267 253 226
Total DN line items PGI'd (regulars) L 3616 3143 3261 3026 3883 3087 3368 3338 3477 2949 4009 4181 3912
Total DN's PGI'd (regulars) DN's 692 615 634 611 722 624 643 649 724 564 760 810 752
New daily inbound lines (downs & regulars) L 1965 1784 2369 1724 1597 1758 2246 1960 1800 1621 2110 2653 1781 Total DN line items PGI'd (downs & regulars) L 3935 3403 3529 3330 4199 3375 3689 3668 3760 3269 4420 4606 4268 New daily inbound lines (downs & regulars) L 1965 1784 2369 1724 1597 1758 2246 1960 1800 1621 2110 2653 1781
Difference (outbound minus inbound) L 1970 1619 1160 1606 2602 1617 1443 1708 1960 1648 2310 1953 2487
13
Speed (L)
0 500 1000 1500 2000 2500
1 Q1
4 7 10 13 16 19 22 25 28 31 34 37 40
Q4 43 46 49 52 Quarter (2005)
Performance (L)
Receiving backlog > 24 hrs Failures, lines (TO-PGI > 1 hr) Failures, lines
Speed: ($K)
0 100 200 300 400 500 600 700 800 900 1000 1100
1 Q1
4 7 1013161922252831343740 Q4
43464952 Quarter (2005)
Performance ($K)
MRB Agings > 10 days Quality staging > 48 hrs Shipping area > 24 hrs Differences storage type > 10 days Cycle count differences > 5 days Pass through agings (all plants)
Speed (Hrs)
0 5 10 15 20 25 30 35 40
1 Q1
4 7 10 13 16 19 22 25 28 31 34 37 40
Q4 43 46 49 52 Quarter (2005)
Performance (Hrs)
Average cycle TO-PGI Average cycle DN-PGI Average cycle TO-PGI (24 hrs) Average cycle DN-PGI (24 hrs)
Speed: (%)
0 0.2 0.4 0.6 0.8 1 1.2
1 Q1
4 7 1013 1619 2225 283134 3740 Q4
43 4649 52 Quarter (2005)
Performance (%)
% Lines success rate
% Downs DN success rate (TO-PGI)
% DN Succes rate sans excl. failures
% Lines success rate
% Reg. DN-PGI success rate
% DN Succes rate sans excl. failures
Speed: (%)
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
1 2 3 4 5 6 7 8 910111213141516171819202122232425262728293031323334353637383940414243444546474849505152
Q1 Q2 Q3 Q4
Quarter (2005)
Performance (%)
% Lines success rate
% Downs DN success rate (TO-PGI)
% DN Succes rate sans excl. failures
% Lines success rate
% Reg. DN-PGI success rate
% DN Succes rate sans excl. failures
14
4: Trainings matrix
General Safety
at work
Fire protection
General quality
Emergency training
ESD training
in general
Safety:
fork lift, outer doors and gates
DIN ISO update
Intellectual Property
Confidential and Proprietary
Semicondutor Fundamental
Processes in general
Handling of logitics processing
Safety and housekeeping
Bonus
&
Malus
Name Section SCH SCH SCH SCH SCH SCH AGU AGU AGU W SCH SCH SCH SCH
1 General 6/1 6/1 6/1 9/4 8/5 10/4 2/5
2 General 9/1 10/5 9/4 8/5 10/4 2/5
3 General 6/1 8/4 10/6 5/4 8/5 8/5
4 Inbound 6/1 8/4 6/1 10/7 8/1 9/4 5/4 4/4 2/5 4/5 3/5 8/5
5 Inbound 6/1 8/4 6/1 10/8 8/1 9/5 8/5 8/6
6 Inbound 6/1 8/5 6/2 10/9 8/2 9/6 5/6 8/6 4/5 8/7
7 Inbound 10/4 5/7 8/7 8/8
8 Inbound 6/1 8/7 6/4 10/11 8/4 9/8 5/8 4/4 8/5 8/9
9 Inbound 6/1 8/8 6/5 10/12 8/5 9/9 5/9 8/5 8/5 8/10
10 Inbound 6/1 8/9 6/6 8/6 9/10 8/11
11 Inbound 6/1 8/10 6/7 10/14 8/7 9/11 5/11 8/5 8/12
12 Inbound 6/1 8/11 6/8 8/8 9/12 5/12 8/6 9/5 8/13
13 Inbound 6/1 8/11 6/9 10/16 8/9 9/13 5/13 8/7 8/14
14 QA/RMA 6/1 8/4 6/1 10/17 8/1 9/4 6/1 5/4 11/4 10/4 2/5 3/5 8/5
15 QA/RMA 6/1 8/6 6/3 10/19 8/3 9/6 5/6 11/4 8/6
16 QA/RMA 6/1 8/7 6/4 10/20 8/4 9/7 10/4 8/7
17 QA/RMA 6/1 8/8 6/5 10/21 8/5 9/8 5/8 5/4 8/8
18 QA/RMA 6/1 8/9 6/6 10/22 8/6 9/9 3/4 3/4 10/4 8/9
19 Outbound 6/1 8/4 6/1 10/23 8/1 9/4 5/3 5/4 2/5 7/5 3/5 8/5
20 Outbound 6/1 8/5 6/1 10/24 8/1 9/5 5/4 9/5 8/6
21 Outbound 6/1 8/6 6/2 10/25 8/2 9/6 5/5 7/5 10/4 8/7
22 Outbound 6/1 8/7 6/3 10/26 8/3 9/7 10/4 8/8
23 Outbound 6/1 8/9 6/5 10/28 8/5 9/9 5/8 8/5 6/5 8/9
23a Outbound 6/1 8/11 6/7 10/30 8/7 9/11 5/10 8/5 8/11
24 Outbound 6/1 8/12 6/8 10/31 8/8 9/12 5/11 8/5 8/12
25 Outbound 6/1 8/13 6/9 8/9 9/13 5/12 8/13
26 Outbound 6/1 8/15 6/11 10/31 8/11 9/15 5/14 8/5 6/5 8/14
27 Bereitschaft
15
Inbound Receiving
/ Tracking Unpacking Receiving
(Bay) Putaway
Warehouse Physical Receiving
(SOP)
Packaging for Storage -
Work Instruction
(SOP)
Putaway (SOP)
Labeling (SOP)
Cross Training
within Inbound
Cross training Outbound
Fracas AGU
Quality Training
Quality Training II
Name Section SCH SCH SCH SCH SCH SCH SCH SCH TOJ TOJ AGU SCH SCH
1 General
2 General
3 General
4 Inbound 8/4 9/4 10/4 11/4 2/3 2/3 1/12 2/3 3/5 1/5 11/1 11/1
5 Inbound 8/4 9/4 10/4 11/4 2/3 2/5 1/12 2/3 1/5 2/5 n/a 11/1
6 Inbound 9/5 10/5 11/5 2/3 2/3 2/5 2/3 1/6 1/5 n/a 11/3 11/3
7 Inbound 8/6 9/6 10/6 11/6 2/5 2/3 1/12 2/3 1/7 1/5 n/a 11/4 11/4
8 Inbound 9/4 9/7 10/8 2/3 2/3 1/12 2/3 1/8 2/5 1/5 11/5 11/5
9 Inbound 8/8 10/8 11/8 2/3 2/5 1/12 2/5 1/9 3/5 2/5 11/6 11/6
10 Inbound 8/9 9/9 10/9 11/9 2/5 2/3 1/5 2/3 1/5 2/5 n/a 11/7 11/7
11 Inbound 8/10 10/10 2/3 2/3 1/12 2/3 1/11 2/3 n/a 11/8 11/8
12 Inbound 8/11 9/11 10/11 11/11 2/3 2/3 1/12 2/3 1/12 1/5 n/a 11/9 11/9
13 Inbound 8/12 9/12 10/12 11/12 2/3 2/3 1/12 2/3 1/13 2/5 n/a 11/10 11/10
14 QA/RMA n/a
15 QA/RMA n/a
16 QA/RMA 1/5 n/a
17 QA/RMA n/a
18 QA/RMA 1/5 12/4
19 Outbound n/a 11/1
20 Outbound n/a 11/1 11/2
21 Outbound n/a 11/3
22 Outbound n/a 11/1 11/4
23 Outbound n/a 11/1 11/5
23a Outbound n/a 11/6
24 Outbound n/a
25 Outbound n/a 11/8
26 Outbound n/a 11/1 11/9
27 Bereitschaft n/a
16
Outbound Mini- QA
Cycle Count
Packaging Procedures
Handover to carrier
Shipping Materials (SOP)
Picking and Packing Process (SOP)
Labeling (SOP)
Packaging for transportation
(SOP)
Hazardous Material
Name Section W SCH SCH SCH SCH SCH SCH SCH SCH
1 General
2 General
3 General
4 Inbound
5 Inbound
6 Inbound
7 Inbound
8 Inbound
9 Inbound
10 Inbound
11 Inbound
12 Inbound
13 Inbound
14 QA/RMA 2/5 2/5
15 QA/RMA 2/6 2/6
16 QA/RMA 2/7 2/7
17 QA/RMA 2/8 2/8
18 QA/RMA 2/8 2/8
19 Outbound 9/4 9/4 10/4 10/4 2/3 2/3 2/3 2/3
20 Outbound 9/4 9/4 10/4 10/5 2/3 2/3 2/3 2/3
21 Outbound 9/4 9/4 10/5 10/6 2/3 2/3 2/3 2/3
22 Outbound 9/4 10/7 2/3 2/3 2/3
23 Outbound 9/6 10/8 10/9 2/3 2/3 2/3 2/3
23a Outbound 9/8 9/8 10/10 10/11 2/3 2/3 2/3
24 Outbound 9/9 9/9 10/11 10/12 2/3 2/3 2/3 2/3
25 Outbound 9/10 9/10 10/12 10/13 2/3 2/3 2/3 2/3
26 Outbound 9/12 9/12 10/14 10/15 2/3 2/3 2/3 2/3 11/4
27 Bereitschaft
