Unit 6_MT438_Discussion response
13522Respond or elaborate on the response below:
A system design which I was directly involved with was a tool called the Zone Impact Tool which was later transformed into the Inbound Visibility Tool. The idea first started off when identifying a problem in our final mile location where orders were coming in but we didn’t know exactly how a particular load would impact the following day’s routes. Routes were built a week in advance but then fine tuned throughout the week all the way up to the day before once they were locked in. Oftentimes, orders would come in early in the week, fall on a route for a particular zone but then wouldn’t receive anymore orders leading to inefficient routes.
Each order being received had limitations on how fast it could be delivered, for example, doorstep deliveries could be delivered the next day but white glove services needed three days for customer confirmation. What was designed was a tool which imported all the delivery zip codes, matched them for the following day’s zones and highlighted what amount of orders were available to go onto delivery routes for the next day. This allowed us to collapse certain delivery zones that were running inefficiently, add new delivery zones or even combine zones. This led to our location saving over $200,000 in delivery costs in a year and inspired engineers to incorporate the tool into other dashboards where it was automatically refreshed each hour.
The most recent and major change that my organization considered in our final mile location was a change in our receiving process. The major process change was fluid staging as orders were being received. Fluid staging was placing orders at the delivery doors that they were going out the following day. However, with limited dock space and the additional confusion for associates or drivers in what order everything went in posed some challenges. The biggest trade was the reduction in the amount of touches a product saw, increasing productivity and lowering the amount of space used in “live” locations. With any major change, it was met with a level of resistance but individuals adapted to the new standard when fluid staging was used.
A connection that was made using my experiences above within the context of the SCA model is the relevance to the level 3 processes. According to Roberston (2021), level 3 processes use analytic applications which are used to optimize the performance. The connection made was during the major process change in receiving and moving to a fluid staging method. During this design, safety was incorporated into the concept and design. One of the analytic applications that was used was safety planning, designing the flow of product in a warehouse, what equipment was being used and when it was safe to implement fluid staging in a space constrained warehouse.
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