PROCESS AND OPERATIONS OF

SEABIRD’S MJ LOGISTICS LTD

 Company Profile

MJ is a leading player in the 3PL industry. MJ has guided the development of Best Practices specific to
India for giants of industry. MJ was a prominent member of the CII trade delegation to Germany in May
2012, where Mr. Anil Arora spoke alongside Mr. Anand Sharma, Union Cabinet Minister for Commerce,
Industry and Textiles. Mr. Anil Arora is also a founder member of the National Centre for Cold Chain
Development, set up in July 2012 and core member of CII Logistics Advisory Council. MJ is associated
with industry bodies like CII, FICCI, PHDCC, NCCD etc.
Company’s Vendor

 Tata Motors
 Bosch Limited
 Mahle Filters
 Suzuki Motorcycles
 Phillips
 Armstrong World Industries
 JK Fenner
 ITC
Auto & Light Engineering Conglomerates

Tata Motors – 340,000 sq ft (RWH-SPD)

Kirloskar Brothers Limited – 10,500 sq ft

Bosch India – 28,000 sq ft

Mahle Filters– 25,000 sq ft

JK Fenner- 6,000 sq ft
 MJ’s operating Location
Tahliwal, Himachal Pradesh
Chunnikalan,
Punjab
Manesar & Haridwar, Uttarakhand
Pataudi,Haryana
Palwal, Haryana
Mandoli, Delhi
Hassangarh, Haryana
Lucknow, Uttar Pradesh
Akbarpur, Haryana Kasna, Greater Noida, UP
Okhla, Delhi
Santosh Nagar, Maharashtra
Hamidpur & Narela, Delhi
Panvel, Maharashtra
Where I did my internship

Patli, Haryana
Gurgaon,
Haryana Pataudi,
Palwal, Haryana
Haryana

Santosh Nagar,
Maharashtra

Palwal Tata Motor’s Regional warehouse (North Region).

5S Methodology

Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. These have been translated as
"Sort", "Set in Order", "Shine", "Standardize" and "Sustain".
Kaizen

Kaizen (改善), is the Japanese word for "improvement". In business, kaizen refers to activities
that continuously improve all functions and involve all employees from the CEO to the assembly
line workers. It also applies to processes, such as purchasing and logistics, that cross organizational
boundaries into the supply chain.
[1] It has been applied in healthcare,
[2] Psychotherapy,
[3] life-coaching, government, banking, and other industries, by improving standardized programes
and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first practiced
in Japanese businesses after the Second World War, influenced in part by American business and
quality-management teachers, and most notably as part of The Toyota Way. It has since spread
throughout the world.
[4] And has been applied to environments outside business and productivity.
New Demarked layout after kaizen
Kanban

Kanban (看板) (signboard or billboard in Japanese) is a scheduling system for lean

manufacturing and just-in-time manufacturing(JIT). Taiichi Ohno, an industrial
engineer at Toyota, developed kanban to improve manufacturing efficiency. Kanban
is one method to achieve JIT. The system takes its name from the cards that track
production within a factory. For many in the automotive sector Kanban is known as
“Toyota name plate system” and as such some other auto makers won’t use the term
Kanban.

Purpose Logistic control system

Developer Taiichi Ohno

Implemented at Toyota
OUR MAIN CLIENT

Our main client is TATA Genuine parts which has 350000 sqr. Feet area that is
the Regional Warehouse in North of TATA India.

Tata motors,
Palwal

Tata motors,
Santosh Nagar
 Warehouse Parameters

Warehouse Parameters Details (TML Warehouse)

Total Area Available (Sq. Ft.) Covered Area 1.4 Lakh

9.36 Lakh Yard 1.3 Lakh
F- Category 1545
Total Stock Keeping Units (SKU) – M-Category 3976
33156 Nos. S- Category 21303
Non moving (>1 year) 6332
HDS 13727
Shelving Item 6415
No. of storage locations – TOD (Small & Big) 12625
34334 Mezzanine Item 1000
Ground Locations 400
Other Locations 167
BOPT 3
HOPT 20
Material handling equipment (Nos.) Reach Truck 11
Fork lift 3
Mobile Crane 1
Human Power (Nos.)
-- 580
excluding absenteeism
Warehouse Process Flow

Dispatch move
Material is
QA Performs material to
received with
quality check dispatch dept.
papers
for segregation

Dispatch move Dispatch do

material in QA floor scanning &
Confirm chalaan
area for create loading
scanning slip

Material is DI generated & Load & dispatch

packed pasted the material
Challenges

Damaging of boxes.
QA takes more time.
Sending of material without completion of various operation.
Material found on dispatch area without QA Scanning.
Tearing of Tape & Double Taping.
We are not ready to ship the material in next two hour after first box packed.
Two hours in floor scanning
Bottlenecks

 Poor handling of Boxes leads to damaging of Boxes.

 Delay in Shift close leads to delay in delivery to customer.
 Deviation of process leads to sending of material without completion of various
operation.
 QA Checking efficiency is less due to this dispatch department moves the material to
their department to commute on time by skipping the process.
 Unable to satisfy the customer inner satisfaction .
 A major delay in Shipment process.
 Hits the flow of dispatch process due to wastage of time in floor scanning.
Proposed Process

Material is DI scan w.r.t

Strapping of
received with packing &
material
papers weight sticker

Creation of
DI pasting loading slip by
Confirm chalaan
(every half hour) referring QA
scan data

Material is Segregation,
placed in boxes QA check the
Load & dispatch
boxes & tape it
(without tape) the material
How proposed process overcome the current process
challenges & bottle necks

 Material handling will be less that will reduce the chances of damaging the box.
 QA will be done with packaging so there will be no delay in shifts and dispatch.
 Due to the linear process deviation of process will become zero.
 If QA scan is being done after every 30 minutes so probability of not scanned box in
the dispatch department will be reduced.
 We are taping the box after physical QA check i.e. we are not taping the boxes after
packing therefore taping at once will make the efficient use of taping and at the same
time satisfies the customers mental satisfaction and packed box will leave a positive
impression on customers
 We are ready to ship the material in next 30 minutes after first box packed.
 Two hours in floor scanning will be saved if we refer the QA scanning data for loading
slip creation.
Advantages of proposed process

 Productivity of QA will increase.

 QA will perform their task from the starting of the working hours
 Competitiveness will arise b/w QA & Packaging

 Productivity of Dispatch will increase.

 There will be no need to scan the whole floor.

 Linear Process.

 Less material handling.

 Optimum use of time and manpower.

 Efficient use of resources.
 Probability of claims will be reduced.
 Now we will be sure that every box is manually QA checked.

 Loading slip can be created by the reference of QA Scanned Data that reduces the work of
DEO and Floor Associate.
 Work load will be reduced over the DEOs i.e. there will be less probability to do mistake for
DI printing.
 DI will not be printed in bulk thus reducing the probability of printing wrong DI
Challenges and Remedies

 Challenges
 Data for scanning of QA needs to be updated every half hour.
 Movement is more of taking/bringing papers from system for DI creation.
 Software hanging in between the working hours of packaging when data is uploaded
for QA scan.

 Remedies
 We’ll train one person from our dept. to upload Data for QA every half hour.
 We already have 2 system on floor and will install 3 system on floor i.e. we will
create DI on those system.
SOP of Security Check in Inbound,Outbound,Visitor
and Suggestions
Eshopbox

 Mission Statement
• Is to optimize & drive e-commerce lifecycle for ambitious companies.

 Accomplishment
• Till date we have managed 10 million units worth more than INR 1 billion
across 1.5 million SKUs listed on 20 + channels for more than 125 companies
on a warehousing space of 1.5 lakh square feet
Types of e-commerce models

•Business-to-Business (B2B)

•Business-to-Consumer (B2C)

•Consumer-to-Consumer (C2C)

•Consumer-to-Business (C2B)

•Business-to-Administration (B2A)

•Consumer-to-Administration (C2A)
Agenda

Date TIME DETAILS PRESENTER

0:00 – 0:00 Security Check, Unloading of Vehicle, Quality

Name
a.m. Check
0:00 – 0:00
UC & Binning Name
a.m.

0:00 – 0:00
Picking department Name
p.m.

0:00 – 0:00
Packaging Department Name
p.m.
0:00 – 0:00
QA Department Name
p.m.
0:00 – 0:00
Dispatch Department Name
p.m.

Training of SAP and Excel to the

employees according to the training
being provided in the department
Training modules

 Inward Departments
 Security Check
 Unloading of Vehicle

 Quality Check by Eshop employees & MJ Team

 Unit Consolidation

 Binning

 Outward Departments
 Picking Department

 Packaging Department

 QA Department

 Dispatch Department
Training Model & Methodology

Presentations Coaching

MJ Logistics
Training
Methodology

Role Play Knowledge

Check
Training pattern

Start End Tasks Responsibility

Introduction &
Opening
Pre training test

Module topic &

knowledge check

Tea break
As per
discussion Module topic &
knowledge check
with the
client….
Lunch break

Module Topics &

role play
Module topics &
knowledge check
Post training test

Closing session
Training Aid

 Training Place
 MJ warehouse Palwal
 Training Materials
 Safety shoes

 Helmets in the Location

 Training Module outline

 Notepads with Pen

 Training tools
 Flipcharts

 Presentations
SOP of Eshopbox (Inward, Outward, Return
 CURRENT FORMAT vs. PROPOSED FORMAT:
For productivity

 Current Format for calculating productivity:

In current format for calculating the productivity of
the departments we calculate productivity of each
shift for one day and attain the average of all three
shifts to ascertain the final productivity.

 For example
 Proposed Format for calculating productivity

 In new format we calculate total output by adding the output derived

from all the shifts.
 Then we calculate total workers from all the shifts.
 As each worker work for 8 hours then it’s must that productivity must be
derived from 8 hours as he is working for 8 hours in a day not whole day.
 Therefore total man hours in a day will be 8*total workers.
 Productivity will be Total output/Total man hours in a day.
 Benchmark should be setup according to new outcomes of the proposed
format

 For example :
Challenges faced by the departments:

 Low efficiency
 High manpower cost
 Dependency in manpower
 Reason of Low efficiency, high manpower cost,
dependency in manpower in Packaging department:

 Software bypass
 Wrong MRP & Shipment
 Omitting Shipment pasting
 Packing excess/short quantity
 Challan deletion
 Weekly offs, Absenteeism & leave
 Untrained manpower
 Equipments not ready on same time
 SAP hanging
 Wrong part packing & pasting wrong weight
 Poor stock handling
 Unpacking material data not send on daily basis
 Not activating red & black table effectively
 Packing opened material in the boxes
 Not using air bubble poly in the boxes
 Forget to place challan copy in the box
 Optimum use of time is poor
 Reason of Low efficiency, high manpower cost,
dependency in manpower in QA area

 Not checking the stock properly

 Pasting QA stickers without checking
 Omitting QA stickers pasting on boxes
 Mistake in stock counting
 Not opening the box for QA check
 Lethargic workers
 Untrained Workers
 Low manpower in QA area
 Poor stock handling
 Optimum use of time is poor
 Reason of Low efficiency, high manpower cost,
dependency in manpower in dispatch department

 They don’t load all the boxes

 Not looking for missing boxes on floor
 Not working systematically
 Not following rules
 S.guard do not count the box during loading
 Scanning all the boxes before loading
 Poor stock handling
 Microsheet not maintain by dispatch team
 Optimum use of time is poor
Suggestions

 Match tasks to skills

 Proper Coordination between senior employees
 Settlement of disputes as soon as possible
 Record performance of Supervisors, Senior employees
 Improving the working environment to decrease labor turnover
 More focus should be on automation
 Keep a check on the use of resources
 Coordinating effectively with TML
 Penalty on not achieving the target
 Penalty on committing mistakes intentionally
 Increase pay for overtime.
 Senior employees should report on floor
 Ban use of cell phones during working hours
 A standard outfit can be introduced for workers & employees
 Avoid Low digestive food items & lactic acid food during lunch time
 Avoid eating in offices
 More space & resources required to carry out operations effectively in these departments
 Recruit more flexible workers
 Proper channel must be followed by all the departments
 Increase the competitiveness throughout the organization
 Install CCTVs to keep check on the workers
 All seniors must involve in audit issues
Proposal

 Investigating on a regular basis of what has been achieved, and what has not
 Implementing corrective action where tasks are not achieved, or achieve on time
 Checking that resources will be available when needed
 Supervising, supporting and motivating the people of the organization to ensure tasks
are undertaken
 Adjusting the operational plan if there is a need
 Reporting problems to superiors e.g. directors, committee personnel, the Board
Members of the organization
 Improve the training process by recruiting trainers from well reputed organization
 The development of systems that enable progress of strategies / tasks to be measured
and reported within a work team, and to management
 Rapid prototyping
Outcome

 Productivity will increase

 Competitive cost and quality will improve
 Timely delivery will become effective
 It will increase the Customer Orders
 Flexibility and responsiveness in the production of goods and services will increase
Scope
Challenges

 High variation in the working of the workers

 Dialect of the workers was difficult to understand
 Environment was creating hindrance during the study process of warehouse
 Wrong information was given by the employees when I talked about the same
issue to all.
 More time was wasted in designing a PPT for my study
 Can’t commute to the warehouse on time many times
Time study of Packaging different boxes

Time

Boxes
Four samples of each box has been taken to get mean packing time for
each box
 Time taken in MRP generation

05:45.6 60
05:02.4 05:03.6
50
04:19.2 04:22.4

No. of Challans
40
03:36.0 03:01.1
02:52.8 30
56 02:04.5
Time

02:28.0 02:23.6
02:09.6
01:44.3 20
01:26.4 44 27.3
24 10
00:43.2 17 13
10 No. of challans for
00:00.0 0 Mrp generation
Time taken(in
minutes &seconds)
Six samples of MRP generation is taken to get mean time
for mean MRP challans
Time study of QA

Time

No. of Boxes

Four samples of different boxes has been taken to calculate mean time of
quality check of each box.
Time Study of Dispatch loading

of boxes
Number

minutes
Time in
Hrs &
Four Samples of Dispatch loading is taken to get Mean
time for mean boxes.
Overall performance of the Packaging, QA, Dispatch

Note- Performance of per person per hour of June-2018 has been ascertained
according to the new format of productivity .

Remarks- After analyzing the data of the Packaging, QA, Dispatch it can
ascertained that productivity of each department is fluctuating. Sometimes it is
hitting the benchmark and most of the times it is below the benchmark level.

Reason- Reason behind the fluctuation in the performance of the Packaging,

QA, Dispatch is the Vendors of the company. TATA Motors Ltd. should work on
its marketing department to increase its customers and to increase the customer
orders then only it would be possible to hit the benchmark level.