Vivek Yadav

IB Planning for PD ART’23: -Analyzed the May’23 IBDM data for both ARM 1 & ARM 2 separately

and based on the arrival pattern [AAT] HCM for IB was prepared.

 As the change the vol, HCM Sheet gets auto populated and is used as base for planning the Dock

utilization, IB & Sortation slots (crucial as Batch processing done at LKOO and same AAs shuffled

b/w IB & sortation), parking requirement, LM planning, adhoc vehicle planning. The sheet has

demonstrated 97% accuracy during the ongoing peak.

 In-facility Damage reduction: -During March’23, it was observed that large nos. of damaged

pkgs were being received from the FC nodes like HYDU, GURX, NCRX etc. and as a result LKOO

Damaged DPMO shot-up to 35.

 10 chronic ASINs [Active White detergent, Lizol disinfectant, Pepsi/Mountain Dew, Oleev olive

Oil, Jivo Canola Oi, etc.] were identified based on Exception Scan. Also, few ASINs were getting

damaged due to high nos. of units being packed together as 1 TID.

 These defects were regularly escalated to NL & Packaging Team along with increased adoption

of QR Andon & LQA.

 Few ASINs like Active White detergent was suppressed and for others the packaging was

changed. The Damaged DPMO for May reduced to 18.

 Roster Planning: -Owing to batch processing at LKOO, AAs are shuffled across IB & Sortation

process path. As a result, AAs have to be rostered such that there are there are ample nos. of

ramped-up AAs for each function.

 As HOH facility is provided to female AAs rostered in Evening [PT] & Night shift, I tweaked the

roster such that all AAs from a particular area are able to commute together; accrued savings of

INR9.6L/annum by removing 1 tempo traveler.

 Engagement Adoption:-I was assigned responsibility to improve AA engagement of the floor. We

have assigned each weekday to a particular topic [Tuesday is for discussing perks & benefits,

facilities, transportation etc.] and this ensures fruitful engagement.

 Special emphasis is taken to ensure engagement with AAs who have birthdays/work anniversary

and convey our gratitude to them.

 LKOO ranked 1st across ATS consecutively for 10 weeks and achieved 100% campaign

engagements.

 Profiler optimization: -Ensured 100% target achievement for profiling 5k MFN pkgs/day. Saved

3AA hrs./day by reducing the height of Bag stand.

 Led the adoption PCP shipments profiling; LKOO 1st site across ATS to profile PCP shipments and

the learning was adopted by multiple sites.

 ALC ram-up & monitoring & cross training of associates: -Significant improvement in ALC ram-

up & monitoring and cross training of associates from Week 6 to Week 10 at LKOO. Till Wk 6th

only 57% direct associates of building were ramped up till LC5 in their primary function and 77%

associates were cross-trained in more than one function. And now we have achieved 100% cross

training of direct associates after completing their ram-up till LC5 in their primary function in Wk

10th which has helped further in increasing the overall productivity of building (LKOO).

• Built and maintained relationships with local vendors, suppliers and partners to maximize supply chain management.
• Implemented process improvement to shape organizational culture, optimize procedures for higher efficiency and help company evolve and grow.
• Led weekly meetings with regional staff to review progress, address challenges and drive timely task completion.
• Observed each employee's individual strengths and initiated mentoring program to improve areas of weakness.

Reduced mis-sort DPMO of LKO. Initially LKO was operating with two sites LKOO and LKOU and

both sites were trending at high in this matrix (referring data wk 22nd, DPMO of LKOO was 2213

and LKOU was at 1503). After implementation of good practices, mechanism and regular follow

ups with LM nodes we had achieved the best figure in this matrix in week 26th (DPMO of LKOO

708) and week 27th (DPMO of LKOU 283).

 Implemented CALM code login across both sites (LKOU & LKOO) and trained our team of 32 PAs

and 7 TLs for its compliance check (Valid calm code compliance, TOT clearance) and improvements

aspects (reduction of TOT generation).

 Also lead the project of overall building TPH improvement for LKOO. In week 5th & week 6th OPS

TPH was trending at 60% of BM and building TPH was nearly 55%. Later we have improved it and

raised it and bring it to 85% in OPS TPH and 80% in building TPH.

• Cultivated positive relationships with vendors to deliver timely and cost-effective supply of services and materials.

• Supervised processes to eliminate weak points or bottlenecks in business operations.
• Maintained overall safe work environment with employee training programs and enforcement of safety procedures.
• Performed quality assurance checks on transactions and account actions to assess compliance with state and federal regulations.
• Maintained an effective flow matrix by effective distribution of 200-250 manpower, in different
• processes to ensure that the customer orders are fulfilled within the scheduled time-frames and
• the company’s production metrics & quality metrics are met.
•  Handled a team of 30 PS and 450 Associates during peak scenario.
•  Responsible for production planning and control of DEL4 Outbound. Plan, Monitor and improvise
• the Man, Material and Machine resources to progress the job.
•  Implemented varied continuous improvement projects (tote holder modification, pack station
• customization, Andon pulling system, slam station modification) which further contributed
• productivity improvement.
•  Worked with DEL4 ICQA team to maintain the affective IRDR score of the FC. Also enhanced the
• count accuracy by executing the new ideas.