Parts & Accessories from Clintons Toyota

Parts Kaizen Refurbishment

Clintons Toyota pride themselves by following the Toyota philosophy Kaizen – Continuous Improvement. The parts department adopted this concept through a warehouse upgrade to improve efficiency and time management.

Objective:

Through the implementation of 7 storage techniques and the Kaizen principles, Clintons Toyota aimed to ensure a safe warehouse while maintaining quality and improving productivity.

After liaising with Toyota Australia and conducting an involved SWOT analysis strategic plan, it was evident Clintons Toyota had a need to improve time management. This new structure would implement the Kazien Storage fundamentals to improve the warehouse weaknesses.

Before:

  • Inefficient Picking, Receiving & Binning routes
  • Available storage space not efficiently utilized, warehouse layout design not optimized
  • Number of locations reached maximum capacity
  • Home position separate from delivery point
  • Excess work load causing low staff moral, inefficient storage processes reducing productivity & staff engagement
  • Receiving home position located away from actual parts delivery
  • Initial choice of multi compartment draws preventing irregularity control & 1 part 1 location
  • Parts not located based on movement - fast & slow parts located together
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Once we had evaluated what our problems were and what needed fixing we focused on making a plan to take action. We use the below ideas to upgrade the warehouse to be more efficient for all departments.

  1. TMCA subject matter experts review warehouse layout and suggest redesign
  2. Invest in new more appropriate shelving
  3. Relocate receiving home position next to parts delivery area
  4. Purchase standard bins boxes for each line
  5. Re-bin all parts with fast parts closer to workshop/picking home position & slow parts at rear
  6. Implement and comply to TSM Foundations
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After making these changes to the warehouse we noticed there was:

  • Part availability sooner due to quicker receiving process and picking processes
  • Easy visualisation of irregularities
  • Decreased potential for damage from correct storage
  • Reduced risk of miss-picks
  • Saving of over 4 hours a day in warehouse staff labour that now can be better utilised in other areas
  • Increased staff moral & engagement as a result of less walking & frustration in finding correct parts
  • Steps per line reduced from 2.2 min to 1.10 min
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