Routes not designed according to daily Long journey time demand (i.e. it does not of 11.5 hrs consider demand variability) Preparing Procedures for serving orders/routes Serving time in Unnecessary customers, preparing Serving clients excess of 65% movements and and closing routes Returning empty Waiting time to close waiting have added bottles routes activities Closing routes 2. Improvement strategies proposed to reduce STEWs Wastes Waste Description Initiatives Considered sequencing defined by drivers. This resulted in the sub-optimal sequencing of customers Incorrect processing and resource Semi-dynamic route visits utilisation design Routes not designed according to demand (i.e. it does not consider demand variability) Automating product loading and inspection Assigning inspection, loading and unloading Procedures for serving product to warehousing Unnecessary movements and customers, preparing and operators waiting closing routes have Redesigning procedures activities. to serve customers with the use of technology Negotiating full time window flexibility with leaders Table 3. Summary of initiatives suggested and their impact on routing performance indicators Waste Description Initiatives Considered Impact on Truck capacity Incorrect Route sequencing of 35% processing defined by drivers Distance in excess per and Routes not designed Semi-dynamic design of 19% resource according to daily Long journey time of utilisation demand 11.5 hrs Procedures for serving Automating product loading Serving time in excess customers, preparing and and inspection of 65%
Routes not designed according to daily demand (i.e. it does not consider demand variability) Long journey time of 11.5 hrs Unnecessary movements and waiting Preparing orders/routes Serving clients Returning empty bottles Closing routes Procedures for serving customers, preparing and closing routes have added activities Serving time in excess of 65% Waiting time to close routes 2. Improvement strategies proposed to reduce STEWs Wastes Waste Description Initiatives Considered Incorrect processing and resource utilisation sequencing defined by drivers. This resulted in the sub-optimal sequencing of customers visits Routes not designed according to demand (i.e. it does not consider demand variability) Semi-dynamic route design Unnecessary movements and waiting Procedures for serving customers, preparing and closing routes have activities. Automating product loading and inspection Assigning inspection, loading and unloading product to warehousing operators Redesigning procedures to serve customers with the use of technology Negotiating full time window flexibility with leaders Table 3. Summary of initiatives suggested and their impact on routing performance indicators Waste Description Initiatives Considered Impact on Incorrect processing and resource utilisation Route sequencing defined by drivers Routes not designed according to daily demand Semi-dynamic design Truck capacity of 35% Distance in excess per of 19% Long journey time of 11.5 hrs Procedures for serving customers, preparing and Automating product loading and inspection Serving time in excess of 65%
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