DHL Exel Supply Chain

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DHL Exel Supply Chain
Ger Walsh
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Introduction.

• Ger Walsh
• 1998 Joined Walsh Western / Exel as Material
  Handler on HP site.
• 2003 Joined HP - Process Control / Continuous
  Improvement, Logistics.
• 2008 Joined DESC Furry Park Quality Manager.
• Hewlett Packard
• The Logistics department supports the logistics
  requirements of the HP supply chain
  Manufacturing facility in Leixlip.
• Includes inbound transportation, customs
  clearance, local transportation, warehousing,
  export control and outbound shipping services.
• Shipment and storage of over 2bn of raw
  material and FG each year.
• 24,000 inbound and 2,500 outbound shipments from
  the site.
• 3 main warehouses on the Leixlip site, with a
  total area 100,000 square feet

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HPs Standards.

• HP Pride themselves on being Best in Class in
  relation to Standards of business conduct /
  Ethics and Quality.
• HP's standards are an integral part of their
  business and incorporate basic regulatory
  requirements, best management practices, and the
  experience of HP's worldwide environment, health
  and safety, and human resources experts. Strong
  and appropriate standards are essential to
  improving conditions in their industrys supply
  chain.
• Among HPs highest standards are
• Labour / Health Safety / Environmental /
  Management Systems / Ethics.
• Suppliers must pursue a policy of continuous
  improvement and be forthright in sharing
  information with HP.
• In selecting and retaining qualified suppliers,
  HP will show preference to suppliers that meet or
  exceed these expectations.

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HPs Standards.
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Continuous Improvement of the Quality Management
Process.

• Management Responsibility

• Customer Satisfaction

• Customer Communications

• Employees

• Measurement, Analysis, Improvement.

• Customer

• Services to be provided

• Service to Customers

• Customer Requirements

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Quality - Management.

• Management Responsibility

• Without Full Management support and Buy in,
  Quality or Continuous Improvement will not
  succeed.
• Managers must Maintain some basic principles
• A firm commitment to and support for quality
• A concern for the satisfaction of staff and
  customers
• A focus on problem solving to improve quality
• A willingness to collect and use data to
  determine the nature and size of problems and to
  improve processes
• Respect for staff and their abilities.

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Quality - Employees.

• Employees

• For total quality improvement to succeed, it must
  be fuelled by empowerment and driven by the
  creativity and commitment of every employee.
• Empowerment of the Employee
• Quicker responses
• Employees feel more responsible
• Employees tend to interact with enthusiasm
• Empowered employees are a great source of ideas
• Customer Service
• Customer Service often involves an employee
  exercising some judgment
• All employees have an impact on customer
  satisfaction
• Employees serve both internal and external
  customers

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Quality Customers.

• Customer

• Customer - A client. One for whom work is
  performed or any person with whom one has
  dealings
• any person with whom one has dealings.
• It is very easy for an employee or a manager to
  rhyme off the obvious people that they would
  consider to be their customers.
• If a customer can be defined as any person that
  one has dealings with does that not mean that
  everyone throughout an organisation is someone's
  customer and regularly provides a service to
  other not so obvious customers within their own
  company?

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Quality Internal Customers.

• The Internal Customer
• Employee who receives goods or services produced
  elsewhere in the company as inputs to his or her
  work in the Company.
• Everyone throughout an organization is someone's
  customer and regularly provides a service to
  other people in the company.
• Understanding internal customer needs is a key
  step in improving internal service quality.
• Employee care is important in creating the right
  atmosphere for employees to care for their
  customers.
• If the departments within your organization are
  not communicating with one another and providing
  high-quality internal customer service,
  undoubtedly your level of external customer
  service is suffering as well.
• Satisfied employees ? long-term success of an
  organization ? Satisfied external customers ?
  financial success .

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Quality Internal Customers.

• Everybody affects the ultimate customer, even
  when they believe they don't.
• "Oh, I have nothing to do with real customers.
  All of my customers are internal"
• The internal-customer is a means to an end rather
  than an end itself.
• Always view the internal customers' needs in
  terms of delivering the most value to the
  external customer.
• The internal-supplier/customer relationship
  should be one of partnership and collaboration.
• How, by serving your internal customer better,
  can you both collectively serve the external
  customers better?

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Quality Internal Customers.

• Improving internal customer service is made
  possible
• By having solid internal processes.
• Provided the correct training to employees.
• Performance measurement on processes.
• Continuous Improvement on both the metrics and
  processes.
• There are various methods of understanding
  internal customer needs, including conducting
  attitude surveys, holding workshops, setting up
  steering groups and encouraging service
  champions.
• Service improvement teams - to identify causes of
  problems and implement improvements.
• Process improvement teams - providing a more
  flexible and customer-focused service and of
  breaking down departmental barriers.

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Quality Internal Customers.

• Everyone throughout an organization is someone's
  customer and regularly provides a service to
  other people in the company.
• If the departments within your organization are
  not communicating with one another and providing
  high-quality internal customer service,
  undoubtedly your level of external customer
  service is suffering as well.
• Satisfied employees ? long-term success of an
  organization ? Satisfied external customers ?
  financial success .