Business Process Improvement using Process map

PRESENTED BY : SAMAD MAJIDI

ROLL NO : 23
1. The business process described in this assignment pertains to receipt of items /
stores in Pakistan Air Force Logistics warehouse. The receipt process can be broken
down into 2 sections which are as follows:-

(a) Traffic Section. This section is responsible for initial receipt of items,
checking and inspection of documents. It is also responsible to carry out quality
inspection of the items / stores and endorsing the Certificate of Conformance.
Endorsing the Certificate of Conformance means that item has passed all the
quality checks and is now ready to be shipped to end user or to be stored in
warehouse as serviceable balance.

(b) Warehouse Section. After all the inspections and document

verification is completed by traffic section, the items are then moved to
warehouse for storage purpose. The warehouse staff receives the items from
Traffic Section staff and stores the items in their designated warehouse locations.
Each Line Item is marked with unique warehouse location.

“AS IS” PROCESS MAP

2. AS IS process map pertaining to receipt of items in PAF Logistics setup is as

follows:-

Process steps 1 – 8 pertain to Traffic Section

Process steps 9 – 11 pertain to Warehouse Section

3. The process starts with physical receipt of items in the traffic section. Once an
item is received, the packing is opened and item is matched and inspected with the
sources documents (documents provided by OEM) as highlighted at step 3 of process

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map. This usually takes about an average of 2 hours. After thorough scrutiny of the
documents, the item is then placed at quality inspection bay for quality inspectors to
check the items.

4. The quality inspectors carry out functional check of the items usually on test
benches and testers. This step (step 5) is carefully carried out to ensure that items
conform as per the OEM standards. An average of 2 hours are required to perform the
functional check of each item. If the items conform to the OEM standards then
Certificate of Conformance is endorsed by quality inspectors (step 6), otherwise, the
item is dispatched back to OEM and warranty claim is initiated.

5. After the quality inspector has endorsed the item, the quantity of item as per
documents is added to the overall serviceable balance on ERP and temporary
warehouse location on ERP is allocated by Traffic Section staff (step 7). The item is
then transported to the warehouse to be handed over to the warehouse staff (step 8).

6. The warehouse staff usually takes an average of 1 hour to ensure proper

handing / taking over of each item from Traffic Section staff and places it on the Receipt
Bay (step 9). The warehouse staff then removes the temporary warehouse location on
ERP and marks a unique warehouse location. After allocating a unique warehouse
location, the warehouse staff then physically carries the item to the designated rack and
stores the item (step 11).

“TO BE” PROCESS MAP

7. TO BE process map pertaining to receipt of items in PAF Logistics setup is as

follows:-

Process steps 1 – 4 pertain to Traffic Section

Process steps 5 – 7 pertain to Warehouse Section
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8. The “TO BE” process map shows an improved business process where the total
average time has been reduced from 7.4 hours to 3.9 hours. The improvements made
to the old business process map are as follows:-

(a) The 2 activities of inspecting sources documents and carrying out quality
inspection have been combined (to be performed simultaneously). This not only
eliminates the delay previously being observed at Quality Inspection Bay but also
reduces the overall average time from 5 hours to 2 hours (an improvement of 3
hours).

(b) Furthermore, the allocation of a temporary warehouse location by the

Traffic Section staff was a redundant activity. It not only added additional time to
the overall business process but also required the Warehouse staff to change the
temporary warehouse location to a unique and accurate warehouse location later
in the process. Eliminating this activity improved the overall average time by 0.5
hours.

9. Overall, an improvement of 3.5 hours has been made in the complete business
process mapping.

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