A small greeting card wholesaler and distributor employs local merchandisers to sell to and re-stock retailers across the UK. The head office warehouse holds stock and prepares cards into bundles for delivery to merchandisers.
The management knew that the business held too much stock (in the warehouse and at merchandisers’ homes and vans). The summary process map and analysis below shows that there were two anti-stock out systems in operation to avoid running out of stock lines .
The two systems were unsynchronised and excess stock moved continually between them. However, despite lots of anecdotal evidence of slow-moving stock, merchandiser returns and merchandisers filling their garages with stock, the figure could not be quantified.
Applying the Vanguard model of Check-Plan-Do (a variation on Deming’s PDSA cycle), the business used process maps to identify stock flow and the system conditions that caused stock to be held at different stages.
The map and analysis allowed the company to implement a two-part solution.
Over several months, stock levels and stock returns from merchandisers fell and approximate stock levels were estimated at 50% of previous levels. As a result, stock wastage reduced by around £10,000 per annum, cashflow improved and the need for credit inevitably fell.