CONTROL METHODOLOGY

Continuous Improvement

Vested in Customer Success

Meeting our customers’ needs isn’t part of Comprehensive Logistics’ strategy.

Exceeding them, though, is.

And not just once—for the duration of our partnerships with customers.

A Continuous Improvement Mindset

It’s all part of Comprehensive Logistics’ continuous improvement mind-set. To maximize the benefit to our customers, continuous improvement is rooted in our business culture. We are committed to driving out costs and improving efficiencies for optimal performance on a continual basis.

Comprehensive Logistics puts continuous improvement into action through:

  • In-depth process analysis—We track expectations against actual data to identify gaps and implement necessary changes.
  • Change Management Review (CMR)—This formal process manages changes, whether internal or external, planned or unplanned, including customer-requested changes, warehouse layout changes, process improvements, technology enhancements, and new or revised safety policies.
  • Formal problem analysis and resolution—When there are exceptions, we immediately notify our customers, issue teamwide quality alerts, open and communicate a “Corrective Action” incident report, and use “5 Why” analysis to design and implement corrective actions.
  • Industry benchmarking—We monitor what works and assess what practices, technology improvements, or process changes are best suited for the OEM warehouse-support operation.

Comprehensive Logistics employs the Plan-Do-Check-Act (PDCA) cycle and has the tools to carry out change.

Plan

In the Plan part of the cycle, we:

  • Update or create a new process flow chart to initiate the CMR process.
  • Inspect work performed previously, including component parts used in the operation, and how to process/repair nonconforming parts, all part of developing new work instructions.
  • Continually assess the risk associated with the anticipated occurrence and severity of nonconformances. This is the “Process Failure Mode Effects Analysis” (PFMEA), which is designed to be preventive, not reactive.
  • Develop a process-control plan that summarizes the system, such as error-proofing and inspection points, to control the risks identified in the PFMEA.

Do

We collect data in key areas such as on-time delivery and cycle counts.

Check

We measure processes according to the required methodology, using Pareto charts, process-variation histograms, and other process-control tools.

Act

Through formal process resolution, we identify and analyze variations detected by the measurement tools used in the Check step and implement an irreversible corrective action. The fluidity of the PDCA model allows customers to restart the process if the change introduces new problems.

From employing a highly engineered approach that generates productivity enhancements, to building in quality throughout an operation, and fostering a culture in which it’s everyone’s job to create value through continuous improvement, Comprehensive Logistics applies a consistent strategy when developing solutions for our customers.