Copy of the DMAIC project used for the significant reduction of freight costs

1. IAR NO: 007
Start Date: 10 May 2006
Improvement Activity Report
Team: J. McLaughlin, D. Crawford, S. McMichael, D.
Thomson, M. Nikolaidou, P. Sinclair, J.Pioch
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1 IAR project started / IAR team created (wk15)
To reduce costs of the monthly carriage TAXI costs Change of customer delivery address (NABS) 2 Increased awareness of carriage costs (wk16)
IFS "Charges" section used incorrectly
spend of Worldmark East Kilbride Unauthorised shipments Data Entry (incorrect courier details) "Hidden" carriage costs (in Q&E) 3 Despatch Authorisation Form implemented (wk22)
Use of incorrect courier account numbers IFS cost calculations
General awareness of Security of EK courier account numbers RMA process controls
4 Sercom shipments reduced from B4 12 to next-day (wk 24)
carriage costs within
Worldmark UKI
SERCOM - poor forecasting / scheduling 5 Review of "timed" deliveries (wk24)
Awareness of carriage terms / costs within
Incorrect coding of Worldmark "SCUD" team 6 Autoliv ASG shipments now 2-day service (wk24)
invoices
Initial quote stage (carriage not considered) 7 Sercom orders now 2-day pallet service (wk 33)
Carriage costs
Wrong courier choice / selected (Royal Mail docs.) too high 8 Cust courier details must be present for EX-WORKS
Incorrect coding of invoices
Cust. Orders - ship to No.4 / No.6 / R & D despatch processes (should shipments (wk33)
frequently these all be separate accounts?) 9 Saturday shipment ceased unless customer request (wk37)
Same-day shipments /
Hand Carry
Intercompany documents shipments
10 Backlog of August invoices from New UK courier included in
2. Measure "Hidden" duties &
Sercom consignment stock process
Sept. figures (Parceline)
taxes Production "missed" commits - Lates to despatch
% Carriage Costs v Carriagable Sales & Actual Carriage Costs Partial Shipments
Worldmark paying courier costs (DDP) - Should
11 PROJECT CLOSED!
"Timed" deliveries Reliabilty of courier vendor
10.0% £50,000 all shipments be Ex-works?
9.0% £45,000 Method Intercompany order Material
shipments
8.0% £40,000
7.0% £35,000
6.0% Carriage costs by region Taxi Invoice costs per month
£30,000
5.0%
£25,000 £3,100 5. Control
4.0% 72060
£2,900
£20,000 % Carriage Costs v Carriagable Sales & Actual Carriage Costs
3.0%
£15,000 £2,700
2.0% 72050
10.0% £50,000
1.0% £10,000 £2,500
9.0% £45,000
0.0% £5,000 £2,300
72040
8.0% £40,000
Jan-06 Feb-06 Mar-06 Apr-06 £2,100
Total Sales v Carriagable Sales 7.0% IAR £35,000
72030 £1,900
£1,600,000 6.0% Start
£30,000
£1,700 5.0%
£1,400,000 72020 £25,000
£1,500 4.0%
£1,200,000 £20,000
£1,300 3.0%
£1,000,000 72001
£1,100 £15,000
£800,000 2.0%
£900 1.0% £10,000
£600,000 72000
£400,000 £700 0.0% £5,000
Mar-06
Apr-06
Jul-06
Dec-06
Jan-06
Feb-06
May-06
Jun-06
Aug-06
Sep-06
Oct-06
Nov-06
£200,000 £500
£0
£2
£4
£6
£8
£1
,0
,0
,0
,00
0,0
Jan-06
Mar-06
May-06
Jul-06
Sep-06
Nov-06
£-
00
00
00
0
00
Jan-06 Feb-06 Mar-06 Apr-06 Courier invoice terms are 30 days

2. Carriage Carriage "v" Pre- IAR Cost Saving
Total Sales Exceptions ExWorks "Carriage" Sales
Spend Sales % Average %
6% Cost
YTD INTERNAL CARRIAGE FINANCIAL CODES
Jan-06 £1,066,595 £650,543 £56,706 £359,345 £20,863 5.8% 70502 RENTALS / STORAGE
Feb-06 £1,153,796 £782,209 £172,159 £206,517 £11,490 5.6% 72000 CARRIAGE WITHIN UK
6.0% 72001 CARRIAGE TO IRELAND
Mar-06 £1,355,144 £1,012,335 £49,112 £293,697 £27,216 9.3%
Apr-06 £1,282,523 £779,946 £43,394 £459,184 £15,569 3.4% 72002 CARRIAGE BREADMAN
May-06 £1,240,357 £684,913 £32,475 £522,969 £23,379 4.5% £31,413 £8,034 72010 CARRIAGE WITHIN IRELAND
Jun-06 £1,285,742 £872,516 £51,925 £361,301 £19,230 5.3% £21,702 £2,472 72020 CARRIAGE TO EUROPE
Jul-06 £1,189,117 £795,643 £51,442 £342,032 £15,403 4.5% £20,545 £5,142 72030 CARRIAGE TO USA/MEXICO
Aug-06 £1,121,151 £768,817 £25,634 £326,700 £6,463 2.0% £19,624 £13,161 72040 CARRIAGE TO FAR EAST
Sep-06 £955,381 £471,259 £30,219 £453,903 £11,832 2.6% £27,265 £15,433 72050 CARRIAGE TO R.O.W.
Oct-06 £1,056,824 £493,064 £19,864 £543,896 £11,732 2.2% £32,670 £20,938 72060 EXCEPTIONAL CARRIAGE
Nov-06 £1,174,400 £764,920 £16,935 £392,546 £11,807 3.0% £23,579 £11,773 72070 CARRIAGE WITHIN HUNGARY
Dec-06 £1,009,051 £513,300 £7,949 £487,802 £11,060 2.3% £29,301 £18,241 84900 COST OF SALES - SUBCON OTHERS
£95,194 89300 COST OF SALES - CARRIAGE INWARDS
CARRIAGE COST PER REGION
Account Description Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06
CARRIAGE
72000 WITHIN UK £2,885.72 £1,875.99 £2,104.32 £3,291.42 £2,856.84 £4,242.58 £1,416.97 £2,995.62 £4,609.94 £4,694.71 £2,314.36 £3,245.06
CARRIAGE TO
72001 IRELAND £4,882.22 £3,483.81 £5,509.00 £5,954.06 £3,990.52 £6,718.39 £3,522.24 £5,223.53 £1,416.44 £3,468.64 £2,750.71 £1,925.77
CARRIAGE TO
72020 EUROPE £3,574.73 £5,163.05 £8,577.52 £4,898.95 £7,159.04 £5,178.26 £970.37 £3,985.59 £2,106.91 £1,329.95 £1,931.20 £2,502.32
CARRIAGE TO
72030 USA / MEXICO £4,802.66 £1,708.71 £4,574.64 £721.03 £1,233.49 £4,168.87 -114.86 £859.66 £1,235.52 £567.53 £1,112.57 £490.24
CARRIAGE TO
72040 FAR EAST £2,392.40 £680.80 £2,691.82 £2,713.44 £3,207.97 £4,396.74 £2,052.06 £3,265.36 £2,349.22 £1,670.94 £3,503.35 £2,896.55
CARRIAGE TO
72050 REST OF WORLD £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
EXCEPTIONAL
72060 CARRIAGE £1,084.53 £1,155.76 £1,492.14 £553.24 £1,487.93 £0.00 £6,418.85 £0.00 £113.67 £0.00 £194.34 £0.00
£19,622.26 £14,068.12 £24,949.44 £18,132.14 £19,935.79 £24,704.84 £14,265.63 £16,329.76 £11,831.70 £11,731.77 £11,806.53 £11,059.94

3. Carriage Carriage "v"
Total Sales Exceptions ExWorks "Carriage" Sales
Spend Sales %
Jan-07 £836,029 £597,228 £- £238,801 £7,870 3.3%
Feb-07 £778,476 £326,068 £1,568 £450,841 £6,824 1.5%
Mar-07 £924,208 £513,221 £1,770 £409,217 £10,907 2.7%
Apr-07 £876,747 £513,836 £500 £362,411 £10,480 2.9%
May-07 £- £- £- £- £- 0.0%
Jun-07 £- £- £- £- £- 0.0%
Jul-07 £- £- £- £- £- 0.0%
Aug-07 £- £- £- £- £- 0.0%
Sep-07 £- £- £- £- £- 0.0%
Oct-07 £- £- £- £- £- 0.0%
Nov-07 £- £- £- £- £- 0.0%
Dec-07 £- £- £- £- £- 0.0%
% Carriage Costs v Carriagable Sales & Actual Carriage Costs 2007
Carriage Spend Carriage "v" Sales %
£12,000 3.5%
£10,000 3.0%
2.5%
£8,000
2.0%
£6,000
1.5%
£4,000
1.0%
£2,000 0.5%
£- 0.0%
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07
CARRIAGE COST PER REGION
Account Description Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07
CARRIAGE
72000 WITHIN UK £6,287.88 -£2,946.70 £3,129.36 £1,541.88 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
CARRIAGE TO
72001 IRELAND £1,394.89 £1,991.69 £1,324.99 £1,547.42 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
CARRIAGE TO
72020 EUROPE £1,960.99 £4,755.32 £1,889.24 £1,487.10 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
CARRIAGE TO
72030 USA / MEXICO £636.41 £1,965.57 £3,235.33 £5,540.69 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
CARRIAGE TO
72040 FAR EAST £153.98 £1,058.31 £1,328.34 £362.74 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
CARRIAGE TO
72050 REST OF WORLD £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
EXCEPTIONAL
72060 CARRIAGE £435.47 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
£10,869.62 £6,824.19 £10,907.26 £10,479.83 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00

4. Key: Green
IAR 007 Action Log Amber
Red
Blue
Ref Action Actionee Date Initiated Target Date Status Date Completed
1 IAR team created Jim McLaughlin 5/10/2006 5/12/2006 Closed 15/05/2006
Discuss with Mick McCann the possibility of adding additional colunms to
2 the
Jim McLaughlin 5/22/2006 5/29/2006 Closed 05/06/2006
3 Investigate into why March 06 invoiced carriage costs look very high Jim McLaughlin 7/6/2006 7/14/2006 Closed 18/07/2006
4
5
6
7
8
9
10
11
12
4 of 16

5. On Track
Concern/Slipping
Behind Schedule
Closed
Comments
Invoices were incorrectly "coded". All
carriage invoices will now be coded by
Logistics dept.
5 of 16

6. High Priority (3) IAR # IAR Leader
007a Jim McLaughlin
SERCOM consignment stock process
IAR # IAR Leader
Intercompany order shipments 007b Jim McLaughlin
Worldmark paying courier costs (DDP) - Should all shipments be Ex-works?
IFS cost calculations
RMA process controls
Cust. Orders - ship to frequently
Partial Shipments
Timed deliveries
Medium Priority (2)
Taxi Costs
Awareness of carriage terms / costs within Worldmark "SCUD" team
Low Priority (1)
Unauthorised Shipments
General Awareness of carriage costs within Worldmark UKI
Change of customer address (NABS)
Data entry (incorrect courier details
Use of incorrect courier account
Security of EK courier account numbers
Initial quote stage (carriage not considered)
IFS "Charges" section used
Hidden carriage costs (in Q&E)
Reliabilty of courier
Same-day shipments / Hand Carry
Hidden duties & taxes
Wrong courier choice / selected (Royal Mail
No.4 / No.6 / R & D despatch processes (should these all be separate accounts?)
Intercompany documents shipments
Production "missed" commits - Lates to despatch

7. COURIER COMPANY Jan-06 Feb-06 Mar-06 Apr-06
BARSAN GLOBAL LOGISTICS LTD - - - -
BAX GLOBAL - -
BURNS EXPRESS
DALPA INTERNATIONAL LTD
BUSINESS POST EXPRESS 1,843.48 627.62 812.15 2,879.79
PARCELINE
DHL INTERNATIONAL LTD - -181.65 10.00 -
ECOSSE WORLD EXPRESS LTD 805.60 498.20 2,671.20 940.50
EXPRESS CARGO FORWARDING LTD 231.00 57.75 142.80 -
FEDERAL EXPRESS EUROPE 7,296.46 2,705.76 7,501.79 5,208.94
GEOLOGISTICS LTD 1,640.00 269.00 580.08 515.00
HAUSER LTD 93.51 98.71
INTERLINK IRELAND 52.70
SERCOM SOLUTIONS - - - 235.96
TNT INTERNATIONAL UK LTD 29.39 192.25 1,162.84 347.26
TNT UK LTD 110.80 812.12 524.95 107.70
UNITED PARCEL SERVICE 5,727.30 7,442.36 9,749.29 6,980.04
WEAVER PALLET / UNITED PALLETS 104.00 398.00 146.00 265.00
WORLDMARK HUNGARY - - - -
WORLDMARK MEXICO 649.70 - -5.37 -
PARCELS DELIVERED BY TAXI - - -
URGENT HAND CARRIED DELIVERIES 100.00 - 68.06 235.96
URGENT HAND CARRIED DELIVERIES
PARCELS DELIVERED BY TAXI
WORLDMARK MEXICO
WORLDMARK HUNGARY
WEAVER PALLET / UNITED PALLETS
UNITED PARCEL SERVICE
TNT UK LTD
TNT INTERNATIONAL UK LTD
SERCOM SOLUTIONS
INTERLINK IRELAND
HAUSER LTD
GEOLOGISTICS LTD
FEDERAL EXPRESS EUROPE
EXPRESS CARGO FORWARDING LTD

8. INTERLINK IRELAND
HAUSER LTD
GEOLOGISTICS LTD
FEDERAL EXPRESS EUROPE
EXPRESS CARGO FORWARDING LTD
ECOSSE WORLD EXPRESS LTD
DHL INTERNATIONAL LTD
PARCELINE
BUSINESS POST EXPRESS
DALPA INTERNATIONAL LTD
BURNS EXPRESS
BAX GLOBAL
BARSAN GLOBAL LOGISTICS LTD
-2,000.00 - 2,000.00 4,000.00 6,000.0

9. May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06
431.70 - - - - - - -
- 359.15 - - - - - -
59.74 119.48 1,214.37 1,312.22 716.88 1,252.48
- - - 395.00 - 550.00 595.00
2,054.26 2,442.85 2,095.50 1,672.60 - 262.99 - -
- 699.21 4,902.48 4,298.95 2,215.93 2,740.77
- - 165.76 24.17 -122.04 122.04 39.87 -
- 1,351.50 -1,227.60 715.50 - 715.50 1,431.00
- - -
4,783.86 9,000.65 -160.72 4,142.82 3,721.74 2,239.05 4,519.02 3,397.87
348.00 -209.00 385.00 - -
99.18 - - - 78.30
12.59 12.89 30.90 - - -
- - - - - -
974.72 1,511.93 437.14 641.29 13.84 -
829.68 606.62 191.97 - 55.06 104.72
9,257.05 9,034.78 4,237.21 7,929.69 1,770.10 3,064.05 2,181.33 2,485.16
104.00 - - - - -
- - 101.86 - - -
- 337.67 - - - -
- - 56.70 106.83 129.87 65.88 194.34 54.18
- - 1,035.60 - -

10. 4,000.00 6,000.00 8,000.00 10,000.00 12,000.00

11. COURIER INVOICE COSTS PER MONTH - 2006
UNITED PARCEL SERVICE - 2006 FEDERAL EXPRESS - 2006 PARCELINE - 2006 BUSINESS POST EXPRESS - 2006
10,000.00 10,000.00 10,000.00
9,500.00
9,000.00 9,000.00 9,000.00
8,000.00 7,500.00 8,000.00 8,000.00
7,000.00 7,000.00 7,000.00
6,000.00 5,500.00 6,000.00 6,000.00
5,000.00 5,000.00 5,000.00
4,000.00 3,500.00 4,000.00 4,000.00
3,000.00 3,000.00 3,000.00
2,000.00 1,500.00 2,000.00 2,000.00
1,000.00 1,000.00 1,000.00
- -500.00 - -
Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06
Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06
TNT UK LTD - 2006 TNT INTERNATIONAL UK LTD - 2006 ECOSSE WORLD EXPRESS - 2006 DALPA INTERNATIONAL - 2006
3,000.00 3,000.00 3,000.00 750.00
2,500.00 650.00
2,500.00 2,500.00
2,000.00 550.00
2,000.00 2,000.00 1,500.00
450.00
1,000.00
1,500.00 1,500.00 350.00
500.00
250.00
1,000.00 1,000.00 -
-500.00 150.00
500.00 500.00
-1,000.00 50.00
- - -1,500.00 -50.00
Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06
Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06
GEOLOGISTICS LTD (Tocanna) - 2006 BURNS EXPRESS - 2006 WEAVER PALLET EXPRESS - 2006
2,000.00 2,000.00 500.00
450.00
1,500.00 400.00
1,500.00
350.00
1,000.00 300.00
1,000.00 250.00
500.00 200.00
150.00
500.00
- 100.00
50.00
-500.00 - -
Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06 Feb-06 Apr-06 Jun-06 Aug-06 Oct-06 Dec-06
Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06 Jan-06 Mar-06 May-06 Jul-06 Sep-06 Nov-06

12. IAR NO: 007a
Start Date: 18th July 2006
Improvement Activity Report
Team: J. McLaughlin, D. Crawford, Joanna Pioch
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1 IAR project started / IAR team created (wk30)
To reduce costs of the carriage spend of SERCOM - poor forecasting / scheduling 2 Sercom shipments reduced from B4 12 to next-day (wk 24)
Poor Communication IFS "Charges" section used incorrectly
Worldmark East Kilbride for shipment to Poor planning Initial quote stage (carriage not considered) ( flyer costs amotised into label unit price) 3 New despatch operator/did not consolidate shipments (wk33)
Ireland (Sercom Solutions) Awareness of carriage costs Defective labels returns from
Sercom
Defective labels returns from 4 Sercom shipments now on 2-day pallet service (wk 344)
Sercom
Data Entry (incorrect
details)
Limited access to IFS system for 5 Project Closed
Poor Focus Sercom Account Manager
6
Awareness of carriage terms / costs within
Worldmark "SCUD" team Sercom 7
Sercom consignment stock
Carriage too 8
WM / Dell supplier high
process
agreementPoor courier
Production "missed" commits - Lates to despatch 9
options Worldmark paying courier costs (DDP) - Should
Daily all shipments be Ex-works? 10
shipments
Dell delivery Poor forward planning
expectations
2. Measure Re-prioritisation of WM scheduling system / Poor
Sercom orders visibility
age Costs v Carriagable Sales & Actual Carriage Costs (Sercom) (Production)
Dynamic changes in Dell
forecasting
No formal procedures /
5.0% £1,400 Partial documentation
Same-day shipments / Hand Carry Raw material suppliers (lates)
Shipments
Method Material
4.5% £1,200
Ireland Daily Shipment Costs
4.0% 5. Control
£1,000
% Carriage Costs v Carriagable Sales & Actual Carriage Costs (Sercom)
3.5% 5.0% £2,000
£800
4.5% £1,800
IAR
3.0% 10 4.0% Started £1,600
£600 9 3.5% £1,400
2.5%
8 3.0% £1,200
£400 7
2.0% 2.5% £1,000
6 2.0% £800
1.5% £200 5 1.5% £600
4 1.0% £400
1.0% £- 3 0.5% £200
29-May
5-Jun
12-Jun
19-Jun
26-Jun
3-Jul
10-Jul
17-Jul
2 0.0% £-
1
29-May
12-Jun
26-Jun
10-Jul
24-Jul
7-Aug
21-Aug
4-Sep
18-Sep
2-Oct
16-Oct
30-Oct
13-Nov
27-Nov
11-Dec
25-Dec
0

13. DATA SECTION
Pre- IAR Cost Saving
Invoice date Sales Value UPS Shipments Burns Shipments Irish Costs Percentage 3% Cost
Average % YTD
29-May £42,409.20 £1,186.39 £- £1,186.39 2.8%
5-Jun £20,541.56 £715.70 £- £715.70 3.5%
12-Jun £20,065.38 £837.15 £- £837.15 4.2%
19-Jun £27,111.58 £920.33 £- £920.33 3.4%
26-Jun £27,823.98 £1,224.83 £- £1,224.83 4.4% 3.0%
3-Jul £37,083.64 £847.05 £59.74 £906.79 2.4%
10-Jul £51,354.22 £768.41 £- £768.41 1.5%
17-Jul £35,242.51 £770.37 £- £770.37 2.2%
24-Jul £13,385.09 £206.37 £- £206.37 1.5% £407.88 £201.51
31-Jul £39,854.16 £659.14 £- £659.14 1.7% £1,214.45 £555.31
7-Aug £18,092.53 £420.88 £- £420.88 2.3% £551.32 £130.44
14-Aug £49,983.23 £1,710.42 £96.82 £1,807.24 3.6% £1,523.11 -£284.13
21-Aug £25,950.51 £236.37 £58.00 £294.37 1.1% #REF! £790.77 £496.40
28-Aug £28,574.37 £49.73 £116.00 £165.73 0.6% £870.73 £705.00
4-Sep £25,850.23 £39.42 £116.00 £155.42 0.6% £787.72 £632.30
11-Sep #REF! £376.95 £116.00 £492.95 #REF! #REF! #REF!
18-Sep #REF! £167.52 £174.00 £341.52 #REF! #REF! #REF!
25-Sep #REF! £83.34 £116.00 £199.34 #REF! #REF! #REF!
2-Oct #REF! £392.54 £58.00 £450.54 #REF! #REF! #REF!
9-Oct #REF! £345.14 £116.00 £461.14 #REF! #REF! #REF!
16-Oct #REF! £154.85 £604.00 £758.85 #REF! #REF! #REF! #REF!
23-Oct #REF! £148.06 £290.00 £438.06 #REF! #REF! #REF!
30-Oct #REF! £376.95 £116.00 £492.95 #REF! #REF! #REF!
6-Nov #REF! £219.66 £58.00 £277.66 #REF! #REF! #REF!
13-Nov #REF! £152.62 £174.00 £326.62 #REF! #REF! #REF!
20-Nov #REF! £152.44 £174.00 £326.44 #REF! #REF! #REF!
27-Nov #REF! £104.92 £232.00 £336.92 #REF! #REF! #REF!
4-Dec #REF! £39.06 £168.00 £207.06 #REF! #REF! #REF!
11-Dec #REF! £387.23 £232.00 £619.23 #REF! #REF! #REF! #REF!
18-Dec #REF! £106.17 £290.00 £396.17 #REF! #REF! #REF!
25-Dec #REF! £73.98 £174.00 £247.98 #REF! #REF! #REF!
1-Jan #REF! #REF! £- #REF! #REF! #REF! #REF!
#REF!

14. IAR NO: 007b
Start Date: 28 August 2006
Improvement Activity Report
Team: J. McLaughlin, D. Crawford, D. Thomson, M.
Nikolaidou, P. Sinclair,
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1 IAR project started / IAR team created (wk35)
Improve control of EX-WORKS shipments Poor awareness of Delivery Terms 2 Collect Shipment Data
Pre-arranged Shipment
Poor Personnel Disciplines Agreements in IFS 3 Project Closed as not too large an issue!
(not checking details)
4
5
6
7
Poor Control Of 8
Inadequate Training for Internal Ex-Works
Sales Shipments 9
Worldmark Inter-Company Shipping Agreements
10
Courier Rates lower for Worldmark EK
2. Measure Delivery Terms not considered at Qoute Stage
Sales Work Instructions Inadequate / not
% of Ex-Works Orders Loaded Correctly (Weekly) updated
1 Method Material
Volume of orders "V" Incorrect Details
0.8
5. Control
30 % of Ex-Works Orders Loaded Correctly (Weekly)
0.6 100%
25
80%
0.4
20
# of orders
60%
15
0.2 40%
10
20%
0
5
0%
-0.2 0 -20%
Week Number (2006) Week Number Week Number (2006)

15. Glossary of Shipment Terms
EXW EX WORKS WORLDMARK PAY NO COSTS TOWARDS CARRIAGE AND DUTIES & TAXES
“Ex works” seller (Worldmark) makes delivery to the buyer (Customer) at his factory. This means that the buyer is
taking responsibility for all the carrage costs and risks of transporting the goods from the seller’s factory. The buyer
MUST also nominate c
DDP DELIVERED DUTY PAID WORLDMARK PAY ALL COSTS
“Delivered duty paid “ means that the seller delivers the goods to the buyer at a named point of destination and takes
responsibility for payment of all duty and other import and clearance costs for the import of the goods into the country
of importation.
DDU DELIVERED DUTY UNPAID WORLDMARK PAY CARRIAGE / CUST. PAYS DUTY & TAXES
“Delivered duty unpaid” means that the seller delivers the goods at a named place of destination. However the buyer
is responsible for the costs of unloading the goods and paying for any import duty. Risk of loss or damage to the
goods passes to the buye
CIF COST INSURANCE AND FREIGHT
“Cost, Insurance and Freight” means that the seller is responsible for the costs up to the point at which the goods are
unloaded in the port of destination. The buyer takes responsibility for all risks of loss from the point at which the
goods pass acros
FCA FREE CARRIER
“Free Carrier” seller delivers the goods to a carrier named by the buyer at a place nominated by the buyer (this may
be the sellers premises). This term can relate to all means of transport.
FAS FREE ALONGSIDE SHIP
“Free Alongside Ship” means that the seller at his cost is responsible for delivering the goods to the quayside in the
exporting country at a time and place nominated by the seller.
FOB FREE ON BOARD
“Free on Board” means that the seller is responsible for the costs of getting the goods to port and loading them on
board the a named ship at a time and place nominated by the buyer
CFR COST AND FREIGHT
“Cost and Freight” means that the seller is responsible for the costs up to the point at which the goods are unloaded in
the port of destination. The buyer takes responsibility for all risks of loss from the point at which the goods pass
across the ships

16. IAR NO: 007a
Start Date:
Improvement Activity Report
Team:
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1
2
3
4
5
6
7
8
9
10
2. Measure
Method Material
5. Control