Solution

In coming up with solution, main focus was to identify and eliminate the bottlenecks
or the elements causing delays and inefficiencies in the entire process, since multiple
personnel from different locations were in coordination. Absenteeism and even
absence on desks would result in delays. We recommend a minor overhaul or
reshuffle of the elements in the process.
Develop small office space (Packing office) for two employees within the Packing
Department. Shift the Artwork Designer from the Quality department to this space,
and also shift one person from the quality department. Remove the Key Account
Handler from the process so that time is saved, and efficiency increased. Also remove
CMP (Centralized Marketing & Packaging) from most steps. Shift the NPD
Department to this building.

New Process after elimination of bottlenecks

Catalog and Artwork files directly sent to the designer in Packing. After approval
from VP and CMP, Designer shall be required to send the updated designs within
24-36 hours (as KPI). In case of revisions, the customers and designer sort out
bilaterally.
Quality Person opens NPD ticket, NPD dept approves and samples produced.
Designer coordinates physically with Packing dept to avoid mistakes. Samples
sent to Quality Dept for the tests. Test results and samples sent to the quality
certifying body with coordination of the other quality person from Packng Office.
No Key Account Handler involved.
Since the customers and quality bodies are in the west, the Packing office will
run in two shifts (morning and night) so that all coordination issues with the
quality bodies and customers are handled immediately. Certificates and approval
docs directly sent by the Quality body to the packing office. The Quality persons
open NPD ticket, NPD dept approves and final samples are produced with the CE
marking which is directly coordinated between the designer and packing
employees. Samples sent to the customer for final approval. It reduces error
chances due to physical proximity of information flow.
But in cases of revision, customer directly sends to designer, who coordinates
with packing and the nearby quality person opens new NPD ticket and samples
are sent again. This direct coordination also helps in case of custom issues, as the
quality person forwards all the required documents at any time since the
Packing office is functional 24x7. For existing products, the entire process ends
quickly, due to which air freight costs are saved

Key Learnings:-

In this situation, the solution has improved the flow of information in what is
referred to as the "Information supply chain". Sometimes, the bottlenecks are not
in the physical distribution or assembly line of products, rather they are in the
flow of information which is often separate from the physical flow of the goods.
This is reminiscent of the Toyota Case in which TPS stressed upon keeping
information flow closest to the physical flow of parts.
Secondly, the process of problem analysis, bottleneck identification and solution
is reminiscent of the Airvent Fans case in which the entire line was analyzed and
bottlenecks were improved, to result in an overall efficient process.