Title Page
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Site conducted
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Conducted on
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Prepared by
People & Leadership
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All new hires (fixed and temporary workers) go through a formal induction process.
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The induction training is covering Health & Safety Awareness Training<br>
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The induction training is covering Quality Policy
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The induction training is covering Code of Conduct
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The induction training is covering Data Security
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The induction training is covering DB Schenker Standard Lean Management (Operational Excellence) Training
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A Skills Matrix is available for blue and white collar employees.
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Job descriptions are the basis for the development of the Skills Matrix.
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A training plan is available.
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Each shop floor team is having a shift meeting on the shop floor during every shift to discuss last and expected workload.
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Each shop floor team is having a shift meeting on the shop floor during every shift to discuss issues or abnormalities that occured.
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Each shop floor team is having a shift meeting on the shop floor during every shift to discuss follow up on open issues.
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Each shop floor team is having a shift meeting on the shop floor during every shift to discuss/indicate corrective actions.
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Each shop floor team is having a shift meeting on the shop floor during every shift to discuss goal achievement.
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Key Topic Meetings are conducted regularly - at least biweekly.
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Key topic meetings content is prepared, structured, documented, followed up & published.
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The two highest management levels in the site (Contract Logistics dedicated) are trained in Kata and act as coaches.
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50% of the leaders are involved in coaching.
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All activated leaders understand the target behavior model.
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All coaches can present properly closed KATAs including facts and figures.
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There is a plan to onboard the remaining leaders of the site in Kata Coaching.
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Regular Gemba walks are conducted by the activated leaders.
Process Optimization
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A site specific KPI tree is fully defined (capturing productivity and quality) and implemented in all teams/areas using organizational goals as a starting point.
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There is a person responsible for collecting needed data, analyzing the data and publishing the results (KPI) in the respective areas.
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Goals for all KPIs are set by the Management.
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KPI results are up to date and their goals are displayed in an easily accessible area.
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A communication corner and, if needed, several boards are in place.
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A responsible is named who updates the communication corner information regularly.
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Safety instructions and rules are published for general public (employees and visitors).
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Contact lists about whom to contact in urgent cases are published for general public (employees and visitors).
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First aid instructions and first aider lists are published for general public (employees and visitors).
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Instructions for emergencies are published for general public (employees and visitors).
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FLEX board is published for general public (employees and visitors)
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The core processes performed on the shop floor and in the office are verbally described in Process Standards.
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There is a person responsible for Process Standards.
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Process Standards reflect the actual process on site (are up to date).
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Process Standards are available close to the work place.
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It is ensured that employees know about the importance of reporting deviations and bring in their experience to further improve standards.
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There is a person responsible for maintaining the floor markings.
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Walkways, driveways, floor storage locations, restricted areas and work stations/work areas are properly marked (meaning not faded, not broken).
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There is a person responsible for maintaining signposting.
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Signs identify stations/work areas are in place.
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Signs identify staging areas are in place.
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Signs identify racks, shelves etc. are in place.
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Visitors are provided with high visibility vests.
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Logos from former companies cannot be found in- or outside of the warehouse.
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At least one large Schenker logo is in place outside of the building which meets the Schenker Standard.
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Several Schenker logos are in place inside the warehouse meeting the Schenker Standard.
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At least one 5S responsible is named.
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Results are reported in TORCH latest on 11th of a month or the next working day if the 11th is a non working day.
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Results published on the FLEX board are up to date.
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An average score of the yearly corporate target was achieved or exceeded during the last year.
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The score can be seen during the system check.
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At least one POP responsible is named.
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POPs are reported in TORCH.
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The corporate A3 report is used to document POPs.
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One VSM/MAKIGAMI workshop (shared warehouse: for each global customer) was done within the last year (macro or micro).
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The workshop results were documented.
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Several Single Point Lessons are published at the places where they occurred.
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A responsible is named to keep the Single Point Lessons up-to-date and ensure that new lessons are communicated and signed by the employees.
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A manual process is in place to balance manpower among the processes on a daily basis according to the work load.
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It is known how much equipment is required and available for all processes.
DB Schenker Success
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There is a person responsible for measuring and monitoring the KPI Cost Efficiency.
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The KPI Cost Efficiency is measured.
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An adequate invoicing process is set up and followed.
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Roles and responsibilities for Invoicing of Services Rendered are clear.
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An adequate payment process for vendor invoices is set up and followed.
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Roles and responsibilities for payment process for vendor invoices are clear.
Customer Value
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There is a person responsible for taking care of customer KPIs.
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All KPIs agreed upon with the customer are documented, measured and monitored.
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Core KPIs are published in time at a location that is easily accessible for all employees.
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In the case of a negative trend in the KPIs and by non-achievement of the KPIs investigations are triggered to take actions to counteract a negative development and improve the KPIs.
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A responsible for taking care of cost drivers is named.
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Main cost drivers are identified.
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Cost drivers are monitored on a monthly basis regarding their development and impact on the overall operating costs and the pricing model.
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There is a person responsible for taking care of Operational Alignments.
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Operational Alignments take place every month or are at least offered to the customer (in case of a shared site at least for all global customers and/or the two most important customers, e.g. according to turnover).
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Operational Alignments follow the ideal of a 2-way communication.
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The content of the alignment is documented.
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Responsibilities are named to organize, participate, document and follow up the Business Reviews.
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Business Reviews take place every quarter of a year or are at least offered to the customer (in case of a shared site at least for all global customers and/or the two most important customers e.g. according to turnover).
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A responsible for taking care of change requests is named.
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Regulations regarding change requests are stated in the contract/side letter and followed.
Health, Safety & Environment
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There is a person named as responsible for taking care of Health & Safety Awareness (e.g. training, poster, update).
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All employees are trained in the basic DB Schenker Health and Safety Awareness topics.
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All employees are aware of their responsibility to act accordingly.
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Every employee working in the warehouse wears safety shoes and visitors entering the warehouse are provided with safety shoe covers.
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All non-shopfloor employees entering the warehouse wear a high-visibility vest.
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Yearly Risk Assessments are conducted in regards to HS.
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Risk Assessments are conducted when processes, assets or tasks have changed.
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There is a process defined and followed to ensure that unacceptable risks are eliminated immediately.
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Near misses and hazardous situations are well documented and stored.
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Documented near misses and hazardous situations are easily visible for everyone in the warehouse.
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Accidents are reported to the supervisor and highest management level in the warehouse.<br>
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Accidents are reported to the country logistics director within 24 hours.
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Accidents are reported to the local HS organization within 24 hours.
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Accidents are documented and stored.
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A comprehensive safety plan is implemented.
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The safety plan is regularly updated.
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The safety plan is shared with all employees.
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The safety plan is shared with all other people entering the warehouse.
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A structured maintenance plan of assets is available.
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Detected issues are documented, followed up and solved.
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Responsibilities for the maintenance plan and issue resolution are defined.
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All Managers and Supervisors know about the importance of Eco within the DB Schenker Strategy and the main reasons for that.
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A responsible is named and takes care that a yearly cost benefit analysis of renewing the lighting system is done.
