1. DHL Exel Supply Chain Ger Walsh

2. Slide 2 Introduction. Ger Walsh: 1998 Joined Walsh Western / Exel as Material Handler on HP site. 2003 Joined HP - Process Control / Continuous Improvement, Logistics. 2008 Joined DESC Furry Park – Quality Manager. Hewlett Packard: The Logistics department supports the logistics requirements of the HP supply chain & Manufacturing facility in Leixlip. Includes inbound transportation, customs clearance, local transportation, warehousing, export control and outbound shipping services. Shipment and storage of over $2bn of raw material and FG each year. 24,000 inbound and 2,500 outbound shipments from the site. 3 main warehouses on the Leixlip site, with a total area 100,000 square feet

3. Slide 3 HP’s Standards. nHP Pride themselves on being “Best in Class” in relation to Standards of business conduct / Ethics and Quality. –HP's standards are an integral part of their business and incorporate basic regulatory requirements, best management practices, and the experience of HP's worldwide environment, health and safety, and human resources experts. Strong and appropriate standards are essential to improving conditions in their industry’s supply chain. nAmong HP’s highest standards are: –Labour / Health & Safety / Environmental / Management Systems / Ethics. –Suppliers must pursue a policy of continuous improvement and be forthright in sharing information with HP. –In selecting and retaining qualified suppliers, HP will show preference to suppliers that meet or exceed these expectations.

4. Slide 4 HP’s Standards. Health and safety standards occupational safety emergency preparedness occupational injury and illness Industrial hygiene physically demanding work machine safeguarding dormitory and canteen Management system elements statements of company commitment management accountability and responsibility Legal and customer requirements risk assessment and risk management performance objectives with implementation plans and measures training communication worker feedback and participation audits and assessments corrective action process documentation and records

5. Slide 5 Continuous Improvement of the Quality Management Process. nManagement Responsibility nEmployees nMeasurement, Analysis, Improvement. nCustomer Satisfaction nCustomer Communications nService to Customers nCustomer Requirements nServices to be provided nContinuous Improvement of the Quality Management Process nCustomer

6. Slide 6 Quality - Management. nWithout Full Management support and Buy in, Quality or Continuous Improvement will not succeed. nManagers must Maintain some basic principles: –A firm commitment to and support for quality –A concern for the satisfaction of staff and customers –A focus on problem solving to improve quality –A willingness to collect and use data to determine the nature and size of problems and to improve processes –Respect for staff and their abilities. nManagement Responsibility

7. Slide 7 Quality - Employees. nFor total quality improvement to succeed, it must be fuelled by empowerment and driven by the creativity and commitment of every employee. nEmpowerment of the Employee: –Quicker responses –Employees feel more responsible –Employees tend to interact with enthusiasm –Empowered employees are a great source of ideas nCustomer Service: –Customer Service often involves an employee exercising some judgment –All employees have an impact on customer satisfaction –Employees serve both internal and external customers nEmployees

8. Slide 8 Quality – Customers. nCustomer: - “A client. One for whom work is performed or any person with whom one has dealings” –“any person with whom one has dealings”. nIt is very easy for an employee or a manager to rhyme off the obvious people that they would consider to be their “customers”. nIf a customer can be defined as any person that one has dealings with does that not mean that everyone throughout an organisation is someone's customer and regularly provides a service to other not so obvious “customers” within their own company? nCustomer

9. Slide 9 Quality – Internal Customers. nThe Internal Customer –“Employee who receives goods or services produced elsewhere in the company as inputs to his or her work in the Company”. nEveryone throughout an organization is someone's customer and regularly provides a service to other people in the company. nUnderstanding internal customer needs is a key step in improving internal service quality. nEmployee care is important in creating the right atmosphere for employees to care for their customers. nIf the departments within your organization are not communicating with one another and providing high-quality internal customer service, undoubtedly your level of external customer service is suffering as well. nSatisfied employees  long-term success of an organization  Satisfied external customers  financial success.

10. Slide 10 Quality – Internal Customers. n Everybody affects the ultimate customer, even when they believe they don't. –"Oh, I have nothing to do with real customers. All of my customers are internal" –The internal-customer is a means to an end rather than an end itself. nAlways view the internal customers' needs in terms of delivering the most value to the external customer. –The internal-supplier/customer relationship should be one of partnership and collaboration. –How, by serving your internal customer better, can you both collectively serve the external customers better?

11. Slide 11 Quality – Internal Customers. nImproving internal customer service is made possible: –By having solid internal processes. –Provided the correct training to employees. –Performance measurement on processes. –Continuous Improvement on both the metrics and processes. nThere are various methods of understanding internal customer needs, including conducting attitude surveys, holding workshops, setting up steering groups and encouraging service champions. nService improvement teams - to identify causes of problems and implement improvements. nProcess improvement teams - providing a more flexible and customer-focused service and of breaking down departmental barriers.

12. Slide 12 Quality – Internal Customers. nEveryone throughout an organization is someone's customer and regularly provides a service to other people in the company. nIf the departments within your organization are not communicating with one another and providing high-quality internal customer service, undoubtedly your level of external customer service is suffering as well. nSatisfied employees  long-term success of an organization  Satisfied external customers  financial success.