- Poor
warehouse layout?
- Process
flows are not well defined and
therefore the warehouse looks
cluttered and un-organised?
- Computer
systems not having WMS
functionality?
- Poor
stock and location controls
-Can't find stock for customer
orders?
- Picking
productivity poor which is
driving additional labour costs?
- Regularly
needing overtime to meet
customer order shipments?
- Stock
loss is an everyday occurrence ?
- Poor
people productivity?
- No
visible floor controls for Input
and output product flows?
These are just
a few of the issues that many
operations suffer, we can fix all
these and many others that you will
not of noticed, but are contributing
to:-
- High cost
of operations.
- Poor use
of space.
- High cost
of stock levels.
- High
resource levels needed to
sustain customer order
shipments.
Below is a
link to our Process Improvement
Opportunity Assessments. Currently
60% of our work load is carrying out
these assessments for customers.
When complete we produce for you a
full process improvement road map
for your business.
Warehouse Layout
Link to our :-
Warehouse
Layout - Process Improvement Best
Practice Solutions
There are three key steps
to getting the best use of the
available space in your new or
existing facility.
First,
We develop two plans and two layouts
- one for the short term and another
for the longer term The future plan
will help you see what the best
organisation and use of space will
be after any expansion, and will
guide us in placement of operations
and equipment for the short term.
The overall objective is to make the
best short-term use of space within
the vision of the long-term
arrangement.
Second,
a clear and precise forecast of
planned activity levels is critical.
Each area of the facility
needs to be sized to fit its planned
function. The sizing of each area by
translating planned business volumes
(sales, orders, inventories) into
physical measures such as pallets,
cases, and "cube" for both storage
and throughput. By closely matching
planned physical capacities and
requirements to the space
allocations, we can ensure that each
area is properly sized and that all
available space is accounted for.
Third,
flexibility is the key to success.
One way we achieve flexibility is to
provide for "soft" boundaries
between functions eliminate or
minimise internal walls, and we are
careful about placing fixed
equipment or other permanent
obstacles. When those are necessary,
we place them where future expansion
will not require their relocation.
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