The Material Handling Blog

Richelieu souhaite améliorer la satisfaction des 90 000 clients et plus qu’ils servent au Canada et aux États-Unis en exécutant les commandes de façon plus rapide et fiable. À titre d’importateur, de distributeur et de fabricant de matériel spécialisé de calibre mondial, Richelieu gère plus de 130 000 UGS. En plus d’une approche qui vise à uniformiser et à accélérer l’exécution des commandes, Richelieu a été en mesure de consolider le stockage externe en tirant profit de ses installations à Montréal. Elle s’est tournée vers Bastian Solutions pour obtenir des conseils et pour mettre en place la bonne combinaison de technologie d’automatisation pour augmenter la durée de vie de l’installation de Richelieu et mettre en place un système qui l’aide à maintenir de façon constante un service à la clientèle de grande qualité.

The Director of Fulfillment assigns you a project to specify a new sorter and conveyor system that’s capable of ‘doubling’ current capacities. Where do you start? First, start by understanding and challenging the true sortation and system requirements. Conveyor and sortation systems are engineered solutions. Like most engineering problems, the solution is typically only as good as its inputs. Accurate data upfront ensures the solution is tailored to your individual business requirements and product specifications.

Serving more than 80,000 customers in both Canada and the United States, Richelieu aimed to increase customer satisfaction with faster, reliable order fulfillment. As an international importer, distributor and manufacturer of specialty hardware, Richelieu manages over 110,000 SKUs. In addition to a faster and more streamlined order fulfillment approach, Richelieu was able to consolidate external storage by leveraging their Montreal facility. They looked to Bastian Solutions to advise and implement the right combination of automation technology to add to Richelieu’s facility longevity and implement a system that helps them reliably maintain strong customer service.

Put walls aren’t new but their many operational benefits continue to stand out and help drive distribution center efficiencies, despite some common drawbacks. For companies with high order commonality and batch picking, put walls can easily have a dramatic impact to picking labor. Put walls are simply shelving units with several cubbies of the same or varying sizes, dependent on the orders being processed. Modern units have light indicators at the front and back of the wall to help direct operators to pick and put items.

In order to maximize your return on investment (ROI) for a robotic system, it is vital that you optimize the tasks that the robot is assigned. If the rate at which the robot handles product does not completely utilize the robot’s capabilities, you just might be leaving opportunities on the table. Analyzing the tasks, rates and capabilities can help not only maximize the robotic system but also help reduce the need for ancillary equipment and additional investments, creating a more streamline operation.

Pick, pack and ship is fairly straightforward but with increasing pressures to process orders faster and faster, these tasks can give your company a competitive edge. When I’m looking at a customer’s distribution center, there are certain indicators I look for to try to find improvement opportunities. For a company that processes ecommerce orders, pick totes are at the top of that list. While they’re sometimes necessary, they’re often a red flag for underlying operational inefficiencies. However, these inefficiencies are easily remedied through a combination of process flow updates and new automation. These projects often have a fantastic ROI, paying back the initial investment in one to two years. To top it off, they’re easy choices for our customers to implement.

If you look up the word maintenance on the internet, you will find a lot of different variations in definition – from how often to service equipment to what degree of maintenance – and terminology. The bottom line is that the need of a maintenance plan cannot be ignored. The most common types of maintenance in the material handling industry can be put into four distinct categories. These maintenance activities include Reactive, Preventive, Predictive or Reliability Centered Maintenance practices. No matter if you have just a small conveyor system or a multimillion dollar fully automated distribution center you will have to perform maintenance activities to keep the equipment running. For each method, there are pros and cons.

If your distribution center has grown in both SKUs and order volume or your typical order has shifted from retail to more ecommerce sales resulting in larger requests for smaller orders; it’s possible your picking productivity isn’t where it should be. You might also be struggling to find the labor to push orders out the door quickly and meet your service level agreements. These are just some of challenges that companies, both large and small, around the globe are facing as they adapt to market changes and shift fulfillment operations to cater to the latest ecommerce demands.

No two automation projects are the same. What makes a project unique? The size of the project, complexity of the operation, deployed technologies, or new installation at greenfield facility versus a modernization or expansion of an existing, brownfield site. Adding automation technology for food and beverage manufacturers, however, adds a different challenge and a different set of variables that are important to consider as you plan, implement, and leverage the new tools. At Bastian Solutions, one of our core values is to “keep growing,” and we do this by implementing Kaizen principles. One detail that is constant in all of these projects is learning how to do it better and keeping that in mind for new projects. Adding advanced technologies to a distribution or manufacturing operation can certainly create efficiencies. With food and beverage, I’ve found that there are four key focus areas that can help manufacturers truly make the most of automating their processes.

More companies are starting to prioritize automation while those that had already put a lot of focus on automation are not looking to slow down. In fact, there is greater emphasis on it. Companies are realizing the competitive advantages that automation provides and are starting to challenge why adding a goods to person or ASRS system may or may not work in their business. The increased focus on automation, does not remove or decrease the need for strong operational management, if anything, it still requires communication and organization from leadership to succeed. Automation helps efficiency but a facility must rely on good processes and timely communication of information to manage a dynamic environment.

Technology and automation have had a place in distribution and supply chains for decades. Typically, high-end automation was reserved for the largest multi-national organizations with ample capital and a vision to improve efficiencies in their supply chain. While the technology adoption curve is much more mature in Europe than North America, N. American business investment in supply chain automation and distribution is increasing rapidly due to changing customer buying behavior, labor shortages, ecommerce adoption, and access to various technologies both mature and emerging. The amount of new technologies emerging to support distribution and supply chain automation is also rapidly increasing; and for good reason.

Based in New Jersey, J. Knipper and Company is one of the nation's largest third-party logistics service providers (3PLs) for the pharmaceutical industry. They are a service partner providing management of product sampling for pharmaceutical, biotech, and medical device professionals. Now with access to 75% of the U.S. population with 2-day ground service, Knipper can deliver product to customers faster, thus increasing customer satisfaction, creating unique opportunities, and greater specialization in direct to physician fulfillment.