The Material Handling Blog

Picture this: your organization is set for growth, but you're trapped in what feels like a life-size Rubik’s Cube, always moving pieces around to navigate your way through the space constraints of your warehouse. How do you optimize your operations when every inch of floor space counts?

KPIs are quantifiable metrics used to measure the success of a particular process or system. They are typically tied to specific objectives and goals and are used to track progress over time. KPIs are an essential tool for businesses to measure the effectiveness of their operations, identify areas of improvement and make informed decisions. This includes the material handling and automation industry.

Imagine this: Your Fulfillment Director tasks you with specifying a new sorter and conveyor system capable of doubling current capacities. Where do you begin? Conveyor and sortation systems are engineered solutions. Like most engineering challenges, the solution's effectiveness hinges on the quality of its inputs. Accurate, detailed data ensures the system is tailored to your specific business requirements and product specifications.

Distribution operations are increasingly complex, with logistics teams managing the delicate balance of e-commerce fulfillment, omnichannel service, and evolving customer expectations while grappling with labor shortages and rising costs. The sheer volume of decisions, from designing efficient workflows to selecting and integrating the right automation technology, can quickly overwhelm even experienced teams. What if a single point of responsibility could take on the challenge of these decisions, streamlining processes and providing tailored solutions that align precisely with your distribution goals? For many organizations, partnering with a distribution integration consultant transforms how they handle these complexities. By bringing in a consultant with single-point accountability, companies are discovering a path to more straightforward, more efficient operations without losing control over their goals and growth.

“Let’s look at this thing from a standpoint of status. What do we got on the spacecraft that’s good? “ –Gene Kranz (Ed Harris), “Apollo 13.” There’s a lot of genius in that simple question. If you haven’t watched the movie, it’s worth a few hours of your time. The quick summary is that the mission was in serious trouble, Gene Kranz had just put on the flight director vest, and he was beginning the process of recovering not just the equipment, but most importantly, the crew of the Apollo 13 spacecraft. The genius in the question is recognizing that you have no ability to reach an endpoint if you don’t know where you are at the beginning.

In today's dynamic business landscape, companies face numerous external challenges such as ever-expanding competitive landscapes, supply chain issues and changing customer demands. To overcome these and improve their internal processes, businesses are increasingly adopting TOC (Theory of Constraints) principles. This blog presents a compelling real-world application of TOC at one of the world's leading home appliance suppliers. This case study not only underscores the effectiveness of TOC but also provides practical insights on how these principles can significantly boost operational efficiency.

Fire safety is a critical concern in warehouse, manufacturing, and distribution facilities due to the potential for significant damage and loss. In Canada, stringent regulations around fire suppression systems often surprise customers looking to install material handling automation equipment. These regulations particularly impact facilities handling flammable products such as textiles, fragrances, and aerosols.

“The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.” Bill Gates This quote highlights a fundamental truth: the success of automation hinges not just on the technology itself but on the underlying efficiency of the processes it aims to enhance. This means that strategic planning and process optimization are essential prerequisites for reaping the full benefits of automation in warehouse operations.

The economic market landscape is a whirlwind of change, driven by an expanding population and evolving local and global demands. Amidst this flux, businesses grapple with the challenges of adapting to shifting consumer expectations, soaring rental costs, intensifying competition and the quest for optimal storage solutions, particularly in India's bustling market. Navigating these complexities demands more than just traditional approaches—it requires a strategic embrace of automation. What was once considered a luxury has now become a business imperative. The question is no longer “Should I automate?” it is now “When and how much should I automate?” Recognizing this shift is crucial for companies aiming not just to survive, but to thrive in this dynamic environment.

Automation is not merely a buzzword; it's a transformative force reshaping the landscape of warehouse operations and logistics management. By harnessing the power of advanced automation technologies such as AS/RS systems, conveyor and sortation systems, robotics, GTP (goods to person), artificial intelligence, and data analytics, are streamlining their logistics processes like never before. From inventory management to order fulfilment, automation is revolutionizing every aspect of warehouse operations, driving efficiency, accuracy and agility.

You’re walking into a bustling warehouse, where the air buzzes with the orchestrated hum of voices, footfalls and equipment. In one corner, various SKUs are received and swiftly stored, each item finding its place. Across the floor, synchronized activity surrounds order fulfillment: items are picked, packed and ready for their journey to customers or stores. This is material flow and it plays a vital role in distribution operations.

The fog of peak season. Does this sound like a similar experience to all warehouse operations team members? It’s earlier than usual and you know you have a very long day ahead of you. The building pulses with an electrifying energy but it's a frenetic, anxious feeling that everyone has in the pit of their stomach. The team knows that its “go time” as the customer order volume is going to be 3X the norm. As you walk out of the office and into the warehouse you are met with the sound of conveyor belts humming and the ceaseless beeping noise of forklifts darting all over the building. What is normally an orderly row of neatly stacked goods near pack out, now resembles a maze, as your team scrambles to locate items with urgency. Every corner of the warehouse is in motion, every aisle alive with the chaos of associates picking, workstations loaded with boxes for packout, and trailers are everywhere.