The Material Handling Blog

“Garbage in, garbage out”; that’s the typical mantra for simulation and consulting studies as it relates to the quality of the inputs and the resultant quality of the outputs. Having worked with companies small and large, across a variety of industries, we know one thing is true – every bit of detail counts to ensure we can help our customers maximize their operations.

Warehouses are an integral part of the supply chain management system of any organization for storing and distributing goods efficiently and effectively. However, there are certain common mistakes that warehouse operators make that can negatively impact the productivity and efficiency of the warehouse.

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.

Managing a distribution or manufacturing facility can be challenging. It can be very easy to get so focused on the technical details of various automation solutions. The danger is that it’s easy to lose sight of the main goal, the reason behind adding automation – meeting business objectives and improving business operations.

Como integradora independente, a Bastian Solutions trabalha com diversas tecnologias e marcas. Como tal, não é incomum ser perguntado pelos clientes: “Quantas linhas por hora posso fazer com um sistema de goods to person?” Quando falamos de GTP (sistemas de goods to person), isso pode incluir sistemas de AutoStore, Perfect Pick, ASRS, Scallog, Attabotics, Caja Robotics, Kardex, Servus ou Adapto. Todas essas tecnologias oferecem métodos modernos e facilmente escaláveis de atendimento de pedidos, por meio de diferentes configurações tecnológicas e de design. Portanto, quando se trata de responder “quantas linhas por hora posso fazer”, há muitos fatores que entram em jogo, mas há três elementos principais que ajudam a fornecer uma imagem mais clara e fornecer uma taxa estimada de linhas por hora. Vamos explorar isto.

Before products can be sent on their way to individual doorsteps or stores, there are a lot of individual yet highly connected functions. All of these tasks are housed in a single DC (distribution center). As straightforward as it may seem to get products from inbound receiving docks to outbound shipping and truck loading, there are a few key considerations to avoid common mistakes in layout and design. Unlocking efficiency opportunities means thinking through safety considerations, the placement of functions and technologies in the warehouse, understanding of drawbacks or potential challenges, and evaluating what can and cannot or should not be automated. Let’s take a look at some of the common mistakes and considerations to avoid them.

O Diretor de Fulfillment atribui a você um projeto para especificar um novo sistema de triagem e transportador capaz de "dobrar" as capacidades atuais. Por onde começar? Primeiro, comece entendendo e desafiando a verdadeira triagem e os requisitos do sistema. Os sistemas de transporte e triagem são soluções projetadas. Como a maioria dos problemas de engenharia, a solução geralmente é tão boa quanto suas entradas.

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.

We’ve all heard some variation of the saying “Never Let a Crisis Go to Waste” but how good are we at recognizing the crisis and the best way to capitalize on it? As we enter this new year, we must acknowledge 2020 was unlike any other year in many ways, the COVID-19 pandemic disrupted everything in our lives: personal, political, and professional. The world learned to work from home, educate from home, and to the point of this article – shop from home. What can be learned from this “Great Accelerator” event to ensure distribution centers are ready to adapt in the future and improve throughput efficiencies? Here are three lessons from this past year, and a few recommendations for each to ensure the 2020 distribution center (DC) “crisis” doesn’t go to waste:

As we close the door on a year of tremendous challenge and change, it’s a good time for distribution center (DC) leaders to pause and reflect on how to apply the hard-won learnings of 2020 in order to make course corrections for 2021 and beyond. Despite how early it may seem, now is the time to prepare for the second half of 2021, by which time the COVID-19 pandemic may be substantially behind us. As you chart your distribution operation’s path forward consider a few key questions that take into account your business needs, workforce, trends and technologies. Not only will this help prepare your operations for a smoother process but will help you assess your capabilities as external factors continue to change.

How embracing agility and operational responsiveness in supply chain modeling and network design software gives businesses the best opportunity for success.

If your operations hired additional staff over peak season and it was still a struggle to keep up, these factors could have been overlooked in your planning process.