The Material Handling Blog

In today's data-driven world, organizations rely on KPIs (key performance indicators) to measure their progress towards achieving business objectives. In order to really dig into a company’s metrics, there are two important concepts to grasp when working with KPIs: leading and lagging metrics, and effective targets. By understanding the difference between these types of metrics and how to set appropriate KPI targets, businesses can make informed decisions and drive meaningful improvements.

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.

There are a few major concerns in distribution system design that need to be consistently addressed. One of the most critical cost concerns is financial waste through damaged product. In a post-recession era when companies are working to “stay lean”, managing product waste is a tangible area where capital investment can lead to great returns.

Using lean manufacturing principles to increase efficiency and productivity in warehouse operations by eliminating wasteful, non-value-added components. Read: The 8 Wastes of Lean Manufacturing Applied to Warehouse Operations

Kaizen is a term that we’ve all likely heard at some time or another. Its use in various companies around the world has only grown, especially as they look to improve and refine materials handling and order fulfillment practices.

As a fundamental element, supply chain and logistics requires delivering a quality product to the consumer. The details behind quality product and on time delivery are complex and filled with complexities such as distribution center locations, advanced automation technologies, product specifications, throughput goals, and software support. And, while selecting the right automation equipment is important for a company’s competitive advantage, sustainable growth is most centered around the people. Lean supply chain management and the operational success is a product of the strength of your human resources. How do you create and foster sustainable human resource growth? While COVID-19 has forced companies to shift priorities and adjust manufacturing processes to deal with changing consumer demand and new safety precautions, the fundamentals continue to hold true for employee development: clarify goals and direction, identify the challenges, promote learning, and put that learning into practice.

Coronavirus (COVID-19) has penetrated every industry and forced changes throughout. Business processes have required accelerated reviews for the safety of the workforce and to adjust to changes in consumer demand. Supply chain and logistics has been in the spotlight with concerns about how shipments will get from one location to another, replenishment changes due to ecommerce trend acceleration, and demands for same day deliveries. This leads to process and management decisions.

As an officer in the U.S. Air Force, I was responsible for the phase inspection of our bomber aircraft. The team took the aircraft down for inspection, repairs, and preventative maintenance of safety-of-flight and mission-critical items. Our maintenance group commander, a colonel, constantly challenged our quality assurance (QA) pass rates on phase inspections. The goal was 96 percent, and on average, the unit hit that mark.