The Material Handling Blog

Si ha formado parte de una empresa que haya acometido planes de adaptación o transición, conocerá los retos que se afrontan al desarrollar un proyecto con las operaciones en marcha. En Bastian Solutions vemos cada año muchos proyectos con operaciones en marcha, como los de mejora o modernización de las operaciones existentes. Esos proyectos son mucho más complicados que los que se ejecutan en instalaciones flamantes o existentes que aún no se encuentran operativas. Cuando se emprenden proyectos de adaptación en operaciones existentes, los directivos de la empresa deben esforzarse para mantener las operaciones cotidianas en marcha con poca o ninguna interrupción para no debilitar el servicio al cliente. Las reconfiguraciones, cuando un nuevo sistema se instala online en una operación directa, también debe manejarse con cuidado para reducir los tiempos de inactividad y las interrupciones en general.

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.

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.

The word “complexity” usually garners feelings of fear or hesitation. At Bastian Solutions however, when customers inquire about complex multi-site projects, we view these as exciting and engaging opportunities. Amidst the pandemic, there has been a sudden rise in ecommerce. It is estimated that U.S. ecommerce sales in the third quarter of 2020 was $209 billion, which was an increase of 37% from sales over the same time period in 2019. With this rise in consumer demand, there has been an increased demand for quick, complex supply chain solutions.

Synchronizing complex automation systems and technologies is no easy feat. You’re not only coordinating controls and software but also ensuring that components, technologies, and processes work well together to achieve project goals. To make processes better. As unique as each system is, so too is design, installation and project management. The last thing you want is to have complications or hamper creativity that may give you the competitive edge you seek for your company.

For any companies who has been a part of a retrofit or cutover project, you may be familiar with the challenges of taking on a project during a live operation. At Bastian Solutions, we see a lot of live operation projects every year – enhancements or modernizations of existing operations. These kinds of projects are considerably more difficult than projects that are performed in a greenfield (brand new building) or brownfield (existing building) site that aren’t operational today.

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. 2020 was a year of uncomfortable but necessary process change. Paralleled with new year’s resolutions and facing the “new normal” discussions, business around the world are working to have a more planned outlook with a better understanding of how to react and adjust. What aspects of your business processes should you protect and what do you change?

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.

For years, logistics consultants, material handling engineers , and supply chain execution providers have been slicing-and-dicing warehouse statistics in a quest to enhance employee performance for the ultimate purpose of bringing profitable dollars to the bottom line. While having tangible statistics and historical records of warehouse operation is important, I suggest that these benchmarks alone will not drive peak employee or warehouse performance.

As the global effects of COVID-19 continue to play out, demand for contactless shopping via eCommerce is increasing putting pressure on fulfillment. Businesses are scrambling to identify opportunities to increase supply across their distribution networks. Many are seeking support from automation systems integrators (conveyor, robotics, software, controls) across several fulfillment sites at once. While multi-site implementations can be challenging, when executed successfully they can achieve greater results than single-site implementations.

The two weeks at the beginning of a project take just as long as at the end of a project. The difference between the beginning and end, is that the beginning is usually less stressful than when a project is getting close to a deadline or a hard Go Live date. It can be easy to let precious time slip! By being efficient during the negotiation stage and clearly communicating the project timeline and milestones at the beginning of the process, you can help your projects run smoother.

Successful warehouse projects require collaboration between the individuals possessing engineering and analytical knowledge and those with a deep understanding and expertise of the operation itself.