Continuous Improvement For Operations

Conducting a diagnosis of logistics operations and providing recommendations involves considering several aspects, such as the choice of interior expansion, designing a new warehouse layout, outsourcing logistics activities, and adopting best practices for operations management. The overall objectives of this project are as follows:

1. Analyze logistics activities, work organization, and utilization of information systems.
2. Reassess space utilization to ensure inventory management is context-appropriate.
3. Ensure adaptability and optimal use of warehousing space for the years ahead.
4. Propose improvement strategies to enhance logistical performance.
5. Ensure adaptability and operational flexibility in anticipation of the future.

The logistics operations diagnosis is a crucial process to ensure a company's efficiency and performance. During this project, between 40 and 80 opportunities are identified. A thorough examination of logistics activities, work organization, and information systems helps pinpoint the company's strengths and areas for improvement.

The implementation of continuous improvement methods is a systematic approach aimed at consistently enhancing an organization's processes, products, and services. It is a philosophy rooted in the belief that small, regular improvements can yield significant gains in the short, medium, and long term.

Here are the key methods that contribute to operational performance and that our experts could implement in your organization:

1. Lean Six Sigma: This method is employed to eliminate waste in logistics operations, reduce lead times, minimize excess inventory, and improve the quality of logistic services.
2. PDCA (Plan-Do-Check-Act): The PDCA cycle is applied to address logistical issues, enhance processes in receiving, storage, order picking, shipping, etc., and optimize the management of logistics flows.
3. 5S: This method is utilized to organize and optimize warehouse space, improve stock layout, facilitate personnel movement, and minimize unnecessary travel.
4. 5 Whys Method: This approach helps uncover the root causes of logistical issues, such as delivery delays or order picking errors, to implement lasting solutions.
5. SMED (Single-Minute Exchange of Die): SMED is applied to reduce equipment changeover and order preparation times, enhancing logistical flexibility and enabling quicker responses to customer demands.
6. Flowcharts and Value Stream Mapping: These tools are used to visualize logistics flows, identify inefficient steps and bottlenecks, and enhance planning and execution of logistics operations.
7. Pareto Analysis: It is used to identify major problems in logistics operations and prioritize improvement actions for significant outcomes.

Our expertise, external perspective, and proven methodology will expedite your improvement process. Furthermore, our consultants develop your teams' internal skills and ensure tangible, measurable results through Key Performance Indicators (KPIs).

In the context of optimizing management processes to sustain company growth, ensure the highest levels of quality, and enhance operational performance of warehouse processes, work methods, and equipment, conducting a logistics diagnostic and implementing a sustainable transformation is essential. This approach will provide recommendations and best practices for sustainable operations management. The project steps are as follows:

1. Validate storage activities, layouts, processes, work organization, and information systems.
2. Identify optimal equipment and processes to meet future requirements in terms of capacity, productivity, and sustainability.
3. Evaluate potential recommended scenarios from both operational and financial perspectives based on future growth.
4. Develop a strategic plan for optimization and sustainability.

This approach will enable the company to implement sustainable practices, optimize its operations, and anticipate future requirements. Expected outcomes include improved performance, more efficient resource utilization, and reduced environmental impact.

Prevent accidents while enhancing productivity! Our experts work to identify new opportunities for improving warehouse productivity and safety, as well as the quality of distribution services, all while reducing operational costs. In the short, medium, and long term, it's crucial to identify improvement opportunities in receiving, shipping, and order picking activities through a review of current warehousing processes. The overall objectives of the project are as follows:

1. Review logistics activities, work organization, safety measures, and utilization of information systems.
2. Reassess space layout to ensure enhanced safety in line with the context.
3. Ensure adaptability and optimal use of warehousing space for the years ahead.
4. Propose improvement strategies to strengthen both logistical performance and safety.
5. Ensure adaptability and operational flexibility for the future by establishing a prioritized action plan.

Establish precise standards (with an accuracy beyond 95%) for time and motion to enhance your operational performance and evaluate the individual performances of order pickers and forklift operators. The goal is to optimize warehouse processes and build standard times for key operations. The project steps are as follows:

1. Identify the best methods and optimal processes to meet order and productivity requirements.
2. Accurately assess standard times in line with engineering standards:
3. Reengineer operational processes, review warehousing equipment, handle and optimize performance.
4. Evaluate commonly used methods for task execution.
5. Break down methods into elements.
6. Eliminate unnecessary steps.
7. Optimize required steps.
8. Divide steps into mental and physical activities.
9. Organize steps in chronological order and determine tasks that can be performed simultaneously.
10. Detail standard times for easy maintenance and annual updates.
11. Identify trainers to share best work methods, facilitating the adoption of standard times by all employees.