Process improvement opportunities generate substantial savings and engage employees on a regular basis.
Analyzing logistics operations in order to identify areas for improvement and best practices.
Operational recommendations in the warehouse to improve processes in order to reduce labor costs, optimize product flow and achieve the best productivity in the industry.
Re-engineering of operational processes, reviewing storage & handling equipment and optimizing performance.
Optimizing and designing distribution centers (layout, equipment, processes, workforce, operational flows, health and safety, KPIs, peripheral aspects, etc.)
Setting human and machine times from MOST and timing.
Mainly 5S, Kaizen, SMED, 6 Sigma. If you are not familiar with these approaches, we will be happy to explain them to you in-depth.
By evaluating the flow of products through the facility, positioning products, minimizing travel distance and eliminating non-value added activities
Determining the best flow of products from receiving to shipping (the flow must be linear).
Determining the best equipment to move the products in the warehouse.
Considering automation as a solution for moving product through the warehouse.
Ensuring that your employees have the right computer systems to support their activities.
Avoid non-value added activities for your employees. Reduce employee travel to accomplish tasks.
- Use information to speed up tasks (WMS, TMS, etc.).
- Integrate the tracking of key performance indicators for your employees.
For a warehouse of more than 500,000 square feet, we are talking about 6 months. The smaller the warehouse, the longer it takes to implement.
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