The constraint sits in the process
Often it's upstream of the automation: in how orders are released, waves are built or shifts are staffed. That is cheaper and faster to fix than more equipment.
Home Consulting Operations optimisation
Consulting · Operations optimisationOperations optimisation for automated warehouses
For operations that stay below what the installed system can do. I analyse how the warehouse actually runs, find the bottlenecks and implement the improvements that count, with KPIs that show whether they hold.
Starting point
The KPIs in the report rarely match the floor at peak
A system signed off years ago isn't the same system today. Order profiles drift, processes pick up workarounds and the software is no longer used the way it was designed. The capacity is usually still there. It just isn't reached.
Systems talking past each other
WMS, WCS and ERP each doing their job, badly coordinated at the seams. Reworking the interaction frees up flow without new equipment.
No reliable measure of good
Without KPIs that reflect what the floor actually runs at, improvement is a matter of opinion.
What you gain
Know the bottlenecks, act where it counts
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Bottlenecks understood
Located in process, system interaction and staffing. Ranked by what they cost and what they take to fix.
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Measures evaluated before you commit
Each measure with its effect and effort. An ROI calculation where automation is under consideration.
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Success you can measure
KPIs that reflect real performance and show whether an improvement holds after the project ends.
Deliverables
What you receive
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Process analysis
Data and process analysis from real operating data, process and technical simulation where needed.
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Evaluated measures
Improvements in order release, wave building, storage and slotting and in the interaction of WMS, WCS and ERP, each rated by effect and effort.
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KPIs and monitoring
KPIs that reflect real performance, KPI monitoring and decision-support systems.
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Implementation
Process design and implementation tracked to completion, with change management so improvements last.
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Workforce planning
Workforce planning and workforce management matched to the order profile.
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Interim leadership
Interim management of an operation or an automation programme that needs an owner.
Approach and collaboration
From analysis to a measured improvement
Short enough to pay back quickly, structured so the gains hold. Simulation and specialist tasks can be covered through my network.
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Observe and measure
The operation watched at peak, real data pulled, the gap between reported and actual performance quantified.
Step 1 -
Find the constraint
Bottlenecks located in process, system interaction and staffing, ranked by cost and effort.
Step 2 -
Design and implement
Changes designed, the ROI case built and the actions implemented under my oversight.
Step 3 -
Measure and hold
Purpose-built KPIs so the improvement is measured and holds after the engagement ends.
Step 4
Project examples
Analysed, reworked and measured
Customers are anonymised.
More than ten improvements identified and implemented
- Situation
- A live multi-area automated warehouse with room for improvement in process and storage efficiency and in the interaction between WMS and ERP.
- My responsibility
- Analysed the operation, reworked the interaction between the supplier's WMS and the customer's ERP and oversaw the implementation.
- Result
- More than ten actions to improve product flow and reduce labour cost, implemented and tracked against purpose-built KPIs.
Technology: Automated high-bay warehouse, miniload, GTP picking with carousel systems, hanging sorter, WMS, WCS.
Two distribution centres for 800 stores, accepted on schedule and on budget
- Situation
- Two large fully automated distribution centres at two US sites, supplying 800 stores in total.
- My responsibility
- Managed commissioning and ramp-up of both systems and built the resident maintenance organisation of 70 FTE across IT, PLC and mechatronics.
- Result
- Ramped to full performance and beyond. Final acceptance on schedule and on budget, followed by two years of profitable after-sales operation with spare parts and change requests.
Technology: Automated high-bay warehouse, automated receiving with decant and tilt-tray sorter, miniload with zone picking, GTP picking with carousel storage, automatic tote stacking, WCS.
Operations optimisation
An operation that could run better?
A short look at where the capacity is going is a good start. The first conversation costs nothing.
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