Best
practice

WAREHOUSE AND MATERIAL LOGISTICS – FROM DRAFT TOIMPLEMENTATION

Imagine a service that runs fine but doesn’t evolve! A leading supplier of power train components and systems, engines and engine components, axle and chassis modules commissions a FOCUSON CIP coach to optimise existing processes and to increase the quality of his service.

FOCUSON sets out to coach the workers according to the CIP method, moderates and documents regular meetings and gets to the bottom of the How, the What, and the Why.

USING THE SPI MODEL AND A CAUSE–EFFECT ANALYSIS:

  • problems are made transparent and prioritised; 
  • the planning of tasks is elucidated: WHO does WHAT and HOW;
  • persons in charge are supported in their specific tasks using adequate tools: special training and briefing packages, methods of making problems measurable; using KPI (Key Performance Indicator) to determine progress based on key figures;
  • results are presented.
  • Tools: DMAIC

ADDED VALUE FOR THE CLIENT

Thanks to the continuous improvement process and consistent teamwork, the product, process, and service quality was improved for the long term, and motivation within the team was boosted.

BEST PRACTICE – WAREHOUSE CALCULATION “SHIPPING WAREHOUSE WITH LOOSE GOODS” 

Wopfinger Baustoffindustrie is the largest private lime producer in Austria. FOCUSON was entrusted with the warehouse calculation “shipping warehouse with loose goods”. Project tasks included depicting possible, and optimal, locations for sales warehouses according to defined sales regions as well as with the complete costs calculation taking into account all essential parameters. 

Another task included the logistics optimisation of bagged cargo and the “bucket area”. A survey of the present workflow in the area of disposition including viewing available data, such as transport volumes, destinations, calculation tables, etc. was mapped out, which revealed a number of rationalisation and optimisation potentials.

ADDED VALUE FOR THE CLIENT

A cost comparison between the present situation and the costs with an optimised structure was set out for the client and served the management in decision-making. The “efficiency check” and the optimisation of logistics revealed potentials for rationalisation. Now, simplification of haulier calculation tables, drawing up a pool of hauliers and introduction of a system of key figures are useful, time- and cost-saving in everyday business.

BEST PRACTICE – ANALYSIS OF INNER-BUSINESS LOGISTICS

A leading provider of test and measurement systems that has more than 200 employees in 25 countries commissioned FOCUSON to analyse internal logistic processes. In such departments as warehouse, purchase, production, and work preparation, existing processes were carefully scrutinised. Detailed recommendations for action to optimise internal procedures were mapped out and included in the supply chain. Another of FOCUSON’s areas of duty comprises consulting services and help in implementing an ERP system.

ADDED VALUE FOR THE CLIENT

Lean and stable processes resulted in substantial quality improvement; stocks could be reduced, and cycle times shortened.

BEST PRACTICE – OPTIMISING MATERIALS MANAGEMENT AND LOGISTICS

FOCUSON experts took on the drafting of a concept for optimising materials management and logistics for a manufacturer of hardwood floors. Implementation of the defined optimisation potentials was secured by on-location support. For example, previously decentralised logistic structures were united and concentrated in a central logistic department.

ADDED VALUE FOR THE CLIENT:

By optimising materials management and logistics, the quality of product availability, ability and reliability of delivery could be quickly increased while at the same time reducing the annual costs in logistics by 30 per cent.

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