Technik vs. Lean: Widerspruch oder Ergänzung

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Camilla Karin Cummings
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1 LOGISTIK HEUTE Forum auf der CeMAT 2008 Hannover, 28. Mai 2008 Technik vs. Lean: Widerspruch oder Ergänzung Vortrag im Rahmen des Forums: Warehousing Prozesse und Technologien mit Lean Production-Konzepten neu gestalten METROPLAN Seite 1

2 Techniques vs. Lean: Contradiction or complement Content Techniques vs. Lean: Contradiction or complement > Objectives of automation vs. Objectives of lean differences and similarities > Warehousing Excellence a challenge for designing distribution centres (DC) > Integrated design in the sense of lean harmonised processes, organization and technology > Summary: The role of the staff and technology in Warehousing Excellence DC > How to achieve Warehousing Excellence DC METROPLAN Seite 2

Objectives of lean differences and similarities > Warehousing Excellence a challenge for designing distribution centres (DC)

3 Objectives of automation vs. Objectives of lean differences and similarities > Objectives to be achieved by a re-engineering or a new design of a Warehousing Excellence DC Use of employee s flexibility Standardization of processes Buy in of employee s Use of employee s experiences Continuous Improvement Fast reaction to cover changed requirements Zero Losses Synchronization of processes Long term use of equipment Improved Productivity High Throughputs Improved Quality Cost Reduction Maximized Utilization of capacities METROPLAN Seite 3

Excellence DC Use of employee s flexibility Standardization of processes Buy in of employee s Use of employee s experiences Continuous

4 Objectives of automation vs. Objectives of lean differences and similarities LEAN AUTOMATION Use of employee s flexibility Fast reaction to cover changed requirements Use of employee s experiences Continuous Improvement Zero Losses Standardization of processes Improved Productivity Improved Quality Synchronization of processes Buy in of employee s High Troughput Long term use of equipment Cost Reduction Maximized Utilization of capacities METROPLAN Seite 4

changed requirements Use of employee s experiences Continuous Improvement Zero Losses Standardization of processes

5 Techniques vs. Lean: Contradiction or complement Content Techniques vs. Lean: Contradiction or complement > Objectives of automation vs. Objectives of lean differences and similarities > Warehousing Excellence a challenge for designing distribution centres (DC) > Integrated design in sense of lean harmonised processes, organization and technology > Summary: The role of the staff and technology in Warehousing Excellence DC > How to achieve Warehousing Excellence DC METROPLAN Seite 5

Objectives of lean differences and similarities > Warehousing Excellence a challenge for designing distribution centres

6 Warehousing Excellence Distribution Center Objectives Logistics operation is performed on high standards by the use of industrial work systems. The goal is the ZERO DEFECT operation! Work processes Design of infrastructure Operational skills and maintenance no time losses, no bottlenecks no technological insufficiencies no failures and breakdowns Warehousing Excellence Program by METROPLAN METROPLAN Seite 6

Work processes Design of infrastructure Operational skills and maintenance no time losses, no

7 Warehousing Excellence Distribution Center Lean Design of Processes > Within one company processes are standardized, rolled out and well trained to achieve the ZERO DEFECT operation! > Processes are designed in a way which supports the continuous flow of material, regardless if one piece flow or mass production! :00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 1. Same process design for different throughput 2. Similar design of IT-dialogues and logic behind 3. Visualization of performance and status 4. Material flow is continuous and smooth METROPLAN Seite 7

120 120 100 100 80 80 60 60 40 40 20 20 0 0 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 1.

8 Warehousing Excellence Distribution Center Lean Design of Infrastructure > Lean material flow systems provide a high process stability and tolerate against short term and long term change of requirements! > A maximum of flexibility will be achieved by an intelligent combination of automation and manual operation according to lean principles! Design of Infrastructure: > Technology > IT > Building economical adaptive functional 1. Automation to cover main capacities 2. Manual operation for peak situations 3. Adaptive control of resources 4. Long term in- /decrease of capacities METROPLAN Seite 8

> A maximum of flexibility will be achieved by an intelligent combination of automation and manual operation according to lean principles!

9 Warehousing Excellence Distribution Center Lean Design of Operation > Logistics is operated on an high performance level by the use of industrial work systems > The goal is the ZERO DEFECT operation and the fulfillment of a maximum quality level! no time losses, no bottlenecks no downtime caused by the handling units no technical breakdowns no operational failures 1. Continuous improvement and adaptation 2. Autonomous and preventive maintenance 3. High personal skill level of operators 4. Organization of the daily business METROPLAN Seite 9

no time losses, no bottlenecks no downtime caused by the handling units no technical breakdowns no operational failures 1.

10 Techniques vs. Lean: Contradiction or complement Content Techniques vs. Lean: Contradiction or complement > Objectives of automation vs. Objectives of lean differences and similarities > Warehousing Excellence a challenge for designing distribution centres (DC) > Integrated design in sense of lean harmonised processes, organization and technology > Summary: The role of the staff and technology in Warehousing Excellence DC > How to achieve Warehousing Excellence DC METROPLAN Seite 10

11 METROPLAN Example of a Warehousing Excellence DC Example production supply and spare part center METROPLAN Seite 11

12 Example of a Warehousing Excellence DC Production supply and spare part center Main key elements of Warehousing Excellence DC covered: > Same process design for different throughputs > Material flow is continuous and smooth > Visualization of performance and status > Automation to cover main capacities > Manual operation for peak situations > Adaptive control of resources > Long term in-/decrease of capacities > High personal skill level of operators 3 year s after start up the system is running at index 1.5 above planned capacity without mayor bottlenecks METROPLAN Seite 12

main capacities > Manual operation for peak situations > Adaptive control of resources > Long term in-/decrease of capacities > High personal skill

13 Techniques vs. Lean: Contradiction or complement Content Techniques vs. Lean: Contradiction or complement > Objectives of automation vs. Objectives of lean differences and similarities > Warehousing Excellence a challenge for designing distribution centres (DC) > Integrated design in sense of lean harmonised processes, organization and technology > Summary: The role of the staff and technology in Warehousing Excellence DC > How to achieve Warehousing Excellence DC METROPLAN Seite 13

14 Summary The role of the staff and technology > Automation in material flow and warehouse technology does not end in itself and will endure as an integral part of warehouses within changed conditions > The human potential especially flexibility and adaptability have to be more utilized in the future, e.g. > to cover peaks in operation > to realise different processes and throughputs on one machine > to implement short- and long term as well as planned and unplanned changes of requirements > Automation will relieve the employee > where similar actions are taken more rational by machines > where high material throughputs are not manageable without automation METROPLAN Seite 14

d conditions > The human potential especially flexibility and adaptability have to be more utilized in the future, e.g.

15 Techniques vs. Lean: Contradiction or complement Content Techniques vs. Lean: Contradiction or complement > Objectives of automation vs. Objectives of lean differences and similarities > Warehousing Excellence a challenge for designing distribution centres (DC) > Integrated design in sense of lean harmonised processes, organization and technology > Summary: The role of the staff and technology in Warehousing Excellence DC > How to achieve Warehousing Excellence DC METROPLAN Seite 15

16 The way to Warehousing Excellence Program Overview STEP 1: Definition of expected business standards for productivity, KPI s, cost Goal: Leadership team of sites understands expectation of company STEP 2: Loss Analysis (of pilot site) for processes, technology and training level Goal: Losses as well as improvement areas are clearly defined and ranked STEP 3: Focused improvement of process losses Goal: Optimized use and utilization of the existing infrastructure STEP 4: Optimization of losses caused by technical infrastructure Goal: Infrastructure fulfills material handling requirements STEP 5: Introduction of autonomous and preventive maintenance systems Goal: Infrastructure will be kept in perfect condition STEP 6: Introduction of continuous improvement concept Goal: High training standard, commitment and buy-in of all employees STEP 7: Re-application and roll-out to all sites (if applicable) Goal: Successful roll-out of the warehousing excellence program METROPLAN Seite 16

losses Goal: Optimized use and utilization of the existing infrastructure STEP 4: Optimization of losses caused by technical infrastructure Goal: Infrastructure fulfills material handling

17 Impressum: Warehousing Excellence: Technik vs. Lean Widerspruch oder Ergänzung Friedrich-Wilhelm Düsing +49 (0) METROPLAN Seite 17

2008 Friedrich-Wilhelm Düsing friedrich-wilhelm.

Assessment of outsourcing criteria

Assessment of outsourcing criteria Vorlesungsvortrag ITTM, Outsourcing, WS 2003 1 INTRODUCTION 2 2 FINDING OF CRITERIA 3 2.1 People involved 3 2.2 Methods 3 3 OUTSOURCING BARRIERS 4 3.1 Technical criteria