Optimize logistics process & analyze logistics process
Optimizing the logistics process: Analyze the logistics process for optimal value creation
Observation of the logistics processes on the basis of key figures or on site during the operational process
Value creation is one of the most important goals in every company. Regardless of the production or sale of goods, it is always a matter of acting particularly economically so that the profit or at least the contribution margin increases. Analyzing the internal logistics process, such as warehousing and picking, identifying production and production supply as well as shipping and the most important cost drivers, is particularly important for companies and can be done abstractly with key figures in the controlling report or specifically on site in the operational process.
Optimizing the logistics process: Analyze the supply chain and the logistics process
Optimizing the logistics process - the recommended procedure
As a so-called cross-sectional function, the logistics process extends along the entire value chain and thus also along the physical supply chain. Typical of the supply chain is the link between the respective elements and thus the interactions between the individual areas. For example, it has a significant impact on warehousing if the quantity ordered is doubled in purchasing. The increased order quantity leads to a significant burden on the spatial and human resources and thus causes additional costs in the warehouse area. Optimizing the logistics process is important at this point in order to be able to react to new challenges at an early stage.
Analyzing the logistics process / optimizing and questioning the logistics process is therefore the focus for many companies.In the first step, it is always advisable to look at the individual work steps in the company and to consider the execution in the daily routine without referring to the key figures alone. Ultimately, the key figures only indicate that, for example, x% additional overtime was incurred in the past quarter. The statistical data do not provide a direct trigger. A deeper understanding of the process is necessary for identification.
The triggers are often individual reasons that primarily relate to the workflow, such as limited space to store the goods, too few suitable aids, e.g. for transporting or loading the goods, this can lead to delays lead over time. Time and again, supply bottlenecks arise in the daily work process. These bottlenecks accumulate over time. These problems ultimately become visible for those involved in the form of the overtime rate, for example.
Involving employees leads to cost reductions
The questioning and involvement of the employees who encounter the grievances on a daily basis can help and optimize the logistics process / analyze the logistics process. The employees are usually willing to provide information about what can be improved during the process (analyzing the logistics process) and what specifically can be improved in the processes, what does not work ideally. Even short-term measures, such as setting up additional storage spaces with shelves or redesigning production areas in order to avoid avoidable duplication of handling, can often be implemented shortly after the logistics process analysis.
It makes more sense, especially in work areas in which physical transport has to be carried out, to turn over as seldom as possible. As a result, this means tying up personnel capacities with each transshipment process and thus ultimately generating costs. Analyzing the logistics process / optimizing the logistics process and doing this regularly is essential, as it quickly becomes clear whether the respective company has to optimize the logistics process in relation to the structures of the warehouse. This ensures that these meet the requirements and that work that is as ergonomic and efficient as possible is possible under the given circumstances. When it comes to optimizing / analyzing the logistics process, work equipment such as forklifts or pallet trucks must also be taken into account.
The required investment in such a technical conversion can be countered by correspondingly saved operating times, whereby the initially apparently higher price after the acquisition, commissioning and complete implementation of the further measures developed during the logistics process analysis is put into perspective accordingly. In the ideal case, and in practice not so rare, targeted investments can reduce costs within intralogistics, and do so permanently.
Optimizing the logistics process: Sustainably analyzing the logistics process
Employee satisfaction - an important factor in optimizing the logistics process
Optimizing the logistics process / analyzing the logistics process: with the aim of realizing success, it is more advisable to pursue constant development rather than major upheaval, from now on. This is due to the fact that the entire value chain and supply chain can rarely be completely redeveloped and designed. It is usually necessary to optimize the logistics process within the existing physical framework and with the existing team, which can be better managed in small steps with the aim of more efficient logistics.
The right measures not only increase efficiency and productivity in the company, but also the employees on site gain satisfaction through measures that can be derived from the analysis of the logistics process. It is difficult to represent this in a numerical value, but it can definitely influence the success of a company.
Optimizing the logistics process: Analyze the logistics process with Motion-Mining®
Analyze the logistics process using machine learning.
Our Motion Mining® technology can support you in optimizing the logistics process and analyzing the logistics process. Based on the key figures collected and the experience of our process managers, you will jointly develop concepts to optimize your logistics process.
In order to optimize and collect the required data, we have to analyze the logistics process. We analyze the logistics process with mobile sensors (wearables) and micro-radio transmitters (beacons) in order to record the processes while they are running. By equipping the employees with wearables and the environment with beacons, process data is determined during the process analysis, on the basis of which we optimize the logistics process. There is also the option of including vehicles in the observation. We can now distinguish between around 60 different movements. In addition to walking and running, the movements also include overhead handling, unhealthy bending, sitting for long periods, bending over from the back, carrying, lifting and holding. From the potentials that we identify while we are analyzing the logistics process / optimizing the logistics process, we work with the customer to develop individual measures with which we can optimize the logistics process and thus show ways towards more efficient and ergonomic work processes.
The scope of the GDPR is not opened while we are optimizing the logistics process due to a comprehensive anonymization of the data and various organizational measures. Our motion mining technology enables process owners to carry out process analyzes more frequently, over a longer period of time and with several employees at the same time.
In addition to the logistics process, we are currently optimizing and analyzing processes in the production sector with our Motion-Mining® technology. In the health care sector, we have also taken the first steps with pilot projects with regard to process optimization. The process analysis is carried out with regard to the recording of internal material flows, maintenance activities and their documentation.