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Met jaren ervaring in proces-, opslag- en systems engineering zijn we er om elke magazijnoperatie te ondersteunen en de huidige en toekomstige uitdagingen aan te pakken. In deze post belichten we de review adhv een "Quick-scan".

Tijdens deze scan identificeren we de optimalisatie-opportuniteiten gebaseerd op de opslag-, proces- en bedrijfsrealiteit en documenteren onze adviezen.

Indien gewenst kunnen we verder assisteren bij de analyse, planning en implementatie.

👉 Voel je vrij om ons te contacteren! of

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Updated: Jan 9 high-lights in this post one of its services ➟

As we are active in a constantly changing world one of the largest challenges is to adapt the operation to what is needed today and even more so to prepare en be ready for what is needed tomorrow.

The needed change or so called "transformation" in our warehousing world implies reviewing and potentially adopting challenging elements such as automation, digitization, new systems, and so much more... being quite large steps forward for many organizations.

👉 A common pitfall during transformation is that the different solution-elements are looked at separately. This while one of the first steps - to make it manageable - is splitting up the overall challenge in separate projects, each with its investments and own ROI.

Issue is that once split up the link between the elements starts to disappear.

E.g. When wanting to bring the processes to a new level, elements such as a better WMS, training of the team, better tools, and so on could be listed. Next step could be implementing the WMS as this is the one with the highest ROI. But then it appears the Return is not there as the people and resources are not able to leverage the better WMS.

👉 Another pit-fall is that only the most "apparent" element is implemented and the framework where this element fits in is forgotten along the road.

E.g. Take in this for example scanning. When "scanning" is setup the operation strangely enough might not see yet the benefit or their could even be large issues popping up. Too often the supporting tools (holsters, battery charging on the device,...), and facilitating elements (cheat sheets, etc)... are not implemented, or lagging, ... meanwhile driving resistance. Once the other elements are implemented suddenly a large step forward is realized and additionally the shop-floor starts pointing at hanging fruit for improvement.

See for more information on this topic the DCwise blog post "How important Accessories are for warehousing".

💡 In this we advocate to always keep the link with the "bigger picture" or "vision" . Often its the combination of 2 or more elements that really drive the bigger steps forward.

Combining multi steps has the tendency to open up the eyes or drive "additional insights". A third step might bring the actual performance increase... While on their own non of the elements have noticeable impact or kick-start the improvement trajectory.

💡 One of the keys to changing the operation is to set out a step-wise approach. In this one goes for a long term vision implemented in consecutive steps.

- The speed or pace of change is to be aligned with what the operation can handle vs the need (or urgency) for change.

- Each step proves that it is works before going to the next one. Notice that it can be that is not perfect yet or the ROI is not there yet.

- The steps need to be placed in the right order and timing within a road-map this towards what the operation can handle, available budget, how the solution relate, etc

E.g. a low ROI solution first needs to be fully deployed in preparation of a high ROI one

💡 Once the road-map is available the next challenge is to keep a clear pace and communication during the implementation .

More interesting information can be found @ our blog.

👉 To further enable your transformation journey & understand better the potential of the platforms feel free to get in touch in or

#warehousing #warehousesolutions #warehouseoptimization

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Updated: Jan 9

▶ shares in this a step-wise approach for reviewing the opportunities for improvement in your warehouse processes. In this post we tackle the topic of processes no longer functioning properly.

Before diving into the improvement process its best to have a "common" understanding on some of foundational elements.

We look into the following elements to analyse your processing-solution:

1️⃣️ Added Value – what are the steps that really need to be done?

"Oversimplified" a process is made up out of elements that add value and others that are not really adding value. Ideally a process is stripped to only having value-adding steps or at least made as lean as possible (ie comprising a minimal amount of "process fat"). think in this of for example movement such as picking up a pallet and dropping it again some meters further without actually changing anything to the goods ...

To tackle this one can start with looking at the question: "How does the material/value flow?" This is done by a process called "Value Stream Mapping". Essential is breaking up the streams up in flows and their steps. Secondly for every step its determined what the added value is and if possible what is not adding value.

Basic examples:

- Placing goods in storage has added value, if they are not needed immediately.

- Moving goods out of the way to allow further processing does not really add value

2️⃣️️ Resources - what resources are used to execute?

The execution of a process is done by leveraging resources such as forklifts, hand-jacks, and off course often people manning them.

In this element we want to get better insights on what are the available resources that can be leveraged and what are their capacities? Visibility is created by creating a "Resource map" in which in a clear way (preferably lay-out based) a "view" is created on the different used resources.

3️⃣️️ Operational planning – how is all managed?

In this we rely on the "Operational model". What is the plan? How are the different resources deployed to achieve the goals? Is there are different approach over time? Also the link with the lay-out is made here.

Note that the time-element needs to be captured properly. If the needs are very strict in timing (think of online-sales etc) vs for example a "relaxed" need as within 2 days shipping; essential is that a clear picture should be made of this.

4️⃣️️ Instructions – how are the resources leveraged?

This is the lowest level and includes the "Standard work instructions", but with all the automation this also links up to the programming or instructing of the robots, cobots, AMRs, conveyors, etc. In the end it comprises all the instruction-sets.

Question is how are the people, equipment, systems, etc instructed to operate? How do they need to respond to different scenario's; including normal ones, but how ar e also exceptional? And are they actually following the instructions, working following the same standard methods, etc?

👉 Important is to understand all of these concepts first. Once you do one can start with the step-wise analysis. To come to a healthy processing solution these elements are then integrated in the DCwise approach.

In this you go step by step through the following steps while leveraging the knowledge of the 4 building blocks:

1️⃣️ Facility Scan - Review of the current operation.

Assessing the "current value streams", "resources", "operational planning",... In this one maps out what the needs are, whats happening, what (doesn't) works well, etc. One could see this as the on-boarding where the basics elements, requirements, ... are cleared out.

️️⃣2️⃣️ Data Analysis – Detailed data review.

With all the information gathered in the previous step this should result in as well a an ASIS data-model and a TOBE data-model to define your processing needs.

Next step is to analyse and turn the data into information. What are the issues, bottlenecks, etc. Challenge here is to go into the data up to right level.

Note that when you start to loose overview then get the focus back by using the Pareto rule.

️⃣️3️⃣️ Solution Engineering - The search for the improvement.

With the help of the quantitative analysis, the listed business requirements, the industry best-practices and out of the box thinking one should come to a best-fit solution.

The better or more "clear" steps 1️⃣️ and 2️⃣️ are; the "easier" the solution engineering becomes. In this don't hesitate to involved where needed subjectmatter experts in racking, system, business and so on.

Note that besides the business needs the Return on Investment will assist in selecting the right solution.

️⃣️4️⃣️ Implementation - Turning a solution into reality

Last but not least the solution - and all the hard work - needs to become reality.

Essential is to first plan the transformation and then execute and properly follow-up upon the implementation. In this depending of the size and challenges build in the right change management; towards processes, people and so on.

More interesting information can be found @ our blog.

Want to start the transformation of your warehouse operations?

👉 Call us, let’s talk or get in touch through

#warehouseoperations #engineering #lean #warehouseoptimization #valuestreammapping #flow #processes #data

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