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Updated: Jan 25

DCwise, based in Belgium, is with years of warehouse process-, storage- and systems engineering experience very well placed to support any warehouse operation to pick-up and deal with the current and future challenges.


✔ In this post we high-light the different services that we render for your logistical solutions.



We help you IMPROVE the following elements:


✅ Resource utilization

✅ Space utilization

✅ Velocity & Productivity

✅ Inventory management


👍 Bottomline is that DCwise helps to create a healthy warehouse operation.



This is done by our team through the following SERVICES:


Facility Scans

We review the needs and potential for improvement. Kickstart your transformation focusing on the right priorities.


Implement selected solutions

We execute the implementation of the selected solutions. In this we are there to provide additional workforce, or external expertise, or challenge your ideas and drive towards change.


Lead a transformation

We lead your warehouse transformation from requirement definition, solution selection, including road map creation till steady state after implementation.

This includes PMO and ability to fill-up team-gaps and even go operational.



Where we make the DIFFERENCE:

Multi-skilled team - from design, over engineering up to system elements all are covered

Passion for warehousing and logistics

Loads of experience on warehousing and logistical projects

Result driven approach based on Facts and Data combined with a large operational "floor" base

Highly customer adaptive and focused



👍 We are your warehouse planning and engineering team operating at your pace !

More interesting information can be found @ our blog.


👉 If you want to know more see www.dcwise.eu

or get in contact jan.baert@dcwise.eu


#logistics#warehouse#warehouseoperations#storage#transform



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Updated: Jan 25

DCwise.eu shares in this post ideas on how you can improve your solutions ➟

When running a warehouse operation - due to its nature often a very complex environment - there is a major benefit in setting up the right measurement methods.

In this post we give some guidelines & pointers on how to bring structure in the measurement and monitorring development challenge.


1️⃣ The Number of metrics


Before going into too much depth an important element is "the number of metrics". When monitorring a basic operation vs. a complex operation this should be reflected in the number of metrics used.


Even with a complex environment realize that a person can only take in a limited amount of information; and that it's not about the metrics, but the ultimate goal is to trigger the right actions.


Ideally the view on the measurements mimics the dashboard of for example your car;

- Where the majority of screen is your view on the actual processes (the windshield...)

- A selected set of metrics is key and are most clear (similar to the speed...)

- Some metrics are smaller and only trigger attention when they go out of bounds (fuel...)

- And some metrics should only drawing attention when there is an issue (tire pressure, etc)


Note that the reference to the windshield can be seen as "going on the floor" or "having a live view on the operations" which is never can be replaced with just metrics.


One way to organize the monitoring is to have on the top level a limited set of key metrics (opposed to a space shuttle looking cockpit) and on a lower level there are more metrics. If need be one can drill-down from the top level to the lower level to these more detailed ones.


As of now we will refer to the monitoring of the set of measurements as a "dashboard" or "cockpit".



2️⃣ The Content


Next step is filling-up the dashboard with good metrics.


Essential element in defining what needs to be part of the dashboard is the process-control and the link to the (corrective) actions.


What we suggest is to take the following steps:

  1. Start with "listing" which information could be interesting for your operation. Note that we are not yet taking about data!

  2. Immediately add what types of action are driven by this information.

  3. Metrics without action need review and either refined or removed.

  4. Only in this step start looking at how the information can be generated.

  5. In a next step indicate the relevance of the metrics (see ️⃣1️⃣) to determine on what level they should be displayed.

  6. After development of the dashboard validate if the metrics are being used and start the improvement proces.


Even when the information can not immediately be harnessed leave the element in the dashboard such its clear that it should be gathered to drive a complete overview. Also don't be afraid to start manually populating some metrics or without all being filled in.



3️⃣ The Data


Probably one of the hardest elements is getting the right data and turning it in proper metrics or information. This while most data is not generated with the analysis in mind.


Either you have too much data, or its not available in your "reporting tool", or the specific data needed is not available at all, or the challenge is complicated while the data is polluted, full of old information, unclear, and so on.


In this the tools that can assist on the market have grown massively recently. E.g. MS Power BI that allows to bring together data from different sources in an easy way, allows for data purification (or clean-up) and supports at the same time proper visualization in e.g. dashboards or any needed ad hoc analysis. But also "Excel", or other basic tools, up to whiteboards (being manually filled) can work in this respect.



4️⃣ The Visualization


Key after all this work is to turn all into a proper visualization that can be easily understood by all. See in this also our post on visualization https://www.dcwise.eu/post/dcwise-insights-how-visual-works-best-4-basic-tips-for-warehousing?


One propper way to visualize is - as mentioned before - through a "car cockpit" approach. Here the metric is displayed in way dependent of the goal ; e.g. driving attention and consequent action.


Some examples - and make systematically the link with "when" and "how much" attention should be drawn and if an action should be triggered.

- 🔴🟠🟢 Usage of coloring: off / on with on being green, red or blue dependent of the impact (e.g. "being out of gas" )

- 📈 evolution: some elements should be seen in relation to time. As such outliers, or future ...


Additionally make sure to communicate openly on what is happening. See it as a scoreboard... in this the home-team needs to know what the score is.


Once you have a first concept; leverage this to validate its functioning. Next go through iterative improvement steps where the concept is matured.


👉 In the end the metrics are meant to facilitate the management of the operation.

So watch out for the very common trap of falling into the "over monitorring" or "over analyzing".

👉 Note also that more and more systems can be setup that they become self-driven; including taking automatically the rights corrective actions. Think in this e.g. of steering resources away from over-crowed area's, or pulling in more when the workload is high &/ the due is not made. In this the more you grow in these area's the better the management can become and less stress lies on the metrics.


More interesting information can be found @ our blog.


☞ To further enable your transformation journey & understand better the potential feel free to get in touch in!

👉 jan.baert@dcwise.eu

#warehousing #warehousesolutions #warehouseoptimization


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Updated: Jan 25

When running your warehouse there is often a constant push towards improving. In this post DCwise.eu gives some guidelines & pointers on where to look for solutions.


In what follows we share 6 concepts that are practically feasible and thus can be used to drive improvement.


1️⃣ Visibility

👉 Make everything visible!


The more visible the more clear for all; whether its for the operator or the process-manager... all will benefit and better perform. This "visibility" relates to what needs to be done, to what the current situation is, ...


E.g. you have a transport solution that requires to ship in blue boxes. Using the "KISSS" principle a brainstorm can lead you to appoint a fix loading bay&/door & hang a "blue box" above the flow or even paint the door blue. This will message to all that all boxes loaded should be blue.


⭐Practically:

- Following article goes into more depth on the visualization and gives more practical ideas on how to approach this topic.

https://www.wix.com/dashboard/f835f7f2-1462-42ee-b230-1b24fe8e7545/blog/5f102c4af269de0017d61976


2️⃣ Measurement

👉 Set up the right set of measurements!


As warehousing is complex measuring is essential. So setting up the right measurements to drive ideally a "cockpit view" on the operations should be one of your goals. This view should enable you to get in "one view" an idea on the situation, and drive you take the right actions.


⭐Practically:

- A good test for your selected set of measurements is to validate if they drive you to take actions. Note that data that can not be converted into information and in the end action has no added value. If never an action comes from a measurement then refinement might be in order.

- Challenge is also to the have the right number of measurements. Too few will not allow you to see the entire picture. Too many will drive confusion. One idea here to move forward is to work with high level measurements vs low level measurements; where the low level elements are only consulted when triggered by a high level "abnormality".

- But important is not to make the (needed) actions dependent of the measurements only. Many things can't be measured or the measurement might not be in place yet. Make sure this doesn't stop the momentum. There is nothing wrong with logical decision made from the gut...



3️⃣ Strategy

👉 Make sure to have a plan of attack!


You can have KPI's, overviews, etc. But in the end you need a "game plan". This on different levels: the general level - the "operational model" -, the daily level often called "shift plan" -, and so on.


⭐Practically:

- Take a white-board, excel file, etc and write down what the plan is. -> 5 FTE's on picking, 4 on loading, etc. This needs to be clear and needs to be shared with all concerned. While then its "available" for learning purposes & improvement.

- But as reality often differs from expectations you need to be able to adapt to the situation. In this make sure to discuss different scenario's and give ideas to the team on how to respond best. Like: when falling behind, who you can move from another task, what elements have priority, etc. In this leverage again the tools (whiteboard, excel, etc).

- In this the "game-plan" needs to be easily made from the "set of measurements. If not then these need to be aligned.



4️⃣ Communicate

👉 Important is to find a fitting communication strategy!


Shift starts and shift hand-overs, Gamba-walks, etc all have their meaningfulness. Find the method that works for your organization and make sure to do this investment in time. The more complex the operation the harder the communication might become. The smaller the more the communication can be overlooked. So try not to step into these pitfalls and find the right balanced communication that fits your operation. So make sure your communication strategy is adapted to the challenges.


⭐Practically:

- Create a (shift) report where the plan, actual run and issues met during the day are all combined driving that the next shift, management, support, etc. Such all involced / affected are immediately up to speed with what happened and can leverage this within their responsibilities. E.g. customer service coming in into the morning can immediately give feed-back why an order wasn't shipped informing the customer and allowing proper action.



5️⃣ Empower

👉 Make sure to dip into the power of your entire team!


They are living the processes every day and are you numerous additional eyes, give ideas, ... Empowered in the right way they will boost the operation extremely. Challenge here is getting "initiation", "capturing", and "execution" up and running. And once running key off-course is maintaining the motivation of the team.


⭐Practically:

- Focus as of the start on the elements that can be changed by the team.

- In this having only small budgets can already do wonders... ideally when setting up such an initiative a limited budget is allocated along side a the disposal of the users.



6️⃣ Open up

👉 By learning from others


As every good idea is based on one or more other ideas; it doesn't hurt to look outside of the own organization.


As warehousing is an integral part of many companies there is a vast population of organizations also tackling similar challenges. Don't step into the trap that your operation, product, etc is different and therefor there is no need to step outside of your bubble.


Instead open up to learning how others tackle their issues. As every new idea is just a combination of existing concepts... your next best idea can just lie/be triggered by something outside of your own walls. Or you might get validation on your own solutions which is also valuable.


⭐Practically:

- Schedule visits to other departments/sites/companies

- Go to fairs

- Bring in suppliers requesting their insights

and so one...


☞ You will see that applying these tips drives a more healthy warehouse operation!

Feel free to leave a message with your own tips & experiences towards improving your warehouse operation.

To further enable your transformation journey & understand better the potential of your operations feel free to get in touch in 👉 jan.baert@dcwise.eu or DCwise.eu

#warehousing #warehousesolutions #warehouseoptimization




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