Sparta, Michigan -- (SBWIRE) -- 07/12/2010 -- The most common areas of quality failure in a distribution center and manufacturing material handling process are related to communication, documentation and budget. Manufacturing journalist TR Cutler recently profiled the extraordinary accomplishments of Integrated Systems Group in the July issue of Business Excellence magazine. Integrated Systems Group (ISG) utilizes a documented process and according to Engineering Manager, Joel Bos, “It is imperative that the software requirement, as well as the deliverable, be documented thoroughly. This insures that the customer’s wants versus needs are identified and expectations met. The result is a clear picture for both parties to understand. It takes due diligence during the design cycle to ensure that all of the needs are documented upfront and a future growth plan is in place. If shortcuts are made quality problems will ensue.”
Documentation Required for Updating a Distribution Center
This is not ISO 9001, nor is it a Six Sigma project. The best documentation to ensure quality when updated a distribution center starts out with a thorough analysis of the client’s item master and existing operational processes; this is followed up with an equipment, software and process analysis. Bos insists, “Close attention is given to the operators and interviews are conducted to identify problems or short-comings in the existing processes. It is critical to work with the client to determine future growth and other business rules.”
The entire warehouse process must be flow-charted and thoroughly documented. In most cases there is planned growth for the business. Other factors can also include planned SKU growth, merges and consolidations. Bos explains, “These items are analyzed and plugged into the ISG software certain outcomes are derived. We can take a look a how processes can be improved and what the size of the projected building should be to conduct the level of business desired. ISG also compares the present day operation to industry standards and draws conclusions for correction as well.”
Next Step: A GAP Analysis
A GAP analysis of the software can be conducted once the information above is gathered. The gap analysis is a critical tool that helps a distribution center to compare its actual performance with its potential performance. At its core are two questions: "Where are we?" and "Where do we want to be?"
The specific benefits of a GAP analysis in the distribution center environment is a visual comparison of present day software capabilities versus what is needed to drive the warehouse and operations designed and discussed above. This GAP analysis is designed to look at stream-lining the operations with a consolidated software package or automated pick system.
Bos has seen some remarkable impacts from the GAP analysis, noting, “In some cases we can suggest designs that reduce picking and packing staff by 60% and at the same time increase throughput 30-40%, simply by designing the right equipment into the warehouse and optimizing the layout and properly slotting the SKUs.”
Integrated Systems Group (ISG), www.integratedsysgroup.com, a division of Speedrack Products Group Ltd., is part of a company with decades of material handling experience. One of the largest companies in the industry, ISG enjoys a very strong financial position. Forward thinking engineering, design, and project management staff make it possible to design, develop, and deliver highly functional and cost-effective quality material handling systems to meet specific needs every time.
ISG has a wide range of industry leading clients including Hal Leonard Corporation, Hy-Vee, Inc., Family Christian Stores, Fender Musical Instruments, Inc, and Husqvarna. From musical instruments to bookstores to food warehouses, ISG is the leading consultancy for achieving effective distribution center and warehouse planning, design, and cost-effective material handling systems.
Integrated Systems Group
http://www.integratedsysgroup.com
Joel Bos
isgsales@speedrack.net
800-752-7352