Turning Potential into Performance

1. Identification of the logistical processes

We first obtain an overview of the current in-house logistics processes. We use methods such as REFA, MTM, or digital tools for automatic assessment of manual processes in order to identify objective performance indicators. The data are then prepared, consolidated, and evaluated for the next step in the following process analysis. The resulting operational transparency forms the basis for uncovering improvement potential on the shop floor.

2. Analysis of the processes

We then consult with you to specify the process areas that should be considered in more detail as well as analyzed and assessed based on the previously determined key parameters in order to obtain the best results. The use of tools such as material flow diagrams and function-demand analyses is just as important in the analysis phase as the involvement of experts who are involved in the day-to-day operations (e.g. department heads). Benchmarking, i.e. comparison of internal and external data, enables us to validate all analyses.

3. Potential evaluation of the intralogistics

The analyses' results show where there is need for action. They help identify bottlenecks and optimization potential. Here, we pay special attention to the feasibility in each case. The logistics resources are often limited and not all aspects can be handled at the same time. To achieve tangible results, we select the most promising from the set of potentials. Cost-benefit analyses are crucial as they help prioritize potentials in terms of their profitability. The next step entails deriving viable options for action for the best valued potentials.

4. Concept development and derivation of options for action

The insights gained serve as a basis to develop conceptual approaches for fundamental improvement of the current situation, upon which we derive specific options for action. These can be different depending on the objective. Examples include:

1. Optimal design of the premises, storage capacities, and structures to tie up as few resources as possible
2. Target-oriented implementation of material flow systems that allow for the highest possible process stability
3. Increasing logistical flexibility and avoiding bottlenecks through user-neutral and adaptive systems
4. Maximizing the productivity in logistics and introducing a transparent measuring system
5. Digital networking of information and processes

5. Presentation of the implementation plan

Finally, we define how to tap into identified potential and successfully implement the selected options for action in operational processes. We develop an ideal implementation concept with clear targets. We also define the time horizon within which your potentials should be implemented, depending on the available financial, human, or other resources: short, medium, or long term. In addition to what and when, answering the question “who” is also crucial. A team is set up with clearly distributed roles and responsibilities. At the same time, the necessary organizational conditions are defined.

Once the optimization measures have been implemented, the goal is to make sure this high level of efficiency is maintained. More information on this can be found under the following link: Transparency and reduction of personnel costs in logistics. 

In our business case "Reducing Logistics Costs", we'll show you a real-life example of how effective and efficient logistics processes generate success for your business.

Our 5-step model will motivate you to go for your logistics goals and to achieve them. Every company may face different obstacles but we're still up for the challenge.