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...if you can cross-dock for only five percent of the time, it is actually only five percent productive.
Shipping
Shipping
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Solution #2: Minimizing Product Gap to Increase Sorter Throughput
Decreased product spacing yields 40 percent increase For many DCs, sorter throughput is a pinch point that negatively affects order fulfillment efficiency. While modern sliding shoe sorters have reached the 600-650 ft/ min milestone in recent years, many existing sorter systems are limited to speeds equal to or in some case significantly less than this benchmark. The physics of the divert angle limit these existing systems, making it impossible to speed up the sorter without a major rebuild of the shipping system. Fortunately, speed is not the only parameter affecting sorter throughput. By simply reducing the gap between cartons from the traditional 12 inch average to four inches, sorter throughput can be increased by up to 40 percent. Intelligent software, available from suppliers of material handling systems, puts these throughput increases within reach of DC operators without the need to invest in additional capital equipment. In many cases, a 40 percent increase in throughput can eliminate an entire shift of operations.
Due to slotting, a pick module may be tasked with 50 percent more case volume for a given wave than all other modules
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Wedge merges are becoming an increasingly popular alternative to combiners as a result of their ability to help maximize sorter utilization. With better batch flow control and up to or over 16:1 merge capability, wedge merges offer more flexibility and less exposure to productivity loss. Software and intelligent systems controls are available to enhance these merge/induction setups and can make an existing DC more productive. By setting the merge release logic priorities based on the forecasted volumes for each induction line (case footage in lieu of carton count is more precise), the system can better marshal the workload through the system. To maintain better balance, unbalanced lines are released based on percentage and real-time status and updates. Figure 2 illustrates the different release times associated with an unbalanced five-line merge of a 10,000 carton wave. Figure 2 - Wedge: Workload Balancing
Lane 1 - 20% of Release Time Lane 2 - 10% of Release Time Lane 3 - 20% of Release Time Lane 4 - 20% of Release Time
Real-time progress should be measured through the merge while making on the fly adjustments based on current wave status. Typically, there are higher-velocity picking areas in a system: cross-dock vs. module. Although these areas have the same quantity of cartons assigned for a wave, one may finish in half of the time even with the same quantity of resources applied due to the nature of the pick operation. It is not unusual to see a higher-velocity pick area have more volume because of slotting of higher SKU velocity movers. As they progress at different rates, each would require different merge release priorities at different times in the wave. Converting or enabling the merge and system controls and software to monitor progress allows for precisely balanced picking, providing much higher system yield (productivity).
Solution #4: Offset Wave Plan to Balance Loads and Optimize Staffing Levels
Predictability ensures that loads are completed within minutes of each other The stop/load model, a traditional retail door plan in which order waves are assembled at a series of stops throughout the facility, allows DCs to load more store orders through a limited number of doors. This method is highly sensitive to imbalance a slowdown
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at a single pick module or shipping trailer can disrupt the entire flow and severely reduce overall productivity by delaying wave completion. These unpredictable variances in wave times and volumes inherent in the stop/load plan create gaps between waves that reduce efficiency. By shifting the wave paradigm slightly, an offset wave plan (see Figure 3) improves upon the stop/load model by eliminating its unpredictability. The offset wave plan not only increases the number of active doors compared to a standard (odd even) stop/load dock plan, but also removes the randomness that makes it impossible to predict how many doors will be pulled. In a 44-door example, 40 doors are active, of which four are being pulled at any one time. This models predictability makes it easier to deploy optimum staffing levels and provides better control over minimum/ maximum load per door per wave. Figure 3 - Offset Wave Plan
Doors 41 to 44 Doors 1 to 4 Doors 5 to 8 Doors 9 to 12 Doors 12 to 16 Doors 17 to 20 Doors 21 to 24 Doors 25 to 28 Doors 29 to 32 Doors 33 to 36 Doors 37 to 40 Waves 8 to 17 Waves 1 to 10 Waves 2 to 11 Waves 3 to 12 Waves 4 to 13 Waves 5 to 14 Waves 6 to 15 Waves 7 to 16 Waves 9 to 18 Waves 10 to 19 Waves 11 to 20 Waves 12 to 21 Waves 13 to 22 Waves 14 to 23 Waves 15 to 24 Waves 16 to 25 Waves 17 to 26 Waves 18 to 27 Waves 19 to 28 Waves 20 to 29 Waves 21 to 30 Waves 22 to 31 Waves 23 to 32 Waves 24 to 33 Waves 25 to 34 Waves 28 to 37 Waves 29 to 38 Waves 30 to 39 Waves 31 to 40 Waves 32 to 41 Waves 33 to 42 Waves 26 to 35 Waves 27 to 36
Each section of every trailer gets an almost equal amount of product at the same time. Although the offset wave plan may add a few more waves to the day compared to the stop/load model, balancing loads ensures that all loads are completed within just a few minutes of one another. This wave plan effectively balances the entire shipping operation. The workload is distributed across all doors and personnel evenly, allowing for predictable staffing levels and movement of resources. This helps to eliminate the scenario where shipping is waiting for a small number of doors to be completed so that the merge can release the next wave. This also ensures that the amount of doors active in a wave are great enough to prevent overflow of product to re-circulation imagine 200 cartons per minute being distributed to four doors as a result of wave planning and shutting down the merge. See Solution 3 for examples illustrating the effect of merge inefficiency. In either event, the utilization of the system greatly suffers. The offset wave plan ensures that the merge and sorter are producing higher throughput for a greater percentage of the time.
Conclusion
By taking advantage of a good warehouse control system, good processes and your existing space and equipment, you can increase productivity without great expense while scaling back your operations to meet your changing needs. System integrators, software providers or material handling equipment suppliers can help discuss which options make the most sense for your operation. For more information, contact Intelligrated by e-mail at info@intelligrated.com or by phone at 866.936.7300, or visit www.Intelligrated.com.
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