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What is Order Picking?

Logistics Bureau

Order Picking is the productive operation in a warehouse operation. Any warehouse design exercise that doesn’t include a rigorous approach to designing the processes and equipment layout for Order Picking, is suspect. When we Order Pick, we are essentially “manufacturing” what the client is going to pay us for.

Picking 74
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“95 Thesis” on Kaizen Events and TPS

The Lean Thinker

Kaizen events (or whatever we want to call the traditional week-long activity): Can be a useful tool when used in the context of an overall plan. 1 There are times when any specific tool is appropriate, and there are no universal tools. Kaizen tools included. Every tool, technique, etc.

Events 44
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Supply Chain Design: A Tool to Help Maximize Value

Logistics Viewpoints

Moreover, this exercise might need to be repeated several times depending on how the war proceeds. Let’s replace “people” with “customer orders”, “family members” with “SKUs” and “housing” with “distribution locations” and you have the components of a common supply chain design problem. Their time frame was short and resources limited.

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What is 3PL? A Full Explanation

Logistics Bureau

There are some tell-tale signs most businesses go through just before they make the switch to a 3PL: Your team is spending hours each day packing and shipping orders, and it’s taking them away from other crucial tasks. The right 3PL partner should offer technology that plays nicely with your existing tools.

3PL 75
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The History of Fleet Route Optimisation in Logistics

Logistics Bureau

So thats the route were taking in this article (no pun intended), we’ll be exploring the evolution of fleet route optimisation from a time-consuming pen-and-paper exercise to a high-tech process that, in some cases, can be completed in minutes. when telesales would have captured many of the daily orders from customers.

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Cost-To-Serve Analysis Should be Core Planning Tool

Logistics Business Magazine

In a great many retail businesses Costs-To-Serve are treated as though they are a fixed overhead and allocated evenly across orders, when in reality they vary by the individual characteristics of each order – channel, geography, the nature of the goods, the behaviour of the customer, and so on.

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A Lean Leadership Pocket Card

The Lean Thinker

It was our job to teach our continuous improvement people how to do that coaching and assisting – beyond just running kaizen events that implement tools. Ask “Why, what, where, when, who, and how” in that order. PDCA Thinking. Today we would use Toyota Kata to teach this. Four Rules: 1. Safety First.