f+h Intralogistics 6/2013 (English)

f+h Intralogistics 6/2013 (English)	1


















19 ????????????? ?????? 01 Unloaded vehicles in St Petersburg The Eastern European automotive market is expected to record high growth rates, whereby Russia will certainly take the lead. To ensure the logistical supply of its respective markets, internationally operating German service provider BLG has set up suitable transport chains and car terminals in each relevant region. With further investment in automotive logistics, the company intends, on the one hand, to further improve service, and be prepared for future developments on the other hand. ore than almost any other creative industrial sector, the automotive industry has been capable of shaping the development of both external and internal logistics. Taking into account further expanding global markets, this aspect has once again acquired another dimension. Automotive logistics is thus given a key role today if global trade supply is taken as a basis. The latter requiring in turn efficient logistics chains for all transport routes and intermediate or end stations such as car terminals. To ensure the supply of finished vehicles to Eastern Europe buyer markets, the logistics service provider BLG Logistics Group pursues a strategy that takes account of these requirements. numerous suppliers. There, European and Asian manufacturers produce vehicles for the Eastern European market, but also for Western Europe. These market realities are the reasons why BLG is actively committed in this region. Thus, the logistics provider is already present in the Czech Republic, Slovenia, Slovakia, Poland, Russia and Ukraine jointly with regional partner companies. In addition, further locations are being tested along the Belarusian border. There, an automobile terminal should be built with a view to regauging and thereby expanding the auto transport by rail between East and West. Design of logistics supply chains As part of its Eastern strategy, BLG follows several lines of attack. A logistics supply chain for finished vehicles connects the German Bremerhaven transshipment centre to Poland and neighboring countries, passing through Gdansk and St. Petersburg, and a terminal in Moscow to the Russian market. Last year, with 2.15 million vehicles, Bremerhaven was the largest car terminal in Europe. Altogether, within its 2012 automotive logistics business, BLG transferred Market development and strategic orientation The Western European automotive market is now largely saturated. However, there is a large pent-up demand in Eastern Europe. So, a double-digit annual growth is expected to be averagely achieved for the Russian automotive market. Moreover, Eastern Europe has its own automotive industry with f+h Intralogistics 6/2013 Photos: BLG BLG invests in automotive logistics in Eastern Europe





24 f+h CeMAT ?????? 2013

25 WAREHOUSING Three steps to improved efficiency Michael Pelka Stocks are separated per client and production requirements during picking. This statement itself makes it clear that picking is among the most cost-intensive processes in material flows management. Studies have shown that up to 70% of warehouse costs are accounted for by picking processes. Efforts to increase the efficiency of picking processes should be correspondingly high. The focus must be on organisation, technology and information.? ??????????? ?? he organisation of the picking process is decisive to cost effective order processing. Around 80% of the potential for improving efficiency is to be found in this area. It is not possible to compensate for loss of performance due to poor organisation by using optimisation software or technology after the fact. But finding the right type of organisation requires a profound analysis of the structure of orders and stocks.(complete order picking). There are four basic types of organisation, as can be seen in the matrix in image 01. The horizontal axis represents the number of separate orders per picking cycle: if a picking cycle is related to just one order, it is called single order picking, from two orders up, multi order picking. The vertical axis represents the division of an order into sub-orders: if an order is divided into at least two sub-orders, it is called sub order picking, as opposed to complete order picking.One must emphasise the potential gain in efficiency to be achieved, especially in manual picking systems, by converting from a single order picking system to a multi order picking system (image 02). Combining six orders into a single picking cycle, for instance, can increase efficiency by as much as 50%, depending on the structure of the orders (image 03). Furthermore, multi order picking is easy to integrate into existing systems and requires only minimal investment. The four basic types lead to specific types of organisation, for example, item or twostage picking. If multiple orders are divided into sub-orders at the per line level (sub order picking) and then those sub-orders which specify a given item are combined into a single picking cycle (multi order picking), the result is that the picking operator is able to pick a given item for multiple orders simultaneously from the store. Especially in Man-to-Goods system, this reduces travel times, although it does require the items to be distributed subsequently into the various originating orders. M. Pelka is a member of the scientific staff of the Fraunhofer Institute for Material Flows and Logistics (IML), Dortmund/Germany f+h Intralogistics 6/2013

26 WAREHOUSING Images: Fraunhofer IML 01 The four basic types of organisation Image 01 shows some typical applications for the four basic types. The boundaries are partially blurred, however, by the structure of orders and items. Important parameters, such as the number of orders per day, the mean number of lines per order and the average order volume and weight are decisive in roughly choosing the appropriate type of organisation. A final selection cannot be made solely on the basis of such considerations, however. The factors involved are too numerous to enable an effective choice on the basis of such rough measurements. Rather, one has to analyse the statistical distribution of the parameters, among other things. This is were it becomes evident how important a precise analysis of the structure of orders and items is. 02 Example of multi (complete) order picking f+h Intralogistics 6/2013 Efaflex-Engl.indd 1 06.08.2013 15:59:38

27 WAREHOUSING contrast, stand out for the compact structure of the warehouse. Furthermore, they offer the potential for configuring the static operator position ergonomically, which improves operator performance. The primary disadvantage of such systems is the high investment and reduced performance scalability. In general, a variety of organisational forms can be implemented with both technological variants. Information management The organisation and technology primarily affect efficiency by acting on the travel time of the operator. The type of information management, on the other hand, has enormous influence on dead times. This includes the time required to read orders, and identify, check and sign off picked goods (image 05). Pick by paper is the classic form of information management. Since the warehouse staff process orders using a picking list, the concept of pick by paper has established itself in professional circles. Especially when there are many lines per order, the use of this system results in considerable dead time, since the operator must find the current line every time he checks the list. It is also an error-prone approach, since the operator can make mistakes in reading the lines. Furthermore, the queue of orders cannot be followed online, since lines are signed off by simply checking them off on the page. If insufficient items are available to fill a line, the operator marks them on the page. Transferring this information into the warehouse management system is a further job and is itself error-prone. 03 Increases in performance due to multi order picking Technology There are three basic types of technology (image 04). Basically, one distinguishes between Man-to-Goods and Goods-to-Man systems. In the first case, the picking operator moves through the warehouse with his order documentation and picks items from static storage units. In the second case, the storage units are brought to the picking operator. The operator himself is stationary. There are hybrid systems which combine these two approaches. The picking operator moves along the front of a spatially restricted row of racks, while the storage units are prepared for him according to the orders he has to fill. In practice, Man-to-Goods systems are by far the most common. Such systems require a minimal investment in technology and both flexible and scalable. They are particular efficient in fast turnover situations. Goods-to-Man systems, by 04 Basic picking system technologies f+h Intralogistics 6/2013

28 05 Information management variants Due to all these considerations, paperless processes are gaining in popularity. Like the pick by paper system, the operator reads the order information off a mobile handset in the pick by terminal approach. The information, however, is only listed sequentially, one line at a time, thus reducing the danger of confusion. Pick by voice works in a similar fashion, although in this case the order information is delivered verbally. Improvements in speech generation are increasing the popularity of this approach. Especially in small picking zones, when all storage locations are visible at a glance, lightcontrolled systems are a very suitable solution. The storage locations light up (pick by light) or are illuminated by a pointer (pick by point). The picking quantity is then displayed directly on the rack. Buttons on the display are used to sign off picking quantities and report missing items. Pick to light is generally used in multi order picking, in order to avoid assignment errors. The order bins light up and indicate which order the picking unit is to be assigned to. About Fraunhofer IML? The Fraunhofer-Institute for Material Flow and Logistics IML is said to be first address in the holistic logistics research and is working on all fields of internal and external logistics. According to the idea of Fraunhofer, problem solutions for the immediate benefit for companies are worked out on the one hand. On the other hand, preliminary research of two to five years, in individual cases beyond that, is executed. The Institute was founded in 1981. Made-to-measure arranged teams create cross-industry and customerspecific solutions in the area of materials handling, warehouse management, supply chain management, simulation supported business and system planning and also traffic systems, closed loop economy, resources logistics, building logistics and e-business Conclusion Enormous potential for improvement is often concealed in picking processes. The proper combination of organisation, technology and information management can greatly improve the process. The variety of combination is vast, however, and careful planning is a must. But the results more than justify the investment. www.iml.fraunhofer.de









37 Processes safely under control with viad@t software The intralogistics requirements of the pharmaceutical industry are high: all products and processes must be documented and there should be 100% of goods availability. For these reasons, suppliers must be audited. In addition, the warehouse management system must be validated. This has been true also for viastore systems GmbH that have implemented a fully automated high-bay warehouse for Medice, integrating viad@t standard software. This has allowed the provider of the Meditonsin cold remedy to implement its international growth strategy efficiently, while also saving on energy. f+h CeMAT ?????? 2013












49 C RAN ES AND LIFTING E Q UI P M E NT Efficient production processes with innovative Demag crane technology With a complete overhaul of its fabrication processes, Gustav Eirich GmbH & Co KG has implemented the biggest project its corporate history. Along with investments in machines and logistics, the production processes were also completely revised. The company profits from flexible fabrication facilities with highly efficient intralogistics. A decisive part of the project was the design and installation of modern crane systems. he Eirich Group has been a specialist in industrial process technology for decades. Along with mixers with capacities from 1 to 12,000 l, they also make machines for granulation, drying and fine milling. The company offers a wide range of products, from individual machines to turnkey process lines. The family-run business group today has a staff of 1,500 in eleven countries on five continents. The development of mixing equipment for ever more complex applications meant that the weight of the machines also grew. The crane systems at the factory, with their load rating of 32 tons, were no longer able to handle the completely assembled mixers, which can weigh as much as 46 tons. Right next to the original building (which goes back to 1818) the company built a new production hall with a total length of 105 m. The final assembly line is housed in the central hall, with the modern painting equipment installed parallel to it. The core tasks of intralogistics in this new building have been taken over by seven Demag crane systems. The universal f+h Intralogistics 6/2013













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