測量與基準(zhǔn)倉庫性能ppt課件

1、1.Benchmarking warehouse operationsA benchmark is typically a quantitative assessment of some aspect of performance of an enterprise. Benchmarking is the process of gathering and sharing those assessments and developing an improvement plan of action based of the assessment.The three perspectives of

2、benchmarking are: -Internal -External -Competitive Case study: Gillete 1.1 Internal benchmarking Key logistics performance1.Shipping accuracy2.Inventory accuracy3.Inventory turns4.Fill rate5.DC productivity6.DC storage density7.Order cycle time8.Perfect order percentage Case study 1: Xerox Service P

3、arts Case study 2: SBC The external perspective is critical to the success of the benchmarking exercise: 1.most of the breakthroughs in logistics performance and practice have occurred across industry lines. for example: ECR CFR QR JIT 2.it is typically quite difficult to gain the cooperation necess

4、ary to do the benchmarking process justice when the partners are within the same industry. 3. By benchmarking just within your own industry, you may establish yourself as the leader in your industry. 1.2 External benchmarking1.3 Competitive benchmarkingCase study: The largest wholesale distributorsT

5、he survey was facilitated by a large consulting organizationUnits shipped per man-hour distribution cost as a percentage of salesInventory turns Accuracy Etc.1.4 Traditional benchmarking performance metrics Our benchmarking and goal setting methodology is focused on the consumption of warehouse reso

6、urces-people,space,and systems to meet the mission of the warehouse: shipping perfect(right products, right quality,on time, damage-free, right paperwork) orders and storing product efficiently.2.Warehouse performance measures2.1 Warehouse financial performanceEach warehouse should establish a wareh

7、ouse activity-based costing program.Labor CostSpace CostMHS CostWMS CostTotal CostCost per TransactionReceiving$1,963,055$ 238,125$ 569,820$ 218,333$2,989,333$ 1.38$ per receiptPutaway$1,090,534$ -$ 416,000$ 240,333$1,746,867$ 3.56$ per lineStorage$ 999,640$1,933,250$1,650,710$ 123,833$4,707,433$ 86

8、.93$ per SKUPicking$1,946,966$ -$1,830,782$ 161,833$3,939,581$ 1.10$ per lineConsolidation$ 287,188$ 100,500$ 135,000$ 38,333$ 561,021$ 61.45$ per loadDelivery$ 68,225$ 50,000$ 69,000$ 38,333$ 225,558$ 24.71$ per loadMarketing$3,534,218$ 105,000$ 222,200$ 113,833$3,975,251$ 0.22$ per pieceReturns$ 6

9、8,225$ 99,250$ 6,000$ 113,000$ 286,475Total$9,958,052$2,526,125$4,899,512$1,047,831$18,431,520$ 368.63$ per line% of Total54.03%13.71%26.58%5.68%100.00%Cost/Sales4.05%1.03%1.99%0.43%7.49%Cost/Order$ 199.16$ 50.52$ 97.99$ 20.96$ 368.63Cost/Case$ 4.58$ 1.16$ 2.25$ 0.48$ 8.47Cost/Line$ 2.79$ 0.71$ 1.37

10、$ 0.29$ 5.16Cost/Piece$ 0.11$ 0.03$ 0.06$ 0.01$ 0.21Cost/CF$ 2.77$ 0.70$ 1.36$ 0.29$ 5.12Cost/Pound$ 0.35$ 0.09$ 0.17$ 0.04$ 0.64Cost/SKU$ 183.89$ 46.65$ 90.48$ 19.35$ 340.372.Warehouse performance measures2.2 warehouse productivity performanceStorage density:the ratio of the amount of inventory sto

11、rage capacity to the square footage in the warehouse,it is normally expressed as the value,cube,pieces,or positions of inventory that can be accommodated per square foot.Location utilization: the percent of available storage locations that are occupiedcube utilization: the percent of available stora

12、ge cube that are occupied2.3 warehouse quality performancePutaway accuracy:the percent of items putaway correctlyInventory accuracy: the percent of warehouse locations without inventory discrepanciesPicking accuracy: the percent of order lines picked without errorsshipping accuracy: the percent of o

13、rder lines shipped without errors2.Warehouse performance measures2.Warehouse performance measures2.4 warehouse cycle time performanceDTS(dock-to-stock time) :the elapsed time from when a receipt arrives on the warehouse premises until it is ready for picking or shipping.WOCT(warehouse order cycle):t

14、he elapsed time from when a order is released to the warehouse floor until it is picked,packed,and ready for shipping.2. Warehouse key performance indicators (WKpls) Financial Productivity Utilization Quality Cycle Time ReceivingReceiving cost per receiving lineReceipts per man-hour% Dock door utili

15、zation% Receipts processed accuratelyReceipt processing time per receipt PutawayPutaway cost per putaway linePutaways per man-hour% Utilization of putaway labor and equipment% Perfect putawaysPutaway cycle time (per putaway)StorageStorage space cost per itemInventory per square foot% Locations and c

16、ube occupied% Locations without inventory discrepanciesInventory days on hand Order pickingPicking cost per order line Order lines picked per man-hour% Utilization of picking labor and equipment% Perfect picking linesOrder picking cycle time (per order)ShippingShipping cost per customer orderOrder p

17、repared for shipment per man-hour% Utilization of shipping docks% Perfect shipmentsWarehouse order cycle time TotalTotal cost per order, line, and itemTotal lines shipped per total man-hour% Utilization of total throughput and storage capacity % Perfect warehouse ordersTotal warehouse cycle time = D

18、ock-to-stock time + warehouse order cycle time 3. Warehouse performance gap analysis (WPGA) The value in the gap analysis is the single page,graphical presentation of the performance profile. The analysis quickly points out weak and strong points in the performance of the operation. Another use for

19、the gap chart is in comparing operations in a potential benchmarking partnership. For the partnership to work effectively,the partners should not have overlapping, but offsetting strengths and weaknesses. Finally,the gap analysis can also be used in justifying capital expenditures for new informatio

20、n and/or material handling systems3. Warehouse performance gap analysis (WPGA)ProductivityStorage DensityInventory AccuracyShipping AccuracyDock-to-Stock TimeWarehouse Order Cycle TimeSafetyAnnual Volume360,000Lines/PH29,000SKUs26,000Locations360,000Lines/year$120,000.000On-hand inventory$120,000.00

21、01On-hand inventoryCurrent Performance4Lines/PH1.89SF/SKU85%Locations99.7%lines48 Hours24 Hours1Accidents / yearCurrent Resource World-Class Performance90.000Person-hours54,810SF3,900Locations1,080LocationsWorld Class Resource6Lines/PH1SF/SKU95%Locations99.97% Lines24 Hours12 Hours1Accidents / yearR

22、equirement60.000Person-hours29,000SF1,300Locations108Lines / yearResource Savings30.000Person-hours25,810SF2,600Locations97224 Hours12 Hours4Rate$25$/PH$11$/SF *Yr$100$/Location$300$ / Line0.1% / day0.1% / day$10,000$/accidentAnnual Savings$750,000$283,910$260,000$291,600$120,000$60,000$40,000Total

23、Savings$1,805,510Payback Period1.5Justifiable Investment$2,708,265$2,708,265 The following figure indicates the cost savings that are available if the gaps can be closed.3. Warehouse performance gap analysis (WPGA) The following figure indicates the client their standing versus world-class norms in

24、the key performance indicators.ReplenishmentPickingShippingSlottingCountingWork MeasurementPutawayReceiving5432103. Warehouse practices and warehouse performanceProcessStage1Stage2Stage3Stage4Stage5ReceivingUnload, stage,& in-checkImmediate putaway to primaryImmediate putaway to primaryCross-doc

25、kingPerceivingPutawayFirst-come-first-serveBatched & sequencedBatched & sequencedLocation-to-stockerAutomated putawayReserve storageFloor storageSome double deep storageSome double deep storageSome narrow aisle storageOptimal hybnd storagePickingPick-to single-orderZone picking-progressive a

26、ssemblyZone picking-Progressive assemblyZone picking-Downstream sortingDynamic pickingSlottingRandomPopularity and cube basedPopularity and cube basedPopularity ,cube, and correlation basedDynamic slottingReplenishmentAs needed-pick face completeAnticipated-By sightAnticipated-By sightAnticipated-Au

27、tomatedPick from reserveShippingCheck, stage, loadDirect loadDirect loadAutomated loadingPick-to-trailerWork MeasurementNo standardsStandards used for evaluationStandards used for evaluationStandards used for incentive payStandards used for continuous feedbackCommunicationsPaperBar code scanningRF t

28、erminalsHands freeVirtual displaysThe world-class warehousing practices4.Warehouse performance index1.workforce demographics and warehouse performance The tactics to union operations that exhibited high performance:Time standards and incentives to motivate high productivityRatio frequency terminals

29、and light-directed picking to establish continuous,real-time monitoring of transactionsAutomated material handling systems to machine-pace the work flow and facilitate supervisionCase study: Ford and Chrysler Service Parts4.Warehouse performance index01020304050607080100900100200300400500600700800Wa

30、rehouse Size ( 000s sf)2.warehouse size and warehouse performanceThe following figure shows there appears to be very little support for the theory of strong economies of scale in warehousing and distribution operations.Warehouse Performance Index01020304050607080100900100200300400500600700800Materia

31、l Handling Systems Investment ($s per SF)3.The level of mechanization and warehouse performance. The following figure shows that we cannot assume that a high degree of mechanization will yield a high warehouse performance.4.Warehouse performance index5.Dos and donts for warehouse automation dont ass

32、ume automation can resolve a complex situation.Do simplify first. Dont take training and documentation for granted. Do appropriate the necessary training and documentation time and budget. Dont be the Guinea Pig. Do see and evaluate the proposed system in a live setting. Dont justify and design the

33、system in a vacuum.Do use a cross-functional team including, operations, engineering, customer service, and systems on the team.5.Dos and donts for warehouse automation Dont accept the justification of the new system relative to the existing situation. Do incrementally justify the project relative to an improved current situation. Dont assume a higher level of mechanization will bring increased fle