Once the new distribution center is operational, the ramp-up has been successful and the first items are picked from pallets or roll containers using very dynamic COM machines, then the “Grand Opening” is celebrated, all those involved congratulate each other. other, and there is a festive atmosphere. Automation work and the days of manual warehouse logistics are a thing of the past.
“In principle, we are building a highly automated production facility for and with our customers,” explains Johannes Meißner (photo below, photo top), technical director of WITRONwho has held various positions within the company for over three decades. Customers who have solid experience in manual logistics processes are particularly impressed when visiting the first reference customers. “We transform entire work processes, which is why we need a change management system that works for the customer in every phase – design, construction and operation – and which we help develop from the start. » Meißner and his colleagues from commercial and logistics design have already guided numerous new customers through existing WITRON installations around the world. “That’s usually how a project starts,” he explains.
Change management starts with a detailed analysis
Double-digit efficiency gains from end-to-end automation, from receiving to shipping, require new processes. Cooperation with suppliers is changing, transport volumes have to be adapted, master data is gaining importance, packaging design is becoming more important, employees are given new areas of responsibility and need different qualifications, stores must be involved, perhaps even to the end. customer as an e-commerce buyer. “We not only provide software, conveyor technology and machines, but we also support the customer in detail with change management and even take over the service or complete operation of the system if necessary. We start by analyzing products, internal and external material flows, vertical and horizontal supply chain in detail, creating transparency for the customer and for us. Together we define new packaging standards, revise basic data and provide support in communication with suppliers who also need to benefit from this process. We help train logistics employees, explain processes and provide communication support.
An example of a successful change process with a supplier is the project for a French food retail client where Flow Picking Machines (FPM) were implemented for the first time in the fresh produce sector . It uses OPM technology but operates without inventory and manufactures store-ready pallets for customers just in time. A key factor in system efficiency is the structure of incoming pallets. “In our case, 45% were full pallets or single-item pallets, which we can depalletize very well automatically. These are added by uniform pallet boxes, which are pallets with a standard type of cartons or bins containing different items that can also be depalletized automatically. This already gives us an automatic depalletization rate of almost 65 percent without any major adjustments. But the goal was more than 80 percent,” recalls Meißner. How to achieve this? Change and communication. The logistics experts from WITRON defined a strategy together with the customer to increase the rate of uniform box pallets in cooperation with the suppliers and, at the same time, to order complete layer units from the supplier in the future. fast-moving items. “This is a win-win result for the retailer and the supplier, because it significantly simplifies the logistics of the supplier,” rejoices Johannes Meißner.
The theme of IT is closely related to suppliers. “We build intelligent interfaces with their systems and can also quickly connect to the systems of customers or their system suppliers in order to use our WITRON WMS suite. At the same time, we have invested a lot in the UX of our systems in recent months. When employees learn systems faster because operation has become simpler or more intuitive, this has a positive impact on the stability, efficiency and transparency of processes in the warehouse.
Communication and transparency are crucial
Transparency is a good keyword. Another example of successful change communication is an innovative omnichannel logistics center in Switzerland. In recent years, Migros Verteilbetrieb AG (MVB) in Neuendorf has also increasingly focused on automation in the non-food sector. “Here, everything was manual, spread over five floors. It’s hard to imagine today,” says Alexander Schweizer, Head of Engineering and IT at Migros Verteilbetrieb AG. The main building, which houses the nearby and non-food area, supplies more than 700 stores and several thousand home shopping customers with a range of more than 100,000 items per year. On a peak day, WITRON’s OPM, AIO and CPS systems select more than 470,000 checkouts. And it was first among the employees that there were concerns. “Yes, there are concerns because the workers’ tasks will change significantly,” the department responsible for the change process explained openly during one of the first visits at the start of the project. “We take these concerns seriously, discuss with our colleagues, inform them of the progress of the construction site, new tasks and further training opportunities.” An employee app keeps staff constantly informed of developments, while large screens at entrances visualize future tasks. People play a key role in logistics processes. The managers of Migros Verteilbetrieb in Neuendorf quickly understood this and professionalized change management. But the board also had to answer questions.
Enable intensive exchanges with reference customers
“It is not enough to hand out glossy leaflets about the new automated logistics center. The Swiss did it very well throughout the project,” explains Meißner. He says it also requires a change in mindset on the part of distribution center management and employees. That in the future they will no longer work in a manual warehouse, but will be an important part of a successful production facility. “Both need to be made aware. And this from the first visits, when customers are in Parkstein. “In addition, through reference visits and workshops, we enable our customers to engage in intensive discussions with the logistics and service managers responsible for the systems we have implemented. Even across national borders and continents. Clients also have the responsibility to change, we support them in all phases of the project, show them the efficiency gains, but if there is a lack of will, the project will not be a success and we cancel these agreements “, says Meißner, who is boarding a plane after the interview to take part in the opening ceremony of the new Coles logistics center in Australia. This is already the second distribution center that Coles is implementing with WITRON as a partner for life Coles also worked with. conventional warehouses.
Three dimensions as the basis for successful change
However, it is not only in Europe and Australia that clients have understood how a successful change process is managed and the opportunities it offers. Karl Högen (photo above, photo bottom) has been responsible for the North American business as CEO for many years and knows it: “Training is very important. We want commitment to the system. Customers are investing a lot of money, and rightly so,” emphasizes the CEO. “After more than 100 projects with food retailers, we often know this sector “end to end” better than our clients. It is therefore also up to WITRON to show customers the weak points in change management. Karl Högen refers to three dimensions:
1. Technology – both mechanical and IT – in which customers benefit from WITRON’s extensive experience in design, realization, service and operation as a lifelong partner with comprehensive responsibility.
2. People working in logistics facilities, but also in stores, who must be informed and trained.
3. Supplier-related processes, for example when it comes to packaging and products.
Högen looks back on the projects in the USA: “After the project was completed, there were still five aisles with products that could only be picked manually. Following various discussions with suppliers, these elements could also be fully integrated into the automated process.
Accompany people in distribution centers
For Högen, people are the decisive factor. “There is a global shortage of qualified personnel workers and new technologies help to compensate for that, but we also need to take people with us. We need to make it easier for them so that they no longer have to lift and transport 12-16 tonnes of goods per day in dry, fresh and frozen food areas and make them understand that changes are also necessary. New work environments are replacing traditional work areas. Manual order picking processes take a back seat or are replaced by service, management and control tasks. And WITRON also had to change, Högen supports Meißner’s statements regarding the new user interfaces. “We try to reduce complexity, for example through better user interfaces, but automation remains more demanding than manual systems,” he explains. Only recently completely new user interfaces were rolled out for a US customer. “We listen carefully to where the weak points are and where we can improve the processes so that automation brings efficiencies and is enjoyable,” says Högen with a laugh. Or as one of its North American customers put it: “Our highly automated logistics center is a game-changer in terms of in-store service, transportation costs and cutting-edge employee employment.” »