- Teks
- Sejarah
When (re-)designing a warehouse the
When (re-)designing a warehouse there are a number of factors that need to be taken into account. These include the company’s likely growth over the next 5 to 10 years, the possible change in product profile, total and types of sales during this period and the likely sales channels such as online B2B, B2C and retailer sales.
There are also a number of things that can be done to facilitate the design process. This following section will outline how to approach a warehouse (re-)design.
The areas to concentrate on are as follows:
• Gather as much data as possible and analyse it.
• Try to imagine the business in 5–10 years’ time and build in flexibility.
• Concentrate on the cubic capacity of the building.
• Ensure the design is sympathetic to the existing storage equipment and MHE (if applicable).
• Put the health and safety of staff at the forefront of the design.
– In order to retain a conscientious and motivated workforce ensure that the facility has sufficient lighting and ventilation.
– Provide ergonomic equipment.
• Reduce the amount of movement required within the warehouse.
• Try to standardize the packaging both for movement and storage.
• Understand the local building regulations and floor loading requirements.
• Don’t forget the outside of the building.
Data collection and analysis
The item and order profiling discussed earlier in the book will provide you with an understanding of existing requirements in terms of receipt and despatch areas, storage and picking operations and, finally, areas needed for undertaking value-adding services and returns processes if applicable.
The profile needs to include the whole product range, the number of items per line, the sizes and throughput for each product code. One point to emphasize here is to ensure that you have identified non-moving and obsolete stock for disposal. There is no point in moving and making space in the new warehouse for redundant stock.
Additional data required includes the number of supplier deliveries per day and the average intake together with the number of customer deliveries and the average order size. You will also need to know the method for loading and unloading these vehicles.
A survey by Cranfield University (Baker and Perotti 2008) indicated that 52 per cent of the warehouse floor area is typically used for storage, 17 per cent for the pick/pack operation, 16 per cent for receiving and despatch, 7 per cent for value-adding services and a further 7 per cent for areas such as battery charging, empty pallet storage and other uses. This of course will very much depend on the type of operation envisaged.
The main floor-space areas within the warehouse that need to be calculated are as follows:
• receiving area;
• quarantine and inspection area;
• reserve storage area;
• carton-picking area;
• item-pick area;
• value-adding services area;
• packing area;
• despatch area;
• cross-dock area;
• empty pallet and packaging storage area;
• MHE charging areas;
• warehouse offices; and
• restrooms.
The information collected is normally current or historical and therefore future volumes and changes in product characteristics also need to be taken into account.
Furthermore, the use of averages can be misleading, and you need to decide on how you deal with peaks in the business.
An example of where the use of averages can be misleading is as follows. Within an order profile we have 100 orders with a single line item and 100 orders with three line items. In total we have 200 orders and 400 lines. If we calculate the average we end up with two lines per order which doesn’t feature at all in the order profile. Although simplistic in nature we need to be aware of such possibilities on a larger scale. In these circumstances we need to determine the median and mode so that we can see the most popular line per order profile.
Very few operations have a level volume of storage and activity throughout the year. For many companies there are a number of peaks and troughs.
The question is whether we plan for and accommodate peaks in business, whether we design for the average activity or somewhere in between. According to Frazelle (2002), if the duration of the peak period is short and the ratio of peak to average is high, then it is worth considering temporary storage and labour for this overspill. If the peaks are extended and the ratio of peak to average is much smaller, the warehouse and labour requirements should be sized at or near peak requirements.
The suggestion is that you size near to average if the ratio is more than 1:5 and the peak lasts for less than half a year. You should size near the peak when the ratio is less than 1:2 and the peaks last longer.
You also need to take into account fluctuations between days of the week and not rely on weekly or monthly averages. Chapter 11 examines this in more detail.
As mentioned, there are a number of software programs on the market that can calculate the amount of space required for specific operations, and storage equipment companies are more than happy to assist you in these calculations.
In the absence of sophisticated software or if you are looking for high-level calculations at an early stage, there are some rule-of-thumb calculations that can assist you in ascertaining the amount of space required for certain operations and the number of pallets that can be stored in a specific area.
Space calculations
These calculations are based on experience and are not intended to provide definitive answers to space requirements.
Receipt and despatch areas
This area is sometimes overlooked in favour of storage space; however, this is one of the most important areas in the warehouse. The warehouse operation relies on sufficient space both inside and outside the dock bays.
Getting the right balance between the number of doors, equipment and labour is difficult to achieve and as discussed in Chapter 3 requires the coordination of arrivals and departures with available resources.
A congested dock area can result in arrival and departure delays, lost or misplaced product, incorrect despatches and damage to items.
The following rule-of-thumb formula can be used to calculate the likely space requirement for staging vehicles on arrival and departure:
For example: if we receive 20 vehicles per day, 26 pallets per load with a pallet size of 1.2 metres by 1.0 metres and it takes 45 minutes per load to unload and 30 minutes per load to check and we operate an eight-hour shift:
In addition to this space we need to add working and travel space around the pallets. This space will be determined by the type of forklift or pallet truck used to unload and load the vehicles. Potentially this can more than double the amount of space required for the pallets themselves and depends on how much access to the pallet is required. For example, a full 360-degree access to the pallet, allowing 0.5 metres of travel corridor, requires an additional 2.2 square metres of working space per pallet.
The ability to preload trailers will reduce the amount of space required at the despatch bay. The proviso here is that there are sufficient doors and/or yard space to accommodate the number of loaded trailers. The ability to double stack pallets will reduce the space required but will also limit the type of pallet truck utilized.
There may also be a requirement for a cross-dock area where goods having been received into the warehouse but not put away are to be despatched en bloc to a customer who has yet to collect the goods. This could take anywhere between a day and a month to despatch. Under these circumstances it may be prudent to use drive-in racking in the despatch area, for example to minimize product damage.
Storage space
Calculating the amount of storage space required and the storage medium depends on a large number of factors.
Each item needs to be evaluated and a table produced to record the different item properties and as a result decide on potential storage media.
Having calculated the amount of items stored per product line and converted these into pallet quantities, we are able to calculate the total number of pallets we need to store, by product line.
Once this has been calculated, produce a chart detailing the number of pallet locations required and the height requirement for each location (Table 9.1).
There are also a number of things that can be done to facilitate the design process. This following section will outline how to approach a warehouse (re-)design.
The areas to concentrate on are as follows:
• Gather as much data as possible and analyse it.
• Try to imagine the business in 5–10 years’ time and build in flexibility.
• Concentrate on the cubic capacity of the building.
• Ensure the design is sympathetic to the existing storage equipment and MHE (if applicable).
• Put the health and safety of staff at the forefront of the design.
– In order to retain a conscientious and motivated workforce ensure that the facility has sufficient lighting and ventilation.
– Provide ergonomic equipment.
• Reduce the amount of movement required within the warehouse.
• Try to standardize the packaging both for movement and storage.
• Understand the local building regulations and floor loading requirements.
• Don’t forget the outside of the building.
Data collection and analysis
The item and order profiling discussed earlier in the book will provide you with an understanding of existing requirements in terms of receipt and despatch areas, storage and picking operations and, finally, areas needed for undertaking value-adding services and returns processes if applicable.
The profile needs to include the whole product range, the number of items per line, the sizes and throughput for each product code. One point to emphasize here is to ensure that you have identified non-moving and obsolete stock for disposal. There is no point in moving and making space in the new warehouse for redundant stock.
Additional data required includes the number of supplier deliveries per day and the average intake together with the number of customer deliveries and the average order size. You will also need to know the method for loading and unloading these vehicles.
A survey by Cranfield University (Baker and Perotti 2008) indicated that 52 per cent of the warehouse floor area is typically used for storage, 17 per cent for the pick/pack operation, 16 per cent for receiving and despatch, 7 per cent for value-adding services and a further 7 per cent for areas such as battery charging, empty pallet storage and other uses. This of course will very much depend on the type of operation envisaged.
The main floor-space areas within the warehouse that need to be calculated are as follows:
• receiving area;
• quarantine and inspection area;
• reserve storage area;
• carton-picking area;
• item-pick area;
• value-adding services area;
• packing area;
• despatch area;
• cross-dock area;
• empty pallet and packaging storage area;
• MHE charging areas;
• warehouse offices; and
• restrooms.
The information collected is normally current or historical and therefore future volumes and changes in product characteristics also need to be taken into account.
Furthermore, the use of averages can be misleading, and you need to decide on how you deal with peaks in the business.
An example of where the use of averages can be misleading is as follows. Within an order profile we have 100 orders with a single line item and 100 orders with three line items. In total we have 200 orders and 400 lines. If we calculate the average we end up with two lines per order which doesn’t feature at all in the order profile. Although simplistic in nature we need to be aware of such possibilities on a larger scale. In these circumstances we need to determine the median and mode so that we can see the most popular line per order profile.
Very few operations have a level volume of storage and activity throughout the year. For many companies there are a number of peaks and troughs.
The question is whether we plan for and accommodate peaks in business, whether we design for the average activity or somewhere in between. According to Frazelle (2002), if the duration of the peak period is short and the ratio of peak to average is high, then it is worth considering temporary storage and labour for this overspill. If the peaks are extended and the ratio of peak to average is much smaller, the warehouse and labour requirements should be sized at or near peak requirements.
The suggestion is that you size near to average if the ratio is more than 1:5 and the peak lasts for less than half a year. You should size near the peak when the ratio is less than 1:2 and the peaks last longer.
You also need to take into account fluctuations between days of the week and not rely on weekly or monthly averages. Chapter 11 examines this in more detail.
As mentioned, there are a number of software programs on the market that can calculate the amount of space required for specific operations, and storage equipment companies are more than happy to assist you in these calculations.
In the absence of sophisticated software or if you are looking for high-level calculations at an early stage, there are some rule-of-thumb calculations that can assist you in ascertaining the amount of space required for certain operations and the number of pallets that can be stored in a specific area.
Space calculations
These calculations are based on experience and are not intended to provide definitive answers to space requirements.
Receipt and despatch areas
This area is sometimes overlooked in favour of storage space; however, this is one of the most important areas in the warehouse. The warehouse operation relies on sufficient space both inside and outside the dock bays.
Getting the right balance between the number of doors, equipment and labour is difficult to achieve and as discussed in Chapter 3 requires the coordination of arrivals and departures with available resources.
A congested dock area can result in arrival and departure delays, lost or misplaced product, incorrect despatches and damage to items.
The following rule-of-thumb formula can be used to calculate the likely space requirement for staging vehicles on arrival and departure:
For example: if we receive 20 vehicles per day, 26 pallets per load with a pallet size of 1.2 metres by 1.0 metres and it takes 45 minutes per load to unload and 30 minutes per load to check and we operate an eight-hour shift:
In addition to this space we need to add working and travel space around the pallets. This space will be determined by the type of forklift or pallet truck used to unload and load the vehicles. Potentially this can more than double the amount of space required for the pallets themselves and depends on how much access to the pallet is required. For example, a full 360-degree access to the pallet, allowing 0.5 metres of travel corridor, requires an additional 2.2 square metres of working space per pallet.
The ability to preload trailers will reduce the amount of space required at the despatch bay. The proviso here is that there are sufficient doors and/or yard space to accommodate the number of loaded trailers. The ability to double stack pallets will reduce the space required but will also limit the type of pallet truck utilized.
There may also be a requirement for a cross-dock area where goods having been received into the warehouse but not put away are to be despatched en bloc to a customer who has yet to collect the goods. This could take anywhere between a day and a month to despatch. Under these circumstances it may be prudent to use drive-in racking in the despatch area, for example to minimize product damage.
Storage space
Calculating the amount of storage space required and the storage medium depends on a large number of factors.
Each item needs to be evaluated and a table produced to record the different item properties and as a result decide on potential storage media.
Having calculated the amount of items stored per product line and converted these into pallet quantities, we are able to calculate the total number of pallets we need to store, by product line.
Once this has been calculated, produce a chart detailing the number of pallet locations required and the height requirement for each location (Table 9.1).
0/5000
When (re-)designing a warehouse there are a number of factors that need to be taken into account. These include the company’s likely growth over the next 5 to 10 years, the possible change in product profile, total and types of sales during this period and the likely sales channels such as online B2B, B2C and retailer sales.There are also a number of things that can be done to facilitate the design process. This following section will outline how to approach a warehouse (re-)design.The areas to concentrate on are as follows:• Gather as much data as possible and analyse it.• Try to imagine the business in 5–10 years’ time and build in flexibility.• Concentrate on the cubic capacity of the building.• Ensure the design is sympathetic to the existing storage equipment and MHE (if applicable).• Put the health and safety of staff at the forefront of the design. – In order to retain a conscientious and motivated workforce ensure that the facility has sufficient lighting and ventilation.– Provide ergonomic equipment.• Reduce the amount of movement required within the warehouse.• Try to standardize the packaging both for movement and storage.• Understand the local building regulations and floor loading requirements.• Don’t forget the outside of the building.Data collection and analysisThe item and order profiling discussed earlier in the book will provide you with an understanding of existing requirements in terms of receipt and despatch areas, storage and picking operations and, finally, areas needed for undertaking value-adding services and returns processes if applicable.The profile needs to include the whole product range, the number of items per line, the sizes and throughput for each product code. One point to emphasize here is to ensure that you have identified non-moving and obsolete stock for disposal. There is no point in moving and making space in the new warehouse for redundant stock.Additional data required includes the number of supplier deliveries per day and the average intake together with the number of customer deliveries and the average order size. You will also need to know the method for loading and unloading these vehicles.A survey by Cranfield University (Baker and Perotti 2008) indicated that 52 per cent of the warehouse floor area is typically used for storage, 17 per cent for the pick/pack operation, 16 per cent for receiving and despatch, 7 per cent for value-adding services and a further 7 per cent for areas such as battery charging, empty pallet storage and other uses. This of course will very much depend on the type of operation envisaged.The main floor-space areas within the warehouse that need to be calculated are as follows:• receiving area;• quarantine and inspection area;• reserve storage area;• carton-picking area;• item-pick area;• value-adding services area;• packing area;• despatch area;• cross-dock area;• empty pallet and packaging storage area;• MHE charging areas;• warehouse offices; and• restrooms.The information collected is normally current or historical and therefore future volumes and changes in product characteristics also need to be taken into account.Furthermore, the use of averages can be misleading, and you need to decide on how you deal with peaks in the business.An example of where the use of averages can be misleading is as follows. Within an order profile we have 100 orders with a single line item and 100 orders with three line items. In total we have 200 orders and 400 lines. If we calculate the average we end up with two lines per order which doesn’t feature at all in the order profile. Although simplistic in nature we need to be aware of such possibilities on a larger scale. In these circumstances we need to determine the median and mode so that we can see the most popular line per order profile.Very few operations have a level volume of storage and activity throughout the year. For many companies there are a number of peaks and troughs.The question is whether we plan for and accommodate peaks in business, whether we design for the average activity or somewhere in between. According to Frazelle (2002), if the duration of the peak period is short and the ratio of peak to average is high, then it is worth considering temporary storage and labour for this overspill. If the peaks are extended and the ratio of peak to average is much smaller, the warehouse and labour requirements should be sized at or near peak requirements.The suggestion is that you size near to average if the ratio is more than 1:5 and the peak lasts for less than half a year. You should size near the peak when the ratio is less than 1:2 and the peaks last longer.You also need to take into account fluctuations between days of the week and not rely on weekly or monthly averages. Chapter 11 examines this in more detail.As mentioned, there are a number of software programs on the market that can calculate the amount of space required for specific operations, and storage equipment companies are more than happy to assist you in these calculations.In the absence of sophisticated software or if you are looking for high-level calculations at an early stage, there are some rule-of-thumb calculations that can assist you in ascertaining the amount of space required for certain operations and the number of pallets that can be stored in a specific area.Space calculationsThese calculations are based on experience and are not intended to provide definitive answers to space requirements.Receipt and despatch areasThis area is sometimes overlooked in favour of storage space; however, this is one of the most important areas in the warehouse. The warehouse operation relies on sufficient space both inside and outside the dock bays.Getting the right balance between the number of doors, equipment and labour is difficult to achieve and as discussed in Chapter 3 requires the coordination of arrivals and departures with available resources.A congested dock area can result in arrival and departure delays, lost or misplaced product, incorrect despatches and damage to items.The following rule-of-thumb formula can be used to calculate the likely space requirement for staging vehicles on arrival and departure:For example: if we receive 20 vehicles per day, 26 pallets per load with a pallet size of 1.2 metres by 1.0 metres and it takes 45 minutes per load to unload and 30 minutes per load to check and we operate an eight-hour shift:In addition to this space we need to add working and travel space around the pallets. This space will be determined by the type of forklift or pallet truck used to unload and load the vehicles. Potentially this can more than double the amount of space required for the pallets themselves and depends on how much access to the pallet is required. For example, a full 360-degree access to the pallet, allowing 0.5 metres of travel corridor, requires an additional 2.2 square metres of working space per pallet.The ability to preload trailers will reduce the amount of space required at the despatch bay. The proviso here is that there are sufficient doors and/or yard space to accommodate the number of loaded trailers. The ability to double stack pallets will reduce the space required but will also limit the type of pallet truck utilized.There may also be a requirement for a cross-dock area where goods having been received into the warehouse but not put away are to be despatched en bloc to a customer who has yet to collect the goods. This could take anywhere between a day and a month to despatch. Under these circumstances it may be prudent to use drive-in racking in the despatch area, for example to minimize product damage.Storage spaceCalculating the amount of storage space required and the storage medium depends on a large number of factors.Each item needs to be evaluated and a table produced to record the different item properties and as a result decide on potential storage media.Having calculated the amount of items stored per product line and converted these into pallet quantities, we are able to calculate the total number of pallets we need to store, by product line.Once this has been calculated, produce a chart detailing the number of pallet locations required and the height requirement for each location (Table 9.1).
Sedang diterjemahkan, harap tunggu..
Ketika (kembali) merancang gudang ada sejumlah faktor yang perlu diperhitungkan. Ini termasuk pertumbuhan perusahaan kemungkinan selama 5 sampai 10 tahun ke depan, perubahan mungkin dalam profil produk, jumlah dan jenis penjualan selama periode ini dan kemungkinan saluran penjualan seperti secara online B2B, B2C dan pengecer penjualan.
Ada juga sejumlah hal-hal yang bisa dilakukan untuk memudahkan proses desain. Bagian berikut ini akan menjelaskan bagaimana pendekatan gudang (re-) desain.
Daerah untuk berkonsentrasi pada adalah sebagai
berikut:. • Kumpulkan data sebanyak mungkin dan menganalisanya
• Coba bayangkan bisnis dalam waktu 5-10 tahun dan membangun fleksibilitas.
• Berkonsentrasi pada kapasitas kubik bangunan.
• Pastikan desain bersimpati dengan peralatan penyimpanan yang ada dan MHE (jika ada).
• Letakkan kesehatan dan keselamatan staf di garis depan desain.
- Dalam rangka untuk mempertahankan tenaga kerja yang teliti dan termotivasi memastikan bahwa fasilitas memiliki pencahayaan yang cukup dan ventilasi.
- Menyediakan peralatan ergonomis.
• Mengurangi jumlah gerakan diperlukan dalam gudang.
• Cobalah untuk standarisasi kemasan baik untuk gerakan dan penyimpanan.
• Memahami bangunan lokal peraturan dan persyaratan pembebanan lantai.
• Jangan lupa luar bangunan.
Pengumpulan data dan analisis
Item dan ketertiban profil dibahas sebelumnya dalam buku ini akan memberikan Anda pemahaman persyaratan yang ada dalam hal daerah penerimaan dan pengiriman, penyimpanan dan memilih operasi dan, akhirnya, daerah yang diperlukan untuk melakukan layanan nilai tambah dan proses pengembalian jika berlaku.
profil perlu menyertakan berbagai macam produk, jumlah item per baris, ukuran dan throughput untuk setiap kode produk. Satu titik untuk menekankan di sini adalah untuk memastikan bahwa Anda telah mengidentifikasi non-bergerak dan persediaan usang untuk pembuangan. Tidak ada gunanya dalam bergerak dan membuat ruang di gudang baru untuk saham berlebihan.
Data tambahan yang diperlukan meliputi jumlah pengiriman pemasok per hari dan asupan rata-rata sama dengan jumlah pengiriman pelanggan dan ukuran pesanan rata-rata. Anda juga perlu mengetahui metode untuk bongkar muat kendaraan ini.
Sebuah survei oleh Cranfield University (Baker dan Perotti 2008) menunjukkan bahwa 52 persen dari luas lantai gudang biasanya digunakan untuk penyimpanan, 17 persen untuk memilih / pack operasi, 16 persen untuk menerima dan pengiriman, 7 persen untuk layanan nilai tambah dan lebih 7 persen untuk bidang-bidang seperti pengisian baterai, penyimpanan pallet kosong dan penggunaan lainnya. . Hal ini tentu saja akan sangat tergantung pada jenis operasi dipertimbangkan
Wilayah lantai ruang utama dalam gudang yang perlu dihitung adalah sebagai berikut:
• menerima daerah;
• daerah karantina dan pemeriksaan;
• tempat penyimpanan cadangan;
• carton- memilih daerah;
• daerah item-pick;
• daerah layanan nilai tambah;
• pengepakan daerah;
wilayah • pengiriman;
• daerah lintas-dock;
• pallet dan area penyimpanan kemasan kosong;
• MHE pengisian daerah;
• kantor gudang; dan
• toilet.
Informasi yang dikumpulkan biasanya saat ini atau sejarah dan karena volume masa depan dan perubahan karakteristik produk juga harus diperhitungkan.
Selanjutnya, penggunaan rata-rata dapat menyesatkan, dan Anda harus memutuskan bagaimana Anda menangani puncak dalam bisnis.
Contoh di mana penggunaan rata-rata dapat menyesatkan adalah sebagai berikut. Dalam profil agar kita memiliki 100 pesanan dengan item baris tunggal dan 100 pesanan dengan tiga item baris. Total kami memiliki 200 pesanan dan 400 baris. Jika kita menghitung rata-rata kita berakhir dengan dua baris per pesanan yang tidak memiliki sama sekali dalam profil order. Meskipun sederhana di alam kita perlu menyadari kemungkinan tersebut pada skala yang lebih besar. Dalam situasi ini kita perlu menentukan median dan modus sehingga kita bisa melihat garis paling populer per profil rangka.
Sangat sedikit operasi memiliki volume tingkat penyimpanan dan aktivitas sepanjang tahun. Bagi banyak perusahaan ada sejumlah puncak dan palung.
Pertanyaannya adalah apakah kita merencanakan dan mengakomodasi puncak dalam bisnis, apakah kita merancang untuk aktivitas rata-rata atau di suatu tempat di antara. Menurut Frazelle (2002), jika durasi periode puncak pendek dan rasio puncak rata-rata tinggi, maka layak mempertimbangkan penyimpanan sementara dan tenaga kerja untuk overspill ini. Jika puncak diperluas dan rasio puncak ke-rata jauh lebih kecil, gudang dan tenaga kerja persyaratan harus berukuran di atau dekat persyaratan puncak.
Saran adalah bahwa Anda ukuran dekat dengan rata-rata jika rasio lebih dari 1: 5 dan puncak berlangsung selama kurang dari setengah tahun. Anda harus ukuran dekat puncak ketika rasio kurang dari 1: 2 dan puncak bertahan lebih lama.
Anda juga perlu memperhitungkan fluktuasi rekening antara hari dalam seminggu dan tidak bergantung pada rata-rata mingguan atau bulanan. Bab 11 membahas ini dengan lebih detail.
Seperti disebutkan, ada sejumlah program perangkat lunak di pasar yang dapat menghitung jumlah ruang yang dibutuhkan untuk operasi tertentu, dan perusahaan peralatan penyimpanan lebih dari senang untuk membantu Anda dalam perhitungan ini.
Dalam tidak adanya perangkat lunak yang canggih atau jika Anda mencari untuk perhitungan tingkat tinggi pada tahap awal, ada beberapa aturan-of-thumb perhitungan yang dapat membantu Anda dalam memastikan jumlah ruang yang dibutuhkan untuk operasi tertentu dan jumlah palet yang dapat disimpan pada area spesifik.
perhitungan Ruang
Perhitungan ini didasarkan pada pengalaman dan tidak dimaksudkan untuk memberikan jawaban yang pasti untuk kebutuhan ruang.
Penerimaan dan pengiriman wilayah
daerah ini kadang-kadang diabaikan demi ruang penyimpanan; Namun, ini adalah salah satu daerah yang paling penting dalam gudang. Operasi gudang bergantung pada ruang yang cukup baik di dalam dan di luar teluk dermaga.
Mendapatkan keseimbangan yang tepat antara jumlah pintu, peralatan dan tenaga kerja sulit dicapai dan seperti dibahas dalam Bab 3 memerlukan koordinasi kedatangan dan keberangkatan dengan sumber daya yang tersedia.
Sebuah dock area padat dapat mengakibatkan kedatangan dan keberangkatan penundaan, produk hilang atau salah tempat, despatches salah dan kerusakan barang.
Berikut aturan-of-thumb rumus dapat digunakan untuk menghitung kebutuhan ruang kemungkinan untuk pementasan kendaraan pada saat kedatangan dan keberangkatan:
Misalnya : jika kita menerima 20 kendaraan per hari, 26 palet per beban dengan ukuran pallet dari 1,2 meter dengan 1,0 meter dan dibutuhkan 45 menit per beban untuk membongkar dan 30 menit per beban untuk memeriksa dan kami beroperasi pergeseran delapan jam:
Selain untuk ruang ini kita perlu menambahkan kerja dan ruang perjalanan sekitar palet. Ruang ini akan ditentukan oleh jenis truk forklift atau pallet digunakan untuk membongkar dan memuat kendaraan. Berpotensi ini dapat lebih dari dua kali lipat jumlah ruang yang dibutuhkan untuk palet sendiri dan tergantung pada seberapa banyak akses ke palet diperlukan. Misalnya, akses 360 derajat penuh untuk palet, yang memungkinkan 0,5 meter dari koridor perjalanan, membutuhkan tambahan 2,2 meter persegi ruang per pallet bekerja.
Kemampuan untuk preload trailer akan mengurangi jumlah ruang yang dibutuhkan pada pengiriman Teluk. Syarat di sini adalah bahwa ada pintu yang cukup dan / atau ruang halaman untuk mengakomodasi jumlah trailer dimuat. Kemampuan untuk ganda tumpukan palet akan mengurangi ruang yang diperlukan tetapi juga akan membatasi jenis truk palet dimanfaatkan.
Mungkin juga ada persyaratan untuk area cross-dock di mana barang telah diterima ke dalam gudang tetapi tidak menyingkirkan yang akan dikirim en bloc untuk pelanggan yang belum mengumpulkan barang. Ini bisa berlangsung antara hari dan bulan untuk pengiriman. Dalam keadaan ini mungkin bijaksana untuk menggunakan drive-in memeras di daerah pengiriman, misalnya untuk meminimalkan kerusakan produk.
Ruang penyimpanan
Menghitung jumlah ruang penyimpanan yang diperlukan dan media penyimpanan tergantung pada sejumlah besar faktor.
Setiap item perlu dievaluasi dan meja yang diproduksi untuk merekam sifat item yang berbeda dan sebagai hasilnya memutuskan media penyimpanan potensial.
Setelah dihitung jumlah item yang disimpan per lini produk dan dikonversi ke dalam jumlah pallet, kita dapat menghitung jumlah palet kami perlu menyimpan, oleh lini produk.
Setelah ini telah dihitung, menghasilkan grafik merinci jumlah lokasi pallet diperlukan dan persyaratan tinggi untuk setiap lokasi (Tabel 9.1).
Ada juga sejumlah hal-hal yang bisa dilakukan untuk memudahkan proses desain. Bagian berikut ini akan menjelaskan bagaimana pendekatan gudang (re-) desain.
Daerah untuk berkonsentrasi pada adalah sebagai
berikut:. • Kumpulkan data sebanyak mungkin dan menganalisanya
• Coba bayangkan bisnis dalam waktu 5-10 tahun dan membangun fleksibilitas.
• Berkonsentrasi pada kapasitas kubik bangunan.
• Pastikan desain bersimpati dengan peralatan penyimpanan yang ada dan MHE (jika ada).
• Letakkan kesehatan dan keselamatan staf di garis depan desain.
- Dalam rangka untuk mempertahankan tenaga kerja yang teliti dan termotivasi memastikan bahwa fasilitas memiliki pencahayaan yang cukup dan ventilasi.
- Menyediakan peralatan ergonomis.
• Mengurangi jumlah gerakan diperlukan dalam gudang.
• Cobalah untuk standarisasi kemasan baik untuk gerakan dan penyimpanan.
• Memahami bangunan lokal peraturan dan persyaratan pembebanan lantai.
• Jangan lupa luar bangunan.
Pengumpulan data dan analisis
Item dan ketertiban profil dibahas sebelumnya dalam buku ini akan memberikan Anda pemahaman persyaratan yang ada dalam hal daerah penerimaan dan pengiriman, penyimpanan dan memilih operasi dan, akhirnya, daerah yang diperlukan untuk melakukan layanan nilai tambah dan proses pengembalian jika berlaku.
profil perlu menyertakan berbagai macam produk, jumlah item per baris, ukuran dan throughput untuk setiap kode produk. Satu titik untuk menekankan di sini adalah untuk memastikan bahwa Anda telah mengidentifikasi non-bergerak dan persediaan usang untuk pembuangan. Tidak ada gunanya dalam bergerak dan membuat ruang di gudang baru untuk saham berlebihan.
Data tambahan yang diperlukan meliputi jumlah pengiriman pemasok per hari dan asupan rata-rata sama dengan jumlah pengiriman pelanggan dan ukuran pesanan rata-rata. Anda juga perlu mengetahui metode untuk bongkar muat kendaraan ini.
Sebuah survei oleh Cranfield University (Baker dan Perotti 2008) menunjukkan bahwa 52 persen dari luas lantai gudang biasanya digunakan untuk penyimpanan, 17 persen untuk memilih / pack operasi, 16 persen untuk menerima dan pengiriman, 7 persen untuk layanan nilai tambah dan lebih 7 persen untuk bidang-bidang seperti pengisian baterai, penyimpanan pallet kosong dan penggunaan lainnya. . Hal ini tentu saja akan sangat tergantung pada jenis operasi dipertimbangkan
Wilayah lantai ruang utama dalam gudang yang perlu dihitung adalah sebagai berikut:
• menerima daerah;
• daerah karantina dan pemeriksaan;
• tempat penyimpanan cadangan;
• carton- memilih daerah;
• daerah item-pick;
• daerah layanan nilai tambah;
• pengepakan daerah;
wilayah • pengiriman;
• daerah lintas-dock;
• pallet dan area penyimpanan kemasan kosong;
• MHE pengisian daerah;
• kantor gudang; dan
• toilet.
Informasi yang dikumpulkan biasanya saat ini atau sejarah dan karena volume masa depan dan perubahan karakteristik produk juga harus diperhitungkan.
Selanjutnya, penggunaan rata-rata dapat menyesatkan, dan Anda harus memutuskan bagaimana Anda menangani puncak dalam bisnis.
Contoh di mana penggunaan rata-rata dapat menyesatkan adalah sebagai berikut. Dalam profil agar kita memiliki 100 pesanan dengan item baris tunggal dan 100 pesanan dengan tiga item baris. Total kami memiliki 200 pesanan dan 400 baris. Jika kita menghitung rata-rata kita berakhir dengan dua baris per pesanan yang tidak memiliki sama sekali dalam profil order. Meskipun sederhana di alam kita perlu menyadari kemungkinan tersebut pada skala yang lebih besar. Dalam situasi ini kita perlu menentukan median dan modus sehingga kita bisa melihat garis paling populer per profil rangka.
Sangat sedikit operasi memiliki volume tingkat penyimpanan dan aktivitas sepanjang tahun. Bagi banyak perusahaan ada sejumlah puncak dan palung.
Pertanyaannya adalah apakah kita merencanakan dan mengakomodasi puncak dalam bisnis, apakah kita merancang untuk aktivitas rata-rata atau di suatu tempat di antara. Menurut Frazelle (2002), jika durasi periode puncak pendek dan rasio puncak rata-rata tinggi, maka layak mempertimbangkan penyimpanan sementara dan tenaga kerja untuk overspill ini. Jika puncak diperluas dan rasio puncak ke-rata jauh lebih kecil, gudang dan tenaga kerja persyaratan harus berukuran di atau dekat persyaratan puncak.
Saran adalah bahwa Anda ukuran dekat dengan rata-rata jika rasio lebih dari 1: 5 dan puncak berlangsung selama kurang dari setengah tahun. Anda harus ukuran dekat puncak ketika rasio kurang dari 1: 2 dan puncak bertahan lebih lama.
Anda juga perlu memperhitungkan fluktuasi rekening antara hari dalam seminggu dan tidak bergantung pada rata-rata mingguan atau bulanan. Bab 11 membahas ini dengan lebih detail.
Seperti disebutkan, ada sejumlah program perangkat lunak di pasar yang dapat menghitung jumlah ruang yang dibutuhkan untuk operasi tertentu, dan perusahaan peralatan penyimpanan lebih dari senang untuk membantu Anda dalam perhitungan ini.
Dalam tidak adanya perangkat lunak yang canggih atau jika Anda mencari untuk perhitungan tingkat tinggi pada tahap awal, ada beberapa aturan-of-thumb perhitungan yang dapat membantu Anda dalam memastikan jumlah ruang yang dibutuhkan untuk operasi tertentu dan jumlah palet yang dapat disimpan pada area spesifik.
perhitungan Ruang
Perhitungan ini didasarkan pada pengalaman dan tidak dimaksudkan untuk memberikan jawaban yang pasti untuk kebutuhan ruang.
Penerimaan dan pengiriman wilayah
daerah ini kadang-kadang diabaikan demi ruang penyimpanan; Namun, ini adalah salah satu daerah yang paling penting dalam gudang. Operasi gudang bergantung pada ruang yang cukup baik di dalam dan di luar teluk dermaga.
Mendapatkan keseimbangan yang tepat antara jumlah pintu, peralatan dan tenaga kerja sulit dicapai dan seperti dibahas dalam Bab 3 memerlukan koordinasi kedatangan dan keberangkatan dengan sumber daya yang tersedia.
Sebuah dock area padat dapat mengakibatkan kedatangan dan keberangkatan penundaan, produk hilang atau salah tempat, despatches salah dan kerusakan barang.
Berikut aturan-of-thumb rumus dapat digunakan untuk menghitung kebutuhan ruang kemungkinan untuk pementasan kendaraan pada saat kedatangan dan keberangkatan:
Misalnya : jika kita menerima 20 kendaraan per hari, 26 palet per beban dengan ukuran pallet dari 1,2 meter dengan 1,0 meter dan dibutuhkan 45 menit per beban untuk membongkar dan 30 menit per beban untuk memeriksa dan kami beroperasi pergeseran delapan jam:
Selain untuk ruang ini kita perlu menambahkan kerja dan ruang perjalanan sekitar palet. Ruang ini akan ditentukan oleh jenis truk forklift atau pallet digunakan untuk membongkar dan memuat kendaraan. Berpotensi ini dapat lebih dari dua kali lipat jumlah ruang yang dibutuhkan untuk palet sendiri dan tergantung pada seberapa banyak akses ke palet diperlukan. Misalnya, akses 360 derajat penuh untuk palet, yang memungkinkan 0,5 meter dari koridor perjalanan, membutuhkan tambahan 2,2 meter persegi ruang per pallet bekerja.
Kemampuan untuk preload trailer akan mengurangi jumlah ruang yang dibutuhkan pada pengiriman Teluk. Syarat di sini adalah bahwa ada pintu yang cukup dan / atau ruang halaman untuk mengakomodasi jumlah trailer dimuat. Kemampuan untuk ganda tumpukan palet akan mengurangi ruang yang diperlukan tetapi juga akan membatasi jenis truk palet dimanfaatkan.
Mungkin juga ada persyaratan untuk area cross-dock di mana barang telah diterima ke dalam gudang tetapi tidak menyingkirkan yang akan dikirim en bloc untuk pelanggan yang belum mengumpulkan barang. Ini bisa berlangsung antara hari dan bulan untuk pengiriman. Dalam keadaan ini mungkin bijaksana untuk menggunakan drive-in memeras di daerah pengiriman, misalnya untuk meminimalkan kerusakan produk.
Ruang penyimpanan
Menghitung jumlah ruang penyimpanan yang diperlukan dan media penyimpanan tergantung pada sejumlah besar faktor.
Setiap item perlu dievaluasi dan meja yang diproduksi untuk merekam sifat item yang berbeda dan sebagai hasilnya memutuskan media penyimpanan potensial.
Setelah dihitung jumlah item yang disimpan per lini produk dan dikonversi ke dalam jumlah pallet, kita dapat menghitung jumlah palet kami perlu menyimpan, oleh lini produk.
Setelah ini telah dihitung, menghasilkan grafik merinci jumlah lokasi pallet diperlukan dan persyaratan tinggi untuk setiap lokasi (Tabel 9.1).
Sedang diterjemahkan, harap tunggu..
Bahasa lainnya
Dukungan alat penerjemahan: Afrikans, Albania, Amhara, Arab, Armenia, Azerbaijan, Bahasa Indonesia, Basque, Belanda, Belarussia, Bengali, Bosnia, Bulgaria, Burma, Cebuano, Ceko, Chichewa, China, Cina Tradisional, Denmark, Deteksi bahasa, Esperanto, Estonia, Farsi, Finlandia, Frisia, Gaelig, Gaelik Skotlandia, Galisia, Georgia, Gujarati, Hausa, Hawaii, Hindi, Hmong, Ibrani, Igbo, Inggris, Islan, Italia, Jawa, Jepang, Jerman, Kannada, Katala, Kazak, Khmer, Kinyarwanda, Kirghiz, Klingon, Korea, Korsika, Kreol Haiti, Kroat, Kurdi, Laos, Latin, Latvia, Lituania, Luksemburg, Magyar, Makedonia, Malagasi, Malayalam, Malta, Maori, Marathi, Melayu, Mongol, Nepal, Norsk, Odia (Oriya), Pashto, Polandia, Portugis, Prancis, Punjabi, Rumania, Rusia, Samoa, Serb, Sesotho, Shona, Sindhi, Sinhala, Slovakia, Slovenia, Somali, Spanyol, Sunda, Swahili, Swensk, Tagalog, Tajik, Tamil, Tatar, Telugu, Thai, Turki, Turkmen, Ukraina, Urdu, Uyghur, Uzbek, Vietnam, Wales, Xhosa, Yiddi, Yoruba, Yunani, Zulu, Bahasa terjemahan.
- IntroductionThe Retail Industry of India
- Anata
- IntroductionThe Retail Industry of India
- hermano
- Siamo noi
- Daerah mana itu
- rindu itu bumbu kehidupan suami-istri, m
- Sende çok
- Re enter email password
- Never disappoint
- As it can be seen the probability gained
- Dimana
- Our body can perform some actions such a
- As it can be seen the probability gained
- she willing agreed to go with us
- L A.S Roma Siamo Solo noi
- Re enter email password
- rindu itu bumbu kehidupan suami-istri, m
- Wanita itu racun dunia
- rindu itu bumbu kehidupan suami-istri, m
- aku menyesal sekali
- Sende çok çok serinin aşkım
- amigo
- Sende çok çok serinin
