Order Picking Assembly Flashcards by Maria Padilla

Functions

When is storage enough in a WH?

When
In-flow = Out-flow

No transformation is needed

Rare

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When is picking needed in a WH?

when
Inflow different than outflow

Most likely

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What is the Order Cycle?

Order processing+
Order Assembly+
Delivery

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Within the Order Cycle,
What is Order Assembly?

Collecting the items = picking being the core activity

Process:
1. Picking list production
2. Picking
3. Sorting
4. Packaging
5. Transport Load Consolidation

Connection 1-2=picking list

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Define better Picking

Selective retrival of unit loads from high level UL to prepare custumers orders

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Tell me the 3 types and main characteristics of Picking types:

Layer: full cartons layer
Carton picking: specific cartons
Pieces picking: from cartons

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Design Variables/Parameters

Mention the 2 of them

SC
TC

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How could be divided the SC

In reverse and forward storage

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The SC is confomed out of which type of stock

Cycle stocks and Safty stocks

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Forward Reserve Problem

How to split the capacity between reserve and forward stocks.

Internal decision tradeoff between
1. Picking efficiency
2. cost to transport from R to F

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Picking Key Performance Indicators

Cost related:

Replenishment
Picking
Sorting
Packing
Labour
Space
Equipment
Systems

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Picking Key Performance Indicators

Customer service

Accuracy
Order Picking cycle time
Flexibility

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Whats the impact of order assembly in:
1. WH cost
2. Customer Service

50% WH cost = Order assembly (picking)

Complexity (fragmentation of units) and Labor intensity (difficult to automate)

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Picking process

Activities

Picking
Sorting
Packaging

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Picking process

Resource

Labor
Space
Equipment

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Picking performance measurement

We said Cost & Service Level,
Develop on the SL KPIs

Picking accuracy: related to order accuracy/compliance
Picking Cycle Time: Part of the Order Cycle Tyme
Picking Flexibility: ability to adapt to changes
Picking Punctuality: On time deliery

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Picking Systems

Mention the different Picking Systems

Pickers to Parts
Pick to box
Pick and sort
parts to picker
Automated picking

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Explain the Diagram Picking Systems

Who pick goods?
Machines: Automated picking
Humans: Who moves in the picking area?
Goods: parts to pickers
Pickers: convoyers connect picking zones?
No: Picker to parts (item/Order)
Yes: Order=Pick to box, Items=pick and sort.

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Picking Systems

Picking Policy of:
Picker to parts
Pick to box
Pick and Sort

Pick by Item/Order
Pick by order
Pick by item

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Picking Systems

The picker carries out a “picking mission” within the “picking area”, visiting in sequence all the locations which are detailed in the “picking list”

Picker to parts

I need structures racks, shelves, drawers

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Pickers to parts

Explain how is this system conformed

Picking area (Configurated 2D, 3D)
Pickers (>1)
Picking mission: multiple-command mission (touch as many points) TPS: Traveling Salesman Problem

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Pickers to parts

How is Picking mission time conformed

Picking mission time is the time a pickers take for one mission considering travel time and retrival time.

PMT= TT + RT

Different from Picking cycle time or Picking lead time

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Pickers to parts

Design/management decisions

How do you decrease Travel Time TT

Reducing Area

Management pollicies
* Routing (sequence)
* Storage (allocation)
* Batching

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Pickers to parts

Design/management decisions

How do you decrease Retrival Time RT

ICT Information Comunication Tech
Allocation of products

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# Pickers to parts How is it in terms of: * Labor productivity * Space Productivity * Investment (CAPEX) * Reconfiguration (flexibility) * Accuracy & Speed

* Labor productivity: --/-Low (high OPEX), safty, security, compliance issues. (automatic suport helps) * Space Productivity: ---Low * Investment (CAPEX): Low (high OPEX) +++ low investment * Reconfiguration (flexibility) +++ high flexibility * Accuracy & Speed --/- Low acuracy (bar codes helps)

# Picking Systems These 2 systems have a Picking Area, Picking Zones dedicated to pickers and conveyors

Pick to box (order) Pick and sort (item)

Conveyor

mean of integration Conects zones

# Picking system Pickers pick the items and put them in a box, one box per order Picking and sorting toether

Pick to Box

# Picking system Pick and sort

Items picked are directly placed into the convoyer no box and then you have a sorting area/task.

# Pick to box / pick and sort Management decisions

No. Zones Zones Balancing Storage policies Batching policies) Sorting (manual automated)

# Pick to box / pick and sort How is it in terms of: * Labor productivity * Space Productivity * Investment (CAPEX) * Reconfiguration (flexibility) * Accuracy & Speed

* Labor productivity: +high (workers know the area) * Space Productivity: -- low * Investment (CAPEX): Low (high OPEX) -high due to convoyers or machines * Reconfiguration (flexibility) -low * Accuracy & Speed -Unrelaiability risk

# Picking systems The aim is to eliminate Travel Time There is a storage area + handling system+ picking area The UL (big or small) is brought to the picker who takes the item(s) and the rest is sent back.

Parts to pickers

# Parts to pickers Design management issues

Handling system design Ergonomy of picking station

# Parts to pickers How is it in terms of: * Labor productivity * Space Productivity * Investment (CAPEX) * Reconfiguration (flexibility) * Accuracy & Speed

* Labor productivity: ++high (xTT) * Space Productivity: ++Picking dedicater area * Investment (CAPEX): Low (high OPEX) --high due to chandling system * Reconfiguration (flexibility) --low -KIVA solution * Accuracy & Speed ++ high

# Picking system Machines robots instead of humans Robots to parts Robots to convoyers Part to robot

Automated picking system

# Picking system Rank Order pikcing systems so that is true that: * Labor productiviti increases * Space productivity increases * Accuracy/ speed increases * Investment (CAPEX) increases so benefit decreases * Flexibility decreases

1. Picker to parts 2. Pick to box 3. Pick and Sort 4. Parts to picker 5. Automated

Logical Flow chart

Descriptive tool of WH flows

# Pickind Design Management How to set a problem? What to consider

1. Objective Function: Cost & Service 2. System Capacity Throughput Capacity 3. Data Order / Item profile

# Pickind Design Management Design & Management decisions Once we have the inputs of a Picking system in which iteration it enters?

1. Picking system selection 1.1 Picking sub-problems 1.2 Picking Sub-problems solutions 2.System(s) capacity & design 2.1 Storage Capacity 2.2 Layout configuration 3.Management policies

# Problem setting When talking about the **Order profile** how can we dimension it:

Volumes: Lines/Order Volumes: Volume/Order Picking Units (UL, caron,...) Volumes: Palletised UL

# Problem setting How can we clssify the SKUs (items)

* Frequency (order/lines/time) * Volume * Weight * Fragility | Pareto always a good idea= cumulative curve

# Design & Management decisions 1. Selection of the picking System

* Segmentation of the picking problem in sub-problems * Identification of elegible picking solution(sub)

# Design & Management decisions 2. Picking System Capacity and design

* Picking system Capacity (forward-reserve solution) * Picking System configuration (layout)

# Design & Management decisions Management Policies

Space allocation Patching Routing Location/storage

# Design & Management decisions I have to Design and define policies for all the sub-problems found?

Yes, is an iterative process.

The Forward - Reserve decision

How to split the overall inventory within the warehouse into a reserve stock and foreward stock (inventory dedicated to picking)

The Forward - Reserve decision Output

The output is the Storage Capacity of the Picking System.

The Forward - Reserve decision Subproblem

Embedded problem: Space allocation problem. Allocation of the overal space (S) to single items (Si) in order to reduce the number of replenisments (R) from reserve to forward area.

The Forward - Reserve decision Basic Trade-off

Basic trade off= replenishment cost and picking cost

# Compare pros cons general and picking stock General Stock RS = PS

+No replenishment -Picking efficiency decreases

# Compare pros cons general and picking stock Picking stock RS>PS

+Picking efficiency increases -Replenishment

# space allocation problem od RSFS Function and graph of TC(S)

TC: Total cost S: Picking Stock capacity (stock) TC=CPicking(s) + CReplenishment(s) The TC cost is the sum of Cpicking and Creplenishment. The Cpicking is a curve that increases as S increases The CReplenishment is a Curve that decreases as s increases Where Cpicking and Creplensiment intersect is the optimal S and the value of the TC of that point says the cost.

# FRP Items replenishes at same frequency Storage capacity depends on replenishment frequency less frequent = more space Items volume flow is considered Pro: cost to optimize the replenishment process Con: Complex to allocate space and design layout If location = size, no good saturation

Equal time supply

# FRP Each item have same volume itemv = V/N Replenishment freq is different freq=flow/volume pros: cost to allocate space and design layout cons: cost to manage replenisment complex

Equal space

# FRP solutions Min(R) Complex to allocate space and manage the replenishments

Optimal solution

# Picking Management Policies Picking management main 3 policies

1. Storage 2. Batching 3. Routing

# Picking Management Policies The basic decision is to increse the picking density

Batching Policy

# Picking Management Policies Batching What are the main decisions when Batching

1. Sorting: while pick (few orders) ater pick (manual automatic) 2. Batch Size Trade-off between Sorting Time and Picking time per order (Nopt) 3. Batching logic Delivery date Physical proximity

# Picking Management Policies Batching Pros/Cons

Pros: Increase picking density Reduce picking time Increase orders's lines overlaping Set up time reduction Cons: Sorting!!! Information intensive approach

# Picking Management Policies The basic decision is about the sequence of picks The objective is to minimize the travel of the picking mission (Input-Locations-Output)

Routing policies | Traveling Salesman Problem

# Picking Management Policies What are the possible taken approaches for routing

1. Order by Order Each order is routed to min travel 2. Pre-defined A pattern choosen once for all (stable, easy to apply other policies but travel not min) a) Traversal policy b) Return Polic

# Picking Management Policies Pros and cons Routing

Pros: Picking productivity (as for all the others) Decrease travel time Cons: Dynamic Complex in an operational way

# Picking Management Policies The basic decision is about the allocation of a single itmens or classes of items in oicking locations The main trade of is picking cost - operational complexity (congestion) | Increse density of proximity

Storage policies

# Picking Management Policies Storage policies 3 main classes

Random Storage Picking travel = Access Index Picking Time = Correlated Storage (items to be highlikly to be ordered together) Operational needs

# Picking Management Policies Storage The item with higher ratio between Picking Frequency and dedicated space go closer to the I/O. Reducing Picking time, increasing congestion and it is dynamic | It needs to consider the routing policy

Access index based | Traversal decrease aisles visited Return decrease visited lenght

# Picking Management Policies Pros and cons of storage

Pros: Picking productivity (as for all the others) Decrease travel time Decrease retrival time Cons: Dynamic