Warehousing

Tompkins, James A.; Smith, Jerry D.; Huffman, John R.; Ackerman, Kenneth B.

doi:10.1002/9780470172490.ch13

Cited by 3 publications

(5 citation statements)

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“…It is worth mentioning that since the principles of Lean warehousing do not change by the type of warehouse (Bozer, 2012), the methodology of the current study is applicable to all types of warehouses including raw material and component warehouses, work-in-process warehouses, finished good warehouses, distribution warehouses, fulfillment warehouses, local or regional warehouses and value-added service warehouses (Frazelle, 2002; Bozer, 2012; De Leeuw and Wiers, 2015). Actually, regardless of the type, all warehouses share the common operations of receiving, storing, picking and dispatching (Tompkins and Smith, 1998).…”

Section: Introductionmentioning

confidence: 99%

Quantifying and ranking the “7-Deadly” Wastes in a warehouse environment

Salhieh

Altarazi

Abushaikha

2019

TQM

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Purpose This paper focuses on quantifying and ranking the “7-Deadly” Wastes in the warehouse environment. The purpose of this paper is to develop a prioritized road map that would guide the implementation of the “7-Deadly” Wastes and their related waste-reduction practices in a warehouse environment for improving warehouse operational performance. Design/methodology/approach A four-stage approach was used to achieve the objectives of the study. A Delphi technique was employed to develop indicators of waste-reduction practices at the warehouse activities level and categorize them according to the “7-Deadly” wastes. Whereas categories ranked based on statistical analysis, a regression analysis was used to explore the impacts of this ranking. Findings The results of the regression analysis showed a significant influence of the ranked “7-Deadly” wastes on warehouse operational performance. The paper develops a road map for implementing waste-reduction practices in the warehouse. Originality/value The paper proposes a road map comprising warehouse waste categories. It develops an integrated approach to quantify, rank and prioritize initiatives to adopt the categories of the “7-Deadly” Wastes that would (not) affect warehouse operational performance.

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Section: Introductionmentioning

confidence: 99%

Quantifying and ranking the “7-Deadly” Wastes in a warehouse environment

Salhieh

Altarazi

Abushaikha

2019

TQM

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“…There are different views in the literature as to what VM is: it is defined as a sensory communication strategy for increased process transparency (Tezel et al , 2015); simple and attractive communication approach with some distinctive visual tools and systems (Ho, 1993); a managerial approach that creates communication and information centres for all employees (Tompkins and Smith, 1998); and an information-sharing vision that facilitates continuous improvement (Imai, 1997). …”

Section: Visual Management In Production Managementmentioning

confidence: 99%

“…a managerial approach that creates communication and information centres for all employees (Tompkins and Smith, 1998); and…”

Section: Visual Management In Production Managementmentioning

confidence: 99%

Benefits of visual management in construction: cases from the transportation sector in England

Tezel

Aziz

2017

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The purpose of this paper is to explore the benefits of Visual Management (VM) systems in transportation construction projects in England. Design/methodology/approach Following a comprehensive literature review, the benefits of VM were investigated through action and case study research executed within two construction projects in England. Findings The main findings are; VM can contribute to (i) increased self-management, (ii) better team coordination, (iii) better promises or an increasing Plan Percent Complete (PPC), (iv) easier control for the management, and (v) improved workplace conditions in the transportation sector. It is important for the management to obtain the engagement of their workforce for VM through increased participation and demonstrating the actual benefits. However, managerial monitoring and control on the systems should not be underestimated. Originality/value The transportation sector in England has been systematically deploying lean construction techniques in its operations for a while. One of those lean techniques is a close-range visual communication strategy called Visual Management (VM). The literature on the VM implementation in construction is scarce and generally limited to the building construction context. This paper documents the benefits of VM systems for the transportation sector by using data captured through both qualitative and quantitative data collection methods. The paper also identifies a set of recommendations for similar research efforts in the transportation context in the future.

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“…An alternative picker-to-parts solution for small objects picking is the creation of a dedicated storage area with small racks where the products are stocked in cartons or boxes (Battini et al , 2018). The main benefit is reducing the total space needed and, hence, the distances travelled, leading to a higher system throughput (Choe and Sharp, 1991; Tompkins and Smith, 1998; Caputo and Pelagagge, 2006; Battini et al , 2015a). Other solutions are the parts-to-picker ones, where an automated system brings products to the operator, who works in a fixed picking station (Choe and Sharp, 1991; Tompkins and Smith, 1998).…”

Section: Introductionmentioning

confidence: 99%

“…Indeed, a VLM warrants a small layout and high-volume utilisation like vertical carousels, but it avoids the risk of damaging the stored products and it has no need to balance the loads inside each tray. This enables a consequent reduction of the distances travelled by the operators, with a modularity and a system throughput which are comparable to those of horizontal carousels, and with the security and the storage density of miniloads (Tompkins and Smith, 1998). Moreover, the employment of VLM solutions is also encouraged by the increasing attention that practitioners and researches are giving to the ergonomic working conditions of human operators (Grosse et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

Throughput models for a dual-bay VLM order picking system under different configurations

Sgarbossa

Calzavara

Persona

2019

IMDS

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Purpose Vertical lift module (VLM) is a parts-to-picker system for order picking of small products, which are stored into two columns of trays served by a lifting crane. A dual-bay VLM order picking (dual-bay VLM-OP) system is a particular solution where the operator works in parallel with the crane, allowing higher throughput performance. The purpose of this paper is to define models for different operating configurations able to improve the total throughput of the dual-bay VLM-OP system. Design/methodology/approach Analytical models are developed to estimate the throughput of a dual-bay VLM-OP. A deep evaluation has been carried out, considering different storage assignment policies and the sequencing retrieval of trays. Findings A more accurate estimation of the throughput is demonstrated, compared to the application of previous models. Some use guidelines for practitioners and academics are derived from the analysis based on real data. Originality/value Differing from previous contributions, these models include the acceleration/deceleration of the crane and the probability of storage and retrieve of each single tray. This permits to apply these models to different storage assignment policies and to suggest when these policies can be profitably applied. They can also model the sequencing retrieval of trays.

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Warehousing

Cited by 3 publications

References 0 publications

Quantifying and ranking the “7-Deadly” Wastes in a warehouse environment

Quantifying and ranking the “7-Deadly” Wastes in a warehouse environment

Benefits of visual management in construction: cases from the transportation sector in England

Throughput models for a dual-bay VLM order picking system under different configurations

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