Smart palletizing solution launched

Geek+, a global AMR leader, is proud to announce the launch of a new solution for Smart Mixed Case palletizing, co-developed with WSR Solutions, a provider of intelligent warehouse management tools. The solution combines Geek+ autonomous mobile robots and WSR’s intelligent palletizing algorithm to help warehouse operators systematically handle the processing of multiple outbound orders in an efficient, safe, and flexible way.

Lit Fung, Vice President of APAC, UK and the Americas at Geek+, says: “We are thrilled to work together with WSR Solutions to provide a tool that targets every aspect of the outbound logistics process, from how goods are stored and moved around the warehouse to how pallets are stacked, streamlining processes by eliminating the need for re-palletization, and optimizing overall space utilization.”

Based on real-time demand, Geek+ autonomous mobile robots optimize the movement of ordered goods between the storage area and picking station. At the picking station, WSR’s intelligent algorithm support warehouse operators to stack cases of varying weight, height, width, and so on in an optimal way. It is a one-stop solution that takes warehouse automation one step further, allowing operators to not only modernize logistics processes inside the warehouse but ensure agile supply chains through the efficient use of truck space.

Marcel van Schijndel, CEO of WSR Solutions, says: “Together with Geek+ we provide a full framework for the changing market requirements. Innovative mixed palletizing solutions that in effect serve one single goal: to optimize the customer’s supply chain with efficient, flexible, and affordable automation solutions.”

The solution has four key components – storage area, buffer area, case picking area, and loading area.

Storage Area

The storage area is built on multiple layers using high-density racking and bulk lifts for more storage capacity. After inbound processing, pallets of incoming goods (donor pallets) are stored in high-density racking. Donor pallets are then moved horizontally by four-way shuttles and vertically by lifts. The system flexibly solves bottlenecks caused by rapid changes in required throughput. With no need for wires and long installation periods, the number of shuttles can be flexibly adjusted to handle changes in required throughput, and peak values can be changed using the system’s scheduling tool.

Buffer Area
Upon receiving the outbound order, items of high outbound volume go to a buffer area between the storage area and the workstation. Upon registering an incoming order, a picking robot picks up the donor pallet from the storage area and moves it to the buffer area for temporary storage. At the buffer area, picking robots streamline the movement of pallets, ensuring the smooth supply and optimal sequencing of source pallets to the workstation.

Case Picking Area

At the workstation, an operator picks cases from a donor pallet and stacks them on an order pallet based on a pre-calculated stacking pattern. The user-friendly interface provides the operator with information on outbound orders such as required type and quantity of goods, and the SAT laser pointer specifies case placement.

If one type of good is included in different orders, picking robots will move the donor pallet of that good to the next workstation, and new donor pallets containing other SKUs will automatically arrive at the previous workstation for continued order picking. The remaining items that do not require further picking will go to the storage area, creating a dynamic transit cycle.

Loading Area

At the loading area, optimally stacked pallets are loaded onto trucks by autonomous forklifts without the need for re-palletization. By optimizing how pallets are stacked it improves truck space utilization, lowering the overall transport costs. The algorithm enables efficient organization and order sequencing of large-scale, mixed case combinations. It can be tailored to fit customers’ actual business needs for allocation and priority management, making a powerful tool applicable to a wide range of industry scenarios.

Voice rollout across 92 Coca-Cola bottling sites

The Ehrhardt Partner Group (EPG) has boosted its reputation with the successful rollout of its LYDIA™ Voice technology to 92 CONA locations, a total that is set to rise to over 100. CONA is the IT services company for the Coca-Cola bottling business in North America, with over 160,000 sales orders and an average of 30000 users per day. Its implementation and rapid rollout of LYDIA™ Voice is a fantastic endorsement for EPG, the Germany-based global supply chain software provider and voice picking innovator.

“LYDIA Voice is the best thing we have ever rolled out to the warehouse. Where has it been these last five years?” This is the valuable feedback coming directly from the bottlers of Coca-Cola who use EPG’s software on a daily basis. And this user experience is backed up by a number of facts. According to CONA, LYDIA Voice has brought productivity gains of up to 7% as well as clear voice recognition, the elimination of voice template training, and a more coordinated system architecture compared to the previous voice system. “The implementation of LYDIA at Coke One North America is of enormous significance for us,” emphasises Marco Ehrhardt, President of EPG. “The rollout to the 92 locations was completed in just twelve months.”

Consistency and clarity

CONA recognised the need to consider new voice solutions in 2019. Its previous system was prone to weak or intermittent connections. CONA required a solution that would al-low for continuous picking – independent of the network connection – should the Wi-Fi signal be weak or lost.
“Our previous voice system had a complex architecture and required the software to be hosted and run on individual servers at each deployment site,” explains Baron Jordan, CONA Chief Product Officer, Supply Chain. “There were also issues concerning inconsistent voice recognition.”

After an intensive eight-month investigation by CONA and a real-world test against an-other provider, LYDIA Voice emerged as the clear winner due to being able to meet all the tough requirements of Baron Jordan and his team. LYDIA Voice immediately resolved the architecture and support challenges across the 92 bottling sites thanks to its ability to directly integrate with SAP via a remote function call (RFC) without middleware.

The solution also offers an unsurpassed level of voice recognition, which is enabled by its deep neural network voice recognition. Training requirements are swept away altogether due to its immediate ease of use and its versatility. LYDIA is able to recognise more than 50 languages and a multitude of dialects.

A further advantage of the product is that it is device-independent, meaning that each location can select its preferred mobile voice device according to environment or preference. Customised adaptions in the voice dialogue can be independently created by the customer without having to call on EPG technicians or developers.

https://www.lydia-voice.com/gb/voice-know-how/case-studies/cona-services-success-story/

Voice rollout across 92 Coca-Cola bottling sites

The Ehrhardt Partner Group (EPG) has boosted its reputation with the successful rollout of its LYDIA™ Voice technology to 92 CONA locations, a total that is set to rise to over 100. CONA is the IT services company for the Coca-Cola bottling business in North America, with over 160,000 sales orders and an average of 30000 users per day. Its implementation and rapid rollout of LYDIA™ Voice is a fantastic endorsement for EPG, the Germany-based global supply chain software provider and voice picking innovator.

“LYDIA Voice is the best thing we have ever rolled out to the warehouse. Where has it been these last five years?” This is the valuable feedback coming directly from the bottlers of Coca-Cola who use EPG’s software on a daily basis. And this user experience is backed up by a number of facts. According to CONA, LYDIA Voice has brought productivity gains of up to 7% as well as clear voice recognition, the elimination of voice template training, and a more coordinated system architecture compared to the previous voice system. “The implementation of LYDIA at Coke One North America is of enormous significance for us,” emphasises Marco Ehrhardt, President of EPG. “The rollout to the 92 locations was completed in just twelve months.”

Consistency and clarity

CONA recognised the need to consider new voice solutions in 2019. Its previous system was prone to weak or intermittent connections. CONA required a solution that would al-low for continuous picking – independent of the network connection – should the Wi-Fi signal be weak or lost.
“Our previous voice system had a complex architecture and required the software to be hosted and run on individual servers at each deployment site,” explains Baron Jordan, CONA Chief Product Officer, Supply Chain. “There were also issues concerning inconsistent voice recognition.”

After an intensive eight-month investigation by CONA and a real-world test against an-other provider, LYDIA Voice emerged as the clear winner due to being able to meet all the tough requirements of Baron Jordan and his team. LYDIA Voice immediately resolved the architecture and support challenges across the 92 bottling sites thanks to its ability to directly integrate with SAP via a remote function call (RFC) without middleware.

The solution also offers an unsurpassed level of voice recognition, which is enabled by its deep neural network voice recognition. Training requirements are swept away altogether due to its immediate ease of use and its versatility. LYDIA is able to recognise more than 50 languages and a multitude of dialects.

A further advantage of the product is that it is device-independent, meaning that each location can select its preferred mobile voice device according to environment or preference. Customised adaptions in the voice dialogue can be independently created by the customer without having to call on EPG technicians or developers.

https://www.lydia-voice.com/gb/voice-know-how/case-studies/cona-services-success-story/

Managing change to smooth technology transition

A massive shift to digital solutions is now well underway in warehousing but, as more companies make the move from manual to automated processes, do we risk leaving our employees behind? By SnapFulfil CEO, Tony Dobson.

Bosses need to prepare their staff accordingly to embrace new technology as an opportunity, rather than perceive it as a threat. It takes both clear communication and a willingness to learn – and especially around the cultural shift to slick, best-of-breed WMS from an onerous and manual paper-based system.

At SnapFulfil, we’ve supported many clients in the journey away from paper-based warehouse management. In many ways, implementing the operational improvements is the most straightforward element of the transition to a WMS. Bringing your people along with you is more nuanced. Warehouse operatives will be used to a certain way of working and will need to truly understand the benefit of change and feel fully supported throughout the journey.

One of our clients summed up the challenge perfectly, suggesting that introducing a warehouse operative to a tier 1 WMS without the proper support is: “like putting people used to driving a Ford Fiesta into a F1 car and expecting them to figure it out!” So it pays to plan ahead and create internal comms and strategies to win the hearts and minds of managers and operators who cling to the old and established (but highly
inefficient) ways and resist change.

Any change management plan worth its salt must identify and communicate the obvious benefits in a meaningful way, so for me the following four established fundamentals go a long way toward achieving buy-in from your
employees:

Formalise what’s about to happen – start by developing a list of actions you have to take before implementing the WMS, including all the digital advancements, new dashboards and other systematic procedures you’ll need to learn.

Then define the change itself for all levels of staff to build a clear picture of the training and pre-emptive support required to get everyone on the same page.

Determine what to measure and how – state your goals clearly and also break them down relative to change management. How quickly do you want teams to start using the new system? What measurements are required after you implement a phase of the project? How can you ascertain if someone is using the software correctly?

Narrowing each big goal into a small measurable piece for each position helps you ensure that you’ve thought about the WMS holistically and are ready for the knock-on effects it may have. For example, more efficient workers mean inventory and accuracy both improve, with less time required to fix miss-picks and address performance issues, creating more opportunities to explore further cost-saving improvements.

Prioritise help and support – your team will have concerns and questions along the way, so providing a feedback tool is essential. You’ll also need to communicate that feedback to everyone involved. For example, consider setting up a series of online informational sessions, or lunch & learns, to build an open line of communication between management and your pick, pack and ship teams.

Promote training and professional development – help employees develop new skill sets to manage these more advanced WMS solutions. Providing training sessions is a great way to show you’re investing in people as well as technology and will help increase employee satisfaction and performance, as well as preparing them for their new roles.

In short, make it easy for your staff to ask for help and you’ve got the best chance of getting ahead of any implementation and adoption issues.

This along with proper planning, communication and investment will help speed your warehouse operations – and your employees – into this here-to-stay and rewarding age of digital fulfilment.

Managing change to smooth technology transition

A massive shift to digital solutions is now well underway in warehousing but, as more companies make the move from manual to automated processes, do we risk leaving our employees behind? By SnapFulfil CEO, Tony Dobson.

Bosses need to prepare their staff accordingly to embrace new technology as an opportunity, rather than perceive it as a threat. It takes both clear communication and a willingness to learn – and especially around the cultural shift to slick, best-of-breed WMS from an onerous and manual paper-based system.

At SnapFulfil, we’ve supported many clients in the journey away from paper-based warehouse management. In many ways, implementing the operational improvements is the most straightforward element of the transition to a WMS. Bringing your people along with you is more nuanced. Warehouse operatives will be used to a certain way of working and will need to truly understand the benefit of change and feel fully supported throughout the journey.

One of our clients summed up the challenge perfectly, suggesting that introducing a warehouse operative to a tier 1 WMS without the proper support is: “like putting people used to driving a Ford Fiesta into a F1 car and expecting them to figure it out!” So it pays to plan ahead and create internal comms and strategies to win the hearts and minds of managers and operators who cling to the old and established (but highly
inefficient) ways and resist change.

Any change management plan worth its salt must identify and communicate the obvious benefits in a meaningful way, so for me the following four established fundamentals go a long way toward achieving buy-in from your
employees:

Formalise what’s about to happen – start by developing a list of actions you have to take before implementing the WMS, including all the digital advancements, new dashboards and other systematic procedures you’ll need to learn.

Then define the change itself for all levels of staff to build a clear picture of the training and pre-emptive support required to get everyone on the same page.

Determine what to measure and how – state your goals clearly and also break them down relative to change management. How quickly do you want teams to start using the new system? What measurements are required after you implement a phase of the project? How can you ascertain if someone is using the software correctly?

Narrowing each big goal into a small measurable piece for each position helps you ensure that you’ve thought about the WMS holistically and are ready for the knock-on effects it may have. For example, more efficient workers mean inventory and accuracy both improve, with less time required to fix miss-picks and address performance issues, creating more opportunities to explore further cost-saving improvements.

Prioritise help and support – your team will have concerns and questions along the way, so providing a feedback tool is essential. You’ll also need to communicate that feedback to everyone involved. For example, consider setting up a series of online informational sessions, or lunch & learns, to build an open line of communication between management and your pick, pack and ship teams.

Promote training and professional development – help employees develop new skill sets to manage these more advanced WMS solutions. Providing training sessions is a great way to show you’re investing in people as well as technology and will help increase employee satisfaction and performance, as well as preparing them for their new roles.

In short, make it easy for your staff to ask for help and you’ve got the best chance of getting ahead of any implementation and adoption issues.

This along with proper planning, communication and investment will help speed your warehouse operations – and your employees – into this here-to-stay and rewarding age of digital fulfilment.

Subscribe

Get notified about New Episodes of our Podcast, New Magazine Issues and stay updated with our Weekly Newsletter.