Practical strategies for SMEs – the path from manual warehouses to automation
Why it’s often difficult to get started
At first glance, everything is running smoothly in the warehouse. The employees know what to do and over the years a system has developed that works somehow. Processes feel like they’re well-rehearsed, tasks are distributed and everyone steps up in an emergency. In the search for articles detours are not uncommon, as are manual workarounds.
But the closer you look, the clearer the reason becomes: Much is based on experience instead of structure. The distances are often much longer than necessary and at the end of the day the legs are correspondingly heavier. Processes which are not consistently coordinated cost the company a lot of improvisation, time and money.
The beginning determines the way forward
Automation makes sense on the path to long-term improvement and is often even necessary for personnel reasons. Especially for medium-sized companies, it is difficult to know how to get started. The day-to-day operations seldom leave time to deal with the issue in a structured way. At the same time the question arises as to how to approach the topic. One wishes to avoid hasty, wrong decisions and active operations must not be disrupted.
So, the real challenge lies at or in the beginning. But warehouse automation in an SME can be developed step by step, based on one’s own processes, one’s own pace and with clear, comprehensible decisions.
The biggest improvements start on a small scale
Very often the first lever can be found in the little things which make a big difference in total but are hardly noticeable in daily operations.
A noticeable relief for employees can be realized when information is available faster, paths are structured more clearly, or recurring processes can be simplified. Operations are running more smoothly, decisions are becoming more comprehensible, and first improvements are becoming apparent in daily operations.
Employee knowledge as a success factor
Our advice: Use the knowledge of your experienced employees! They know where delays occur, which routes take unnecessary time and where improvisation is needed for operations to continue smoothly.
A clear picture of the current state emerges when these considerations are brought together. Patterns become recognizable, connections become apparent and, above all, those areas emerge where change really can make a difference.
Recognizing the right levers in the warehouse
Building on the above, the next step is to prioritize in a targeted manner. Which processes take the most time in the day-to-day operations? Where do most errors occur? And where is the effort manageable to achieve a noticeable improvement?
With this clarity, initial measures can be defined that specifically alleviate issues for the company. The pace can be adapted to your own requirements, to for instance quieter phases after intensive sales periods or to seasonal fluctuations.
Creating the right basis: data, processes and systems
The next step brings us to the question: What does it take for these changes to work in the long term?
One needs basic structures such as clear data, consistent processes and appropriate system support (e.g. a WMS). They create transparency and form the basis for all further developments.
The cleaner this foundation is, the easier it is to implement subsequent automation steps and the more sustainable they are during operation.
Targeted automation instead of everything all at once
Now, practical application is once again taking center stage. Which warehouse activities are particularly time-consuming? Where do errors regularly occur? And which activities occur so frequently that targeted support quickly becomes noticeable?
The answers are the key. Precisely these sub-areas are the first to be considered for automation efforts. This can concern, for example, order picking, simple transport routes in the warehouse or the structured storage of small parts. In this way, initial measures can be implemented without changing the entire operation.
Choosing the right technology
Which technology truly suits your own requirements?
The fact is that the range of solutions is wide and it is constantly expanding. In addition, not every technology automatically fits your own processes and actual needs. This is precisely why this decision should not be made based on gut feeling.
Before major investments are made, it is worth taking a structured view from the outside. An experienced logistics planner can help to correctly classify requirements, realistically evaluate possibilities and see the right solution in the overall context. Not only does this save a lot of money, it also avoids bad investments.
Conclusion: Warehouse automation as a sustainable development process
Warehouse automation in medium-sized companies can be implemented as a medium-term step-by-step project. Those who proceed in a structured manner create the basis for sustainable improvements with manageable risk. The decisive factor here is the interplay of clear processes, suitable technologies and a well-thought-out approach.
Our support extends from the initial idea to implementation. Please feel free to contact us if needed. We look forward to hearing from you!
