My role as a project manager at UWT Logistics focuses on continuous improvement projects, where I lead a small team with the goal of driving excellence through the application of LEAN Six Sigma to our Operations. Learn about some of our key projects below:
Hazmat Zone Space Utilization Project
Covid-19 has reeked havoc supply chains. One critical metric that show cases this stress, is excess warehouse capacity which had fallen to almost 40% by July 2020. This squeeze is the result of depressed demand causing inventory to to sit in storage for prolonged periods of time and inflexible production processes that caused output to be irresponsive to the initial collapse demand and supply shocks. Our organization was no different and we quickly found ourselves running out of space in our hazardous materials storage cell, which lead to our organization to resort to storing product on trailers on our receiving dock. My team was tasked with developing a solution to this critical problem.
Our Approach:
Developed a report using data captured by our WMS to give better visibility on inventory levels in Hazmat cell and trailers
Changed inbound processes to override put-away logic for hazmat SKUs
Developed a series of reports that gave visibility into inbound shipments so that proactive steps could be taken to increase utilization
Results:
50% reduction in external storage trailers at peak inventory levels (90% once demand stabilized)
20% increase in utilization within our hazmat storage cell
Mobile Checking & Optimization Project
Leveraging technology to improve operational efficiency is a must for any organization in the 21st. Century. At UWT Logistics, we identified a need to improve inbound and outbound order processing throughput time. I worked with our operational, IT, and management teams in order to conceptualize, test, and implement the use of mobile Zebra printers and other processes changes into these changes of processes.
Goals:
Redesign receiving and closing container processes to leverage new technology to improve productivity
Results:
Reduced Checking headcount by 33%
Reduced Close Container times by 60%
Slotting Improvement Project
Slotting is the process by which specific SKUs are assigned to specific locations in a distribution or fulfillment to optimize the efficiency of the facility. Over the course of a year as a project manager at UWT Logistics, we conducted a revamp of our pick-pack-load and ship area, utilizing LEAN principles and data analysis to reduce costs in our operation.
Goals:
Eliminate Demand Replenishments
Eliminate No Pick Line (NPL) Replenishments
Improve Capacity Replenishment Efficiency
Reduce Sort and Seg Time for Case-Pick Order Fullfillment
Reduce Travel Time for Case Pick-Pick Order Fullfillment
Drive FIFO Compliance
Results:
Reduced Demand Replenishments by 90%
Eliminated NPL Replenishments
Increased Capacity Replen Efficiency by 10%
Improved overall picker productivity by 20%
Reduce partial pallets in Bulk locations by 90% in 6 months