All in the definition
December 1st 2009

Automation projects like Procter & Gamble's Manchester distribution centre stand out, but not all go to plan. This makes definition key as Pieter Feenstra, MD of Swisslog UK explains

IIt is important to understand which factors define successful automation projects because surprisingly many are not related to the quality of the facility or its supplier but rather the products handled in the facility or the processes of its end user. If the factors described in this article are considered before, during and after a project realisation, success will not be coincidental but as a result of good planning.

System design A design usually costs just 1-2% of a total project value, yet without a thorough design phase a successful project is unpredictable and capital investment may be much higher than required. Specific attention should to be given to data analysis and growth scenarios. Often companies are clear regarding growth in revenue and sometimes even volumes, but rarely in number of articles (SKUs), orders and order lines. These last factors however are very important when evaluating different concepts. If detailed growth scenarios are not available or predictable, a concept must not be heavily dependant on them.

The supplier,equipment and controls It goes without saying that the quality of supplier, the supplied equipment and the integration and controls of equipment are crucial to a successful project. Selected partners must be able to show a proven track record in the design and realisation of automated projects.

The most important factor of a project realisation is the facility's overall controls, starting with the machine controls through a layer of subsystem controls to the overall warehouse management system and visualisation system. It is important to recognise that the integration of various control components within an automated facility is often even more challenging than the mechanical or electrical parts.

Products to be handled in the facility Often automation has specific requirements relating to the products handled in the facility and it is critical that these are met. The requirements often deal with pallet quality, load quality and sometimes carton quality.

Good systems check pallets and their loads before they enter the automated handling elements to prevent pallets getting stuck and causing downtime. The majority of rejects are due to broken pallets (caused by manual handling), loads that are out of tolerance (for example, by having travelled a long distance in a truck) or loose foil wrap. Even if loads are rejected without causing system downtime, they still require time (money) to be corrected or adjusted. Nowadays systems are implemented to prevent repair work by checking pallets before palletising products (especially in the food and beverage industry) and automatically correcting loads or exchanging pallets.

Change management The transition of handing the realised project over to the end user is a crucial yet often underestimated stage. Effective change management is essential: equipment can work perfectly but if the organisation cannot or resists getting the maximum out of it, the overall project will fail. This stage requires effective change management. The customer will need to re-assess their organisation and question aspects such as whether the system will be accepted by staff, whether they have the right organisational setup, whether other resources are needed, how the transition process should be managed, who the process owners are and what standard operating procedures are needed.

Support Once fully operational, a facility still needs effective maintenance and support; equipment needs preventative and corrective maintenance and the controls components need regular checkups and support.

In conclusion, an automated warehouse or distribution centre has many financial and/or qualitative advantages and really can drive bottom line results. It is vital to review these success factors and ensure they are properly addressed to provide an even better financial result and working environment.

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