VISTE & TriFactor Team Up to Help Give to the Elderly

December 14, 2010 –As part of TriFactor’s commitment to community service, the Lakeland, Florida-based material handling systems integrator has donated conveyor to the local non-profit Volunteers in Service to the Elderly (VISTE) organization. Among VISTE’s services, the organization collects, stores, packages, and delivers groceries and other commodities to elderly citizens in Polk County who qualify for the program. The clients receiving assistance from VISTE must meet income requirements, be over the age of 70, and live in Lakeland, Bartow, Fort Meade, or Mulberry.

For the elderly qualifying for government assistance, the government supplements are not nearly enough to provide nourishment for the one month increments allotted. VISTE’s facility is designed to combine government goods and donations from shoppers at local grocery stores. The groceries and other household items are packaged so that an elderly person could feasibly live off of the supplies for an entire month.

VISTE is an entirely volunteer ran operation. “Our mission is to keep the elderly safe and independent in their own homes. The conveyor will help us in our mission by making the packing process easier on our adult volunteers,” shared Alice O’Reilly, Executive Director of VISTE. The donated conveyor will eliminate most, if not all, bending and lifting, thus creating a safer, more ergonomic environment for the volunteers packing the care bundles. The conveyor will also help to make the operation more efficient in transporting goods from packing to the delivery area.

JJ Phelan, TriFactor’s Chief Operating Officer, said, “Being involved in our community is important to the team here at TriFactor. VISTE is a growing non-profit whose mission we’re happy to help.” VISTE, a United Way entity, currently helps about 1,500 clients a month through the grocery program and other assistance programs including transportation and in-home care. If you would like to donate, please contact VISTE online http://www.viste.org/ or by phone 863-284-0828.

White Paper: “The Three Factors of the Material Handling Design-Build Process” by TriFactor, of Lakeland, Florida

November 9, 2010 – The process of designing and implementing a complex material handling system can be an overwhelming task for any individual given this responsibility. Naturally, companies typically assign the person that has the closest skill set needed to manage the project to shepherd the process. Unfortunately, in most cases, this person already has other tasks he/she is expected to accomplish as part of their normal every day job.

The decisions this person makes will in many ways shape the future of the company. Operational costs will impact the company’s bottom line since these costs will largely be driven by the number of employees required to run the operations and the physical size of the distribution center. Sales and customer satisfaction will be influenced by the efficiency of the system that is installed, which needs to function in order to meet or exceed customers’ expectations. The combination of lower operating costs, which positions companies to be more competitive, and increased customer satisfaction will result in the future success and long term growth.

Below you will find the benefits and steps associated with the Design-Build process and why you should consider this solution process if given the responsibility to manage your company’s complex material handling system project. The construction industry has led the way in pioneering the concept of Design-Build, a collaborative and partnership approach contract method. The typical project length, capital investment and intensive collaboration necessary in both the construction and material handling industries lend themselves to the use of similar processes.
The first step in the process is to select the project team. While it is easy to select your team members from the resources within your organization, often the challenge is finding the right team members from external resources. Spending the necessary time and focus on finding the right partner will pay huge dividends in the end. Remember, your challenge is to design and implement a complex material handling system, and the process associated with doing that is not the same as the one you would use to purchase a single piece of equipment.

To view the full white paper by John T. Phelan, Jr., P.E., please visit http://www.trifactor.com/Material-Handling-White-Papers/Three-Factors-of-the-Design-Build-Process

New White Paper and Seminar: “Warehouse Storage Solutions & Design Considerations; What You Need to Know”

October 19, 2010 – A seminar focusing on choosing, designing, and implementing distribution center storage solutions is being sponsored by TriFactor, LLC, (www.trifactor.com) a leading provider of integrated material handling systems.

With experience in material handling engineering and project management, TriFactor Product Sales Engineer Wynn Watson will be presenting the seminar at two locations; Wednesday, November 17 at the Radisson Hotel, Jacksonville, FL, and Thursday, November 18 at the TriFactor Learning Center, Lakeland, FL. The program runs from 9:00 a.m. to 10:30 a.m.

Companies looking to streamline their current storage method are encouraged to attend. Watson will provide a detailed summary of evaluating storage requirements, determining the best storage methods and tools, and finding the best solution for your facility. Watson will be leading the audience through an interactive project example in AutoCAD. Projects large and small will be discussed in relation to saving construction costs with a more concise storage footprint; regaining use of valuable labor hours thanks to a well-planned and organized storage space; and safety considerations for current or future storage solutions.

There is no fee for the seminar but reservations are requested. To reserve a spot please call 1-800-282-8468, or visit www.trifactor.com/Seminar-Information-and-Sign-Up The presenter prepared a white paper to guide the storage solution process. Read an excerpt from “Warehouse Storage Solutions & Design Considerations; What You Need to Know” below.

“Operational and physical changes often go hand in hand or at least significantly impact one another. Generally speaking, in a warehouse or distribution environment, physical facility changes boil down to different types of storage media for product handling, manipulation or picking. The most common types of storage come from four categories: Bulk Storage, Pallet Rack, Shelving, and Carton Flow. With the focus on different types of manual storage systems, below you will find how each type is used, some pitfalls to avoid, and ways to keep the equipment like new.”

To view the full white paper, please visit http://www.trifactor.com/Material-Handling-White-Papers/Warehouse-Storage-Solutions

TriFactor Accepting Applications for Material Handling Sales Positions

TriFactor is looking for a Product Sales Engineer and a Systems Sales Engineer to join their Central Florida sales force. At TriFactor, Sales Engineers are divided into specific teams. The Central Florida sales team consists of Product Sales Engineers and Systems Sales Engineers that service the same accounts in Central Florida but at different levels selling different types of material handling products and services.

In general, a Systems Sales Engineer is responsible for providing the automated material handling solutions to customers. These solutions are typically several hundred thousand dollars to multi-million dollar investments and take a long time to come to closure. The candidate best suited for this position must have patience, great personal relationship skills, be able to speak to personnel at the highest levels of customer organizations, and be able to coordinate many parties' interests so that they are well represented and their problems are addressed.

The Product Sales Engineer is more of a transactional sales associate that provides mostly static material handling solutions to customers. This is typically in the form of pallet racking, shelving, mezzanines, gravity (non-powered) conveyor, carts, etc. Therefore, the sales cycle is much shorter and the dollar investment significantly lower than compared to the System Sales Engineer's transactions. Additionally, the Product Sales Engineer is responsible for the fulfillment of the project that is sold, whereas the Systems Sales Engineer's sold projects utilize TriFactor's Mechanical and Electrical Engineers for fulfillment responsibility.

If either of these positions interests you, please review the job descriptions located on the Positions Available page of our website at http://www.trifactor.com/About-TriFactor/Careers/Positions-Available If you meet the minimum requirements and are interested in either position, please submit your resume and any other pertinent information about your qualifications to hr@trifactor.com.

CONTACT: TriFactor, LLC, +1-800-282-8468, hr@trifactor.com

Guidelines for Choosing a Conveyor System

The TriFactor Learning Center is frequently updated with new white papers and helpful material handling information. You're invited to read Craig Bertorello's "Guidelines for Choosing a Conveyor System."

Choosing the right conveyor system can be an overwhelming task for the warehouse or distribution center professional. Managers and planners often face a series of dilemmas when attempting to identify, develop and purchase the "ideal" material handling system.

Depending on the operation, the product to be handled and the application requirements, systems can vary from the very simplistic to the extremely complex. While various types of equipment are available to satisfy an application's needs, the best mindset when considering a conveyor system is to be sure the system is designed with specific characteristics in mind: 1) ease of adaptability to changing needs. 2) operationally safe; 3) reliable and requiring minimal maintenance; 4) energy efficient and designed around "green" principles; 5) most important of all, cost effective to operate.

Both conventional wisdom and the traditional mindset have erroneously devalued conveyors over time, regarding them as little more than non-value added equipment that does no more than move product through a warehouse or distribution center. This is why conveyors (and the material handling systems of which they are components) are typically the last elements considered in the process planning cycle.

Further, conveyors are also among the last equipment purchased, which is why purchase decisions are often made on the basis of initial acquisition cost, and not on the basis of total acquisition cost or overall value.

This common view of "commoditizing" conveyors is full of risk and exposure to the operation. The wrong conveyor type, or even a suitable type applied incorrectly, or for the wrong reasons, can quickly undermine the warehouse or distribution center's operating efficiency and long-term strategy, often dissolving profitability and/or stripping a company of its competitive advantages.

So, what is a more appropriate way to approach a conveyor system and what should you look for in the "ideal" system?

The common requirements for conveyors systems in all warehouse and distribution environments are to transport product between successive steps in the order fulfillment process, and to provide accumulation buffers throughout the process to allow for workflow balancing when considering the different processing rates associated with each step in the process. Accumulation buffers can also enable ongoing production during localized backups or downtime elsewhere downstream in the process.

There are a number of specific features or characteristics to look for when designing, evaluating, selecting and choosing conveyors for your system. To finish reading about these vital features, please visit the TriFactor Learning Center.

Selecting an Order Picking System

Written by Richard Gillespie, a Senior Project Engineer for TriFactor. This white paper details the critical considerations that must be taken prior to selecting an order picking system. The material handling white paper can also be found in the TriFactor Learning Center.

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"What do I need to know about my operation before choosing the order picking solution that is right for my company?"

It's a fair question. And since the order picking process is typically the most labor-intensive and costly activity for distribution centers, the follow-up question could easily be: "And how will that solution help me cut costs and stay competitive?"

Controlling costs, maximizing productivity, increasing throughput and improving accuracy are always critical factors for companies operating a warehouse or distribution center.

Fortunately, selecting the proper order picking technologies can move a company forward faster in reaching those objectives. To arrive at the correct order picking solution, here are guidelines that will help companies make the appropriate determination:

1. Minimize picker travel time and distances. Perhaps the most significant obstacle that undermines efficiency is the time order pickers spend in non-picking travel.

There are four concepts or methodologies and technologies that can be employed within the design of the order picking system to help minimize the impact of travel time and distance on productivity.

A. Implement an order picking methodology that makes sense for your business and your customers. Batch Picking, where an order picker is assigned and picks multiple orders simultaneously. This will minimize the number of "trips" to each location. Zone picking, where the picking area is divided into zones and order-pickers are assigned to specific zones along with the responsibility of picking all products within their zones. Wave picking, where an order-picker picks one product at a time for a group of orders.

B. Set up a forward pick area that allows all the fastest moving SKUs to be picked from a much smaller, more compact area than that occupied by the overall picking system, again helping to reduce picking travel time.

C. Implement proper slotting techniques and procedures that can minimize the amount of travel time and distance by locating the fastest moving SKUs in the forward pick area, such as near the end of the aisles closest to the shipping doors, or near major cross aisles.

D. Utilize "part to picker" technologies such as horizontal carousels, vertical carousels, vertical storage units and automated storage and retrieval systems (AS/RS), which can virtually eliminate all picker travel time.

2. Minimize product touches. Whether a distribution center uses basic order picking, batch picking, zone picking or wave picking, it's important to identify and record the number of times an item is "touched" or handled from the time it is ordered to the time it leaves the facility.

Using automated conveyors to move picked SKUs within the distribution center is a major solution for eliminating unnecessary touches. It's also possible to reduce product touches in some operations by picking directly from the storage locations, rather than replenishing to forward (or fast) pick areas.

3. Use of "golden zoning" principles. This is the process of placing the fastest moving SKUs within easy reach of the order-pickers. This minimizes pick retrieval times and as a result, improves productivity.

This principle can be utilized across a number of different storage and picking mediums. For instance, in manual pick operations, it can be applied to shelving and carton flow rack, as well as automated pick operations such as carousels and automated storage and retrieval systems.

When applying this approach to automated material handling solutions, you are not just placing the fastest moving SKUs within easy reach of the order pickers; rather, you are placing the fastest moving SKUs in the same general area within the carousel. This minimizes the distance traveled between picks, since the fastest moving SKUs are near the input and output points of the crane aisles, which reduces the crane's travel distance.

An added benefit in a manual order picking operation is improved safety and ergonomics as the majority of the picks will be from proper heights, which minimizes reaching and bending by the order-pickers.

4. Incorporate dynamic work zones or flexible picking zones. When utilizing zone picking methodologies, the use of dynamic or flexible zoning techniques allow the boundaries of the pick zones to be shifted to match changing workload requirements.

For example, at times when business is slower, the work zones can be increased to allow for fewer order-pickers. On the flip side, in peak business periods, the work zones can be reduced so additional order-pickers can be introduced into the system.

This makes it possible for improving the management of operating throughout the year, based on day-to-day or seasonal picking needs.

To receive the maximum benefits from dynamic work zones, the picking operation requires a warehouse management system (WMS) or warehouse control system (WCS), and utilizing one, or some combination, of the three picking technology aids such as RF, pick-to-voice (PTV) or pick-to-light (PTL).

5. Utilize slotting principles and techniques. Before setting up a picking system, it is essential to gather as much data as possible on the movement of SKUs. This can be accomplished by measuring the dimensions and weights of all existing and in-bound new SKUs with a suitable measuring device.

Order history reports can be helpful in determining how much product of each SKU has moved over time and how it has moved. With this information, you can determine which equipment is appropriate for each SKU and where each SKU should be slotted.

Many operators make the mistake of limiting the necessary and appropriate time to slotting a warehouse and picking system to when the facility first went into operation. But in fact, slotting is the recurring task of effectively determining the best locations for SKUs based on sales velocity, physical dimensions and storage constraints.

Distribution centers that do not dedicate the necessary time and resources for properly re-slotting a warehouse, making sure products are stored in ideal locations, are candidates for serious problems.

While SKU turnover and activity will generally determine the appropriate frequency for re-slotting, there are indicators for when it is time to re-slot. One is when order-pickers in the forward/fast pick zones are spending more time searching, stretching, reaching or bending for products instead of picking from the waist-high golden zone. Another is when order-pickers leave the forward/fast pick zones frequently to retrieve product from other locations in the system.

6. Use of task interleaving. This principle applies to full pallet picking operations only, and targets some of the loss of productivity associated with travel time and distance.

Task interleaving refers to the process of combining active picking with the put-away or other value-added processes. In short, the return leg of travel from the dock is used to kill as many birds with as few stones as possible.

For instance, the lift truck driver may be directed by the WMS from the shipping area to the adjacent receiving area to pick up and move a pallet into storage when returning for the next pick. The principle basically provides for maximum return on investment and best utilization of the operation's manpower and equipment investments by preventing the operator from returning "empty handed" from the picking leg of the operation.

7. Use of picking technology aids. Having dealt with the first six factors, it is time to consider and evaluate the appropriate order picking technology--RF, pick-to-voice or pick-to-light - recognizing that the best picking solution may be some combination of the three.

When finally choosing an order picking technology, factor in the density of SKU locations, required throughput, characteristics of the items being picked and any specialized procedures, such as serial number and bar code tracking.

In general, an RF system will provide for some small productivity gains over a paper-based system, but the greatest gains--and generally the reason most companies move from paper-based to RF-based systems--will be achieved with improved accuracy.

When considering both pick-to-voice (PTV) and pick-to-light (PTL), be aware that the voice systems generally provide for higher picking accuracy, while the light systems provide for higher pick rates and throughput.

It might seem that selecting the most appropriate picking technology requires more "due diligence" than might be expected. It does. And your patience will be rewarded with the proper picking and equipment technology that will maximize a distribution center's picking capabilities and, at the same time, minimize operating expenses.

Give Your DC an Edge in the Economic Recovery

By John T. Phelan, Jr. P.E.

In spite of the optimistic signs that the recession is receding, it would be illusionary to believe that everything will revert to the way things used to be. As a result of the economic turmoil, distribution centers are experiencing fundamental changes and redefining their relationship with material handling integrators. Together, these factors will shape the post-recession era.

Here is an assessment of what distribution centers need to do to gain competitive advantage in the year ahead and even beyond.

1. Green Technologies Propelled by efficiency, consumer awareness and increased regulation, green initiatives will gain momentum in the recovery. A rapidly emerging, environmentally-friendly technology in the low voltage arena, the 24-volt motorized drive roller (MDR) conveyor, will see increased demand in 2010 as the price becomes more in line with conventional AC powered conveyors. Running only when necessary and offering a high degree of modularity, the MDR conveyors combine efficiency, ergonomic design, reduced noise levels, low maintenance with 30% to 60% energy savings.

The green movement will also affect existing equipment. Programmable logic controllers (PLCs) will be reprogrammed and photo eye sensors added, enhancing energy efficiency with a Sleep Mode that detects the presence of product, automatically shutting down certain sections where there is little or no product and restarting when demand increases. Start up sequences of the conveyor system will also be reprogrammed so that motors turn on one at a time, decreasing the energy spike resulting when all motors start at the same time.

2. Multi-channel distribution under one roof In recent years, a new distribution paradigm has emerged as organizations are increasingly integrating their distribution channels under one roof. This has proved a vexing task for many organizations that traditionally developed their channels as separate silos; however, there are significant cost-saving advantages in high speed order fulfillment, tight inventory controls, and management of numerous SKUs, new product additions, and increased changeovers when channels are properly integrated. Complexities increase because warehouse requirements vary by channel, necessitating more rigorous planning. For example, direct-to-consumer involves a high unit pick volume and requires high technology solutions such as A-Frames, Pick to Light, Pick to Voice coupled with carton flow pick modules.

On the other hand, the retail distribution channel typically does not have many unit picks, but is mostly case and full pallet picks, and the wholesale distribution channel normally requires full pallet shipments and inventory control software to ensure that the pallets of goods meet the requirements to ship wholesale. In addition, each channel has different needs with regard to cost-effective outbound transportation.

Furthermore, distributors are called upon to do more things, with more variety. There are rising expectations to receive the product as needed, and distributors will be expected to provide “value added services,” such as special packaging or adding promotional materials.

These changes have profound implications for the relationship between integrators and distributors as distributors look to integrators to provide creative, flexible solutions, not just equipment. Advanced planning – often taking nine to twelve months – will become intrinsic to the process.

3. Understand vendor consolidation Look for continued consolidation of manufacturers in 2010 and beyond. The credit crunch and broad recessionary pressures have created significant opportunities for distressed merger and acquisition activity among both small and large companies. In 2009, the largest pallet rack manufacturer in the world, Mecalux Group, acquired the largest rack manufacturer in the United States, Interlake Material Handling, Inc. out of bankruptcy. Additionally, two conveyor manufacturing powerhouses combined when Intelligrated purchased FKI Logistex.

Distributors that work with integrators that can still draw from multiple lines will be in a better position to obtain objective and unbiased solutions.

4. Productivity reporting Pervasive uncertainty and cost pressures will continue to impact distributors in 2010, intensifying the need to monitor carefully productivity and identify opportunities to improve efficiency. Software has the capability to provide operational performance data across various departments/ functions down to work shifts or an individual employee. Expect to see more of it in 2010.

5. Automation: checkweighers The bar will be raised on quality control in 2010 and automation will be the answer. Checkweighers protect against unacceptable under or overweight packages reaching customers. More distributors will recognize the opportunity to increase profitability and minimize customer complaints through tighter processing and packaging controls.

6. Not just speed, lower costs: crossdocking at the DC An old concept, crossdocking is gaining renewed interest. Moving product directly to shipping from receiving eliminates unnecessary tasks and reduces costs. It is best done with a receiving conveyor system that integrates with the warehouse management system and the warehouse control system. While accelerating speed to market remains a critical goal, real time control that cuts costs and adds agility in the supply chain during these challenging economic times will drive crossdocking decisions in 2010.

7. Automated pallet building and wrapping The shift toward smaller, more frequent shipments and demand for processing orders with ever increasing speed will continue in 2010. Accuracy and minimal product damage in order fulfillment is vital and automated pallet building is an easy to justify answer. With advances in technology and an expanded supplier base, payback on automated pallet building can be achieved in less than one year. Some palletizers are also equipped with automatic stretchwrappers, adding more functionality by combining the two labor-intensive operations.

Those adopting the technology in 2010 will benefit from reduced labor costs, improved safety, and a higher degree of order accuracy.

8. Automated print & apply labeling Another labor-intensive area that will see increased automation in 2010 is printing and applying labels. Automatic label application provides significant time savings, as well as consistency and accuracy. Incorporating a box erector prior to the label operation adds functionality and further reduces labor costs. ROI varies with the number of shifts/people performing the operation, with the payback period significantly shortened when multiple shifts/people are involved.

9. Velocity analysis and Slotting The reoccurring theme of cost reduction in 2010 will foster efficiency producing measures that drive down costs in storing, picking and replenishment operations. Measuring product velocity, or how much and how often the SKU is picked at various durations of the year, identifies fast, medium and slow movers and places high-velocity SKUs in readily accessible and ergonomically friendly pick areas. Of critical importance in 2010 will be the ability to adapt with agility to changing demands and changing SKU velocities.
Further strengthening the slotting of SKUs, the physical dimensions of each SKU package can be determined automatically with product dimensioning systems, like the Cubiscan. This measures dimensions and weights and feeds the data into the inventory management system, eliminating human errors and assuring the most efficient packaging.

10. Outsourcing Labor force reductions mean either downsizing or eliminating engineering departments and in-house maintenance staffs. Increasingly, outsourcing is a viable option, a way to move from fixed to variable costs. In 2010 look for more companies to seek trustworthy partners to perform engineering and maintenance functions.

Faced with increased complexity and rising costs, others will take even more sweeping steps and outsource entire distribution operations. The year 2010 will see the continued maturing of the 3PL industry with a focus on keeping the supply chain management efficient and priced right for customers. Those who use the economic climate as a catalyst for innovation and leverage their existing technologies and workforce will emerge as leaders.

The recession’s impact on distribution will not fade quickly. While the trends of the green movement, consolidation, automation and technology are not new to the industry, they will take on new direction in the years ahead as cost savings, agility and flexibility will be the key drivers. Driven by residual uncertainty and relentless pressure to reduce costs, distributors will scrutinize their relationships and demand new ways to do business. The desire to realize increased value will dominate during the post recession era and material handling integrators had better be ready.

John T. Phelan, Jr., P.E. is Chief Operating Officer of TriFactor, LLC, a material handling systems integrator based in Lakeland, Fla. He can be contacted at 863-577-2243 or jjphelan@trifactor.com. For more information visit www.trifactor.com

Creating a Lean Distribution Center

TriFactor of Lakeland, FL Offers New White Paper: “If You Want to Run a Lean DC, Consider an Automated Crossdocking Process”

When considering the steps to make your facility leaner, reflect on what aggressive business leader Peter Drucker once said, "There is nothing so useless as doing efficiently that which should not be done at all." The elimination of waste has been the mantra for manufacturers implementing a lean program in their operations. Ensuring the highest quality processes resulting in minimal defects or errors is the cornerstone of Six Sigma philosophy. Books have been written, classes taught and certification programs administered tailored to the quest of streamlining production. For those of us that live solely in a distribution environment, we must look to the principles of lean or Six Sigma and find areas where they can be applied so that the mission of accurate, on-time and cost competitive distribution of goods can be achieved.

Implementing an automated crossdocking process in the distribution center would be a low hanging fruit when evaluating potential continuing improvement processes. By definition, crossdocking is the direct flow of goods from receiving to shipping thereby bypassing any of the storage, replenishment, picking or sorting activities while maintaining the value-added function of order consolidation. In order to put an automated crossdocking system into operation, there are some critical requirements that must be met. Vendors supplying products to your DC must provide advanced shipping notices (ASN) along with appropriate unit labeling, either bar code or RFID. When shipments hit the receiving dock, they can be placed onto a conveyor, scanned, and the products will be validated against the ASN with appropriate routing instructions married to each unit. As a result of having an ASN, the Warehouse Management System (WMS) already knows what to expect in the shipment and all of its contents and therefore will have already determined the destination of each unit as it is scanned and received into inventory.


To view the full white paper by John T. Phelan, Jr., P.E. of TriFactor, LLC (www.trifactor.com), please visit http://www.trifactor.com/Material-Handling-White-Papers/Lean-Automated-Crossdocking-Process


CONTACT: Stefanie Poe, Marketing Coordinator, TriFactor, LLC, +1-863-577-2233, spoe@trifactor.com