Internal Logistics
The term internal logistics refers to all flows of goods, people and information, within the company walls.
Tactical & Operational
We help our customers improve various aspects of their warehouse management activities:
- Management and (re)organisation of all inbound and outbound flows, including information flows
- Management of internal and external warehouses
- (Re)organisation and follow-up of outsourcing processes
- Rationalisation of storage- and work methods
- Greenfield approach for new infrastructures
- Tenders and operation manuals for outsourcing (2, 3 or 4 PL services)
- Tenders for ICT topics (Warehouse Management Systems and Enterprise Resource Planning)
- ABC (Activity-based costing) / KPI (Key Performance Indicators) / CIP (Continuous Improvement Plan) management
Our customers appreciate our efficient and highly profitable approach. Our track record shows substantial costs reduction and/or substantial quality improvements in several economic sectors and various types of companies.
Our customers also appreciate our practical implementation support. We do not only offer recommendations, but also help you put them into practice. Our team members are experienced in the "hard" implementation on the work floor.
Process Improvement - Quality Systems - QSHE Management
We apply and rely on the following methods and fields of expertise, as an add-on working method in a global project approach or in stand-alone improvement programmes with a proper project definition and set objectives.
Process Improvement
Our team members improve processes, also in production and administration, closely involving operational staff in order to:
- Identify and eliminate all waste
- Realise standardisation
- Realise efficient communication
- Train people in applying well-defined methods
Standard set-up and action plan
- The management team defines the priority of processes
- Together with the management team, we select an ambitious workgroup
- We take a rigorous approach, applying the most suitable method (e.g. brown paper, brainstorming, ishikawa, Kaizen-cross, TOC, SWOT)
- We define the timeframe (between 6 and 8 weeks) and the frequency (0,5 days a week)
- We draw up a detailed action-plan, which the work group presents to the management team
- We track and define Permanent Key Performance Indicators
- We complete Profit-Loss calculations
Quality Systems
- Full guidance towards ISO-certification (new version 2000)
- Optimisation and revival of existing quality systems
- Applying ISO in a Kaizen-approach
- Training and guiding staff in writing practical procedures
- Eliminating all waste in the quality manual
Standard set-up and action plan
- Analysis of the existing situation
- Identifying improvement areas
- Comparison of actuals with ISO-objectives
- Improving where necessary and useful
- Corrective and preventive measurements with ISO
- Action plan, training plan and communication plan
QSHE Management
- Introduction of environmental and safety management systems
- Integration of environmental and safety management systems
- Optimisation of waste management
- Miss & Kiss working methods and instructions
- QSHE quick scan of your company
- QSHE training
- 5 S implementations
