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A new way of looking at scheduling and lot sizing is proposed by embedding material handling considerations in the determination of optimum delivery policies for a single stage, uniform demand assembly system in a finite horizon. Unit loads are used in place of lots; material handling and container costs are charged; and area and material handling constraints are imposed. A solution procedure based on a delivery period matrix is used to solve the minimization problem. Computational experience is provided. A special case of uniform delivery intervals is taken up and a discussion is given on variance penalty. / M.S.

This thesis identifies various material handling model parameters which must be addressed when using simulation. Operations of six material handling devices (AGVS, AS/RS, conveyors, cranes, fork trucks, and industrial robots) are studied to determine attributes which require modeling consideration. Four simulation software packages (GPSS, PROMODELPC, SIMAN IV, and SLAM II) are analyzed to determine their capabilities for modeling material handling situations. A survey was developed to extract information, from software experts, about each software package under study. Based on this survey, the state-of-the-art in modeling materials handling systems is assessed. / Master of Science

Thesis (MBA)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Mobile lifter (ML) is a product that is used to lift loads or materials ranging from 20–600 kilograms (kg), and to move the loads to anywhere within the factory up to a height of 2.3 metres (m). The ML is ideal for loads heavier than human comfort, dangerous to touch by hands, requiring repetitive moving and not heavy enough for a forklift. As the need for labour rises and manufactures want to increase productivity, the ML becomes the solution. Currently, there is no company that specialises in ML, and that provides good service to the customers. HELM intends filling that gap in the markets. HELM plans to acquire exclusive distribution rights with a European base supplier of MLs. HELM will become the distributor of MLs in Southern Africa. HELM will have its base or office in Cape Town (CT), but also secure subcontractors in three other provinces, namely Gauteng, KwaZulu- Natal (KZN), and the Eastern Cape (EC). HELM will sell products from its supplier partner and it will offer services and a maintenance plan to its clients at a competitive rate. The ML can be used in manufacturing, wholesale, the retail trade and motor trade, and transport and storage. The three sectors account for over 35 percent of South Africa’s gross domestic product. The manufacturing sector is the largest sector with many industries. The most attractive industries are the fast moving consumer goods, automotive, pharmaceutical and chemical manufacturing industries. Although the industry or market is fragmented, Gauteng has the largest target market with over 9000 registered manufacturing enterprise. It is followed by KwaZulu-Natal, then the Western Cape and finally the Eastern Cape. The ML industry is still in its infancy, and HELM Solutions intend to sell 25 units in the first year, 33 in the second and then 36 in the third year. The current distributors of MLs only have one point of service per distributor in South Africa and MLs are non-core products for them. HELM also intends differentiating itself from other distributors by being a solution provider to clients, and not a product distributor. HELM wants to understand the clients’ business, understand their needs, and provide them with solution that will also increase their profit. This should give HELM a competitive advantage and make it difficult for clients to substitute the HELM products and service. Franck Tshilombo is one of the three entrepreneurs who will be directly involved in the business. He will start as the only employee of the business. He has been working with MLs for the past four years. His experience ranges from selling and marketing to ordering, assembling, service and maintenance of MLs. Kevin French brings experience in the financial field of investments. He holds a B Com degree and is a CFA charter holder. He has 25 years combined experience in financial services at large corporates and smaller entrepreneurial start-ups. He owns an investment management business and two paint distribution businesses. His experience includes starting new businesses, takeovers and turnarounds in financial services, and construction and electrical engineering. Collin Ramukhubathi who has a mechanical engineering degree and is an MBA candidate, has 15 years working experience in general management in construction and the mining sector. HELM Solutions require funding for fixed assets and working capital. The fixed asset will be funded by shareholders in the form of assets worth R30 000 and cash of R15 000. The amount of external funding required is R154 000. The desired funding should be in the form of an overdraft loan, as not all the funds will be needed in the beginning. This funding will be used towards the monthly expenses for the period of three months and towards increases in sales within the first five months. The funds will be needed during sales growth as the cash conversion cycle of the business is long. The overdraft loan is based on the interest rate of 12 percent. Based on these estimates, the loan will be fully repaid within 11 months.

Dissertation (PhD)--Stellenbosch, 2004. / ENGLISH ABSTRACT: The dissertation reflects the research done on the design principles and success factors for the operation of cross dock facilities in grocery and retail supply chains. The cross dock is a particular facility in the supply chain where goods are received from suppliers, sorted without storage of the goods, and then efficiently moved to downstream customers. Cross docks are not a new operation. However, the use in high volume grocery and retail operational capabilities is poorly understood and is not uniquely defined. The problem is that cross docks are often seen as extensions of warehouses. The same personnel, systems and processes are applied and the efficiency potential of the cross dock is not achieved. Warehouses are orientated towards storing the full range of product and allowing the pick to be done from this storage buffer to provide any or all of these products to a customer. Cross docks will only handle products that are used in larger quantities and that are sent to most, if not all, the customers. The cross dock is therefore distinct and very different from the traditional warehouse. The published research tends to focus on the technical aspects of the cross dock layout. This research is primarily in the scheduling of the trucks into the yard of the facility; the allocation of trucks to specific doors of the facility; and the allocation of doors to receiving and despatch functions within the facility. Very little information or research reflects the design principles and success factors for the cross dock and its supply chain. The only classification of the cross dock in the literature is whether the barcode is added to the item before or after receipt at the cross dock. For this research work a literature survey was conducted and five major operations were reviewed, in South Africa and the USA. The research empirically drew logical conclusions, which were tested in the operations and found to be correct. This allowed the design principles and success factors to be determined for a successful cross dock. The research extends the knowledge of the cross dock operation and design: - • A new classification for the feasible types of cross docks in the supply chain was developed. Three factors are shown to be of primary importance: - o Where in the supply chain the identification of specific items for a customer is done; o Where the sort is done for the items to be delivered to a customer; and o Whether the supplier is providing one product or multiple products to the sort. From these three factors, eight potential classifications could be defined. However, only three practical types of cross dock can be determined from these eight alternatives. These are named in this research as Cross Dock Managed Load (CML); Joint Managed Load (JML); and the Supplier Managed Load (SML). The cross dock is far more effective than the warehouse when the total work (excluding inventory) is considered. The earlier in the supply chain the product is identified for the use of the entire downstream supply chain, the more effective will be the total supply chain. Thus the greatest supply chain effectiveness possible is with the SML, then the JML and finally the CML. • The operation of a cross dock is very similar to a continuous manufacturing process. There is no buffer of stock to decouple the inbound and outbound processes, and the operation takes place in a restricted area. However, in the retail chain, the workload alters with different orders and different days. Daily load differences vary by as much as 90%. This results in vastly different workloads and variations of throughput. This is similar to a batch operation with highly variable workloads between batches. The literature recommends the use of Just in Time (JIT) practice for cross docks. This is inappropriate as its primary requirements are continuous full volume operation and continuous small improvements to achieve a balanced operation. The most appropriate method of process improvement is the Theory of Constraints (TO C) and not JlT. • The management must have a detailed, disciplined approach. This implies standardised methods of operation, and a high degree of training. Equally there is the requirement for a special type of personnel to operate the cross dock. These operating personnel must be able to operate with precision (i.e. very low error rates) and be able to maintain this capability for continuous periods. • The systems required for a successful operation must include the capabilities of Yard Management, WMS for cross docking, Order Management with Advanced Shipping Notice (ASN) capability and Track and Trace across the supply chain. The items need to be identified by a barcode. The information required on the barcode will be determined by. the information systems capability of the least advanced service provider in the supply chain. If this service provider can receive and transmit all the data required for the supply chain from and to the other members, then the barcode need only be an identification number of the specific item. The data pertaining to the items is then passed from system to system in the supply chain. If data movement is not possible between all the parties in the entire supply chain, then the barcode must contain the information that will identify the item, the origin and the final delivery destination. If the items are delivered as part of a consignment, a further quantum of information is required to identify the total number of items in the consignment and the specific item within the consignment. • The research shows that the overall capability of the cross dock or its maximum capacity is the combination of the capability of the personnel and the cross dock design. Restrictions on either the personnel capability or the design of the cross dock, or both, severely reduces the effectiveness of the cross dock. • The previous research on the sequence of allocation of trucks to specific doors within the cross dock can be enhanced with a new sequencing method. The new method allocates the transport, in sequence of arrival, to the open door that either numrruses the walk distance in the facility; or maximises the completion of the consignments in order to minimise the area required to build the consignments; or a combination of both. The choice of these will be determined by the constraints imposed by the design of the building. This is an important extension as this ties the supply chain into the cross dock operation, rather than looking at the cross dock in isolation as has been done in this previous research. • The factors that influence the design of a cross dock as to its size, shape, number of doors, and the specifically required additional areas, is defined in detail. The principles of these factors and their inter-relationships and dependencies are used in a detailed design for a cross dock. The detailed design process is set out from data analysis through to the actual size calculations and layouts. Measurements of walk distance and sort movement are used to determine the most effective design. The design is shown to be considerably more effective than the older designs. This work has significantly extended the research on the design principles and success factors for implementation of cross docks in retail supply chains. The research derives a unique new classification for cross docks. An improvement is made to existing research on the allocation of the transport to particular doors in the cross dock. The operation, management and personnel are shown to require specific characteristics. The information systems required for effective cross docks is determined and defined. The identification of the individual items by barcode and the information required within the barcode depending on the information sophistication of the service providers in the supply chain is defined. A detail process to design a cross dock is evolved, with the full knowledge of the factors that must be considered and their interrelationships. Measurements to determine the effectiveness of the design are used to choose the most appropriate design. All these are then synthesised into a new design, which is far more effective than any of the other designs researched. The design process will produce a very effective cross dock as has been demonstrated with a new facility. / AFRIKAANSE OPSOMMING: geen opsomming

published_or_final_version / abstract / Industrial and Manufacturing Systems Engineering / Master / Master of Philosophy

If Sweden want to be able to compete internationally with its production capacity,it is important to work actively with production development and production ofresource-and time-efficient. This report is a bachelor thesis of 15 hp conducted atthe University of Halmstad. Using the principles of continuous improvement andLean Production, the author developed a concept for HAGS Aneby AB to changeto the customer order driven assembly of spring toys.First of all, the theories of Lean Production, logistics and ergonomics are used tobuild and present a theoretical framework for further examination. Then, toachieve the target, the current assembly process is analyzed to develop some firstconceptual ideas for improvement. In order to develop the best advice, theconcepts are evaluated against the company’s requirementsThe developed action plan gives recommendations on how the company shouldrestructure their assembly process and the organization of the related departmentin order to produce spring toys in a more time efficient and lean way. The resultsshow the extent of economic improvements as well as the amount of time savingsthat can be realized through the improved assembly process. The concept could bepartially implemented in the company and there is an optimistic view of HAGSAneby AB to achieve more efficiency in their assembly process in the future.

Thesis. 1976. M.S. cn--Massachusetts Institute of Technology. Dept. of Mechanical Engineering. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND ENGINEERING. / Includes bibliographical references. / by John R. Potter. / M.S.cn

Automated storage and Retrieval (AS/R) systems have had a significant impact on storage and retrieval of finished goods, work-in-process, and raw materials and supplies. A microcomputer-based simulation model was developed to evaluate different unit load AS/R systems serving multiple input sources and output destinations. The simulation results were statistically analyzed on different performance measures including throughput, mean waiting times maximum waiting times and rejects. The results showed that for single-dock, square-in-time layouts, the class based arrangement produced significantly higher throughput for all scheduling policies. Among the scheduling policies, the relief nearest neighbor produced consistently higher throughput. Comparing square-in-time versus non-square-in-time layouts, the square-in-time layout performance was better; the performance deteriorated as deviations from square-in-time increased. For the two dual-dock layouts, at lower arrival rates the dedicated layout produced higher throughput; there was no significant difference between the two layouts at higher arrival rates. / Graduation date: 1992

Packaging has a major impact on the activities performed in a logistical value chain. Packaging can improve or decrease the efficiency of the outbound logistics process. It is therefore important to consider the activities and the value that they add to the overall process. ROL International is a Swedish store interior manufacturer that design, produce and distribute their products on a global basis. One of their basic products is the shelf concept. ROL wants to improve their efficiency and consider a change in the packaging method for the shelf concept. Two alternative packaging methods have been suggested and ROL want to know if either of the two alternatives would result in increased efficiency. The purpose of this report is to evaluate the two packaging alternatives and their impact on the activities connected to the outbound logistics at ROL International. Since the study was conducted at request from ROL International, it is considered as a qualitative single case study. Observations, mainly at ROL’s warehouse but also through an observation at one customer’s premises, were used for determination of the activities included throughout the studied process. In addition to the observations, interviews were conducted with key persons concerned with the effects of a change in packaging method. Secondary data in form of order and shelf statistics were important for the study due to its impact on the frequency in which the studied activities are performed. The study found that neither of the two suggested packaging alternatives are suitable for implementation in the present situation. This is mainly because of the increase in activities needed to perform the packaging of shelves, which would result in increased cost that cannot be justified through enhanced customer service and higher quality. More-over, the study also found that the current process for picking customer orders are ineffi-cient and might require a restructuring of the warehouse operation in order to become more efficient.