 |
When things get tough,
you’re never alone
Warehousing: constantly looking for ways to do things even better
+ download pdf
Technical advances are continually improving the logistic processes at Philips Lighting. RF (Radio Frequency) technology, for example, facilitates real time stocktaking and ‘track&trace’ makes a ‘zero defect’ quality level possible. Marty Smit (46) leads a large team of professionals that’s constantly on the lookout for further improvement possibilities.
 Marty and his team employ most of the available SAP R3 capacity for continuous optimization.
“We’re not only concerned with warehousing, but also with material management, sales, production planning, plant maintenance, quality management and life cycle management.” RF technology was first introduced eighteen months ago in Dijon in France to improve efficiency and reduce errors in warehousing. Marty Smit: “SAP means real time, immediate processing of stock mutations. And the ability to monitor the current stock situation enables improvement of the delivery of products. In a pilot like this, we take special care not to provide a solution for just one site; we make sure our improvements are applicable elsewhere and thus increase profitability.
We’re currently applying this concept in other factories.”
RFID
Radio Frequency is also being linked to product identification (RFID) and a feasibility study into this is presently being carried out in a factory in Poland. Marty Smit’s expectations are high: At the moment, ‘track&trace’ is really ‘hot’ and we can see where our goods are at any given moment. That is essential if we need to recall a batch that has been found to be defective and also check which components have been used in the product. In automotives, for example, this is of major importance as this branch demands a ‘zero defect level’.
If defects are detected somewhere in the chain, the source of the problem has to be traced really quickly and the material recalled in order to comply with the 100% quality guarantee. The same applies in a number of areas: in Roosendaal, for example, we make lamps for the background of LCD screens. If we were to intervene only after the screens had been assembled, there would be a real problem if one was found to be defective.”
Involvement
Marty Smit feels that he’s really a part of Philips. “At Philips Lighting we are a close-knit team with strong feelings of solidarity and commitment. For example, if something unexpectedly happens in the system and we have to keep on working non-stop, we all pull our weight to the full. At certain times, a lot is asked of our personnel. That, of course, can’t go on indefinitely, and when things quieten down we expect to be able to redress the balance. That lets us restore our equilibrium, pick up our normal routines and re-charge the batteries.”
Part of the business
This commitment is to a large extent based on strong bonds with the company. Marty Smit: “Our process engineers feel part of the business. They get all the credits coming to them, but they’re also called to account if there are complaints. When a new function is introduced, we don’t just examine the user’s tests, we’re responsible ourselves and so we’re actively involved in such tests. Along with the key users, our people feel part of the whole process, and that’s as it should be. They have to understand what to do if, for example, there is an interface messaging failure. Respond immediately and start troubleshooting right away – because you know what the impact can be if people somewhere in a warehouse can’t continue because processes are shutting down.
That’s why focus on quality and prevention is so important. Continually looking ahead with maximum involvement… that’s the mentality behind our success. Now and in the future.
“At Philips you’re judged primarily on your performance, and to me that really counts.”
+ download pdf
| |
Philips home
