Bottlenecks and Automation Workshop in Jablonec

This time, we went to Jablonec with the central logistics team to analyse the bottlenecks in logistics and, together with the local logistics team, to consider whether and what options would exist for deploying automation. After gaining experience of automation in Amurrio, we had opportunities for comparison.

Three key points that we took under the magnifying glass:

1. Material flow analysis, warehouse utilization and production layout assessment.
2. Using automation to increase efficiency and productivity in logistics.
3. Possible layout changes from a strategic perspective.

Right from the start I was very impressed by the information board, which clearly tells you how to behave and prepare for meetings. I liked that very much.

It was clear to us from the outset that implementing automation, as in Amurrio, would be very, very difficult. The unfortunate fact is that layout and material flow is an absolute disaster for logistics. Material in and out is in a limited space of about 200 m2 and all material has to be transported through production to the warehouse and back.

The machines are spaced very narrowly so that the aisles for a possible AMR robot is too narrow. This means that this precludes us from picking up finished products and bringing empty packaging into production.

Therefore, we analyzed the components where it would make sense for us to store them in an automated warehouse like Kardex / Vertiflex, thus freeing up a production space of about 220 m2. Here we will further calculate whether it would make sense to implement an AMR robot so-called waiter, which would bring the necessary material to the line on call in Kanban. Into the vacated warehouse, then move the assembly from the old building and thus get the production more to itself.

During the brainstorming we came up with other, I would say revolutionary ideas. Some of them have already been analyzed and there is even project documentation. Constructing a new warehouse outside the building and transporting the products through a tunnel.

The second option would be to take the complete warehouse off-site and use shuttles to bring in the goods in regular sections. Everything would be controlled by electronic kanban.

And the third option is in the middle of the site, raise the area so that it reaches 1 floor and load everything through the new site and ramp. Which would at least partially ease the material flow and not have to haul finished products through the entire production. On the contrary, it would get a structured material flow that would already make more sense. The disadvantage of this solution is again the necessity of an intermediate floor solution. This is because the entire factory is built on a slope and has de facto 4 floors. The basement, with a workshop for maintenance, then the ground floor with production and now the warehouses, which would be moved from part of this to the 1st floor and lift finished products by elevator or conveyor. This means that there would also be significant investments here, which have to be calculated.

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He definitely wants to mention the historical building that stands in the front of the factory and gives the factory a bit of a First Republic look. The building is more like a mini-ministry than a production facility and in addition to many nice offices and meeting rooms, the employees also have a small gym there.

I would like to thank my colleagues from Megatech Jablonec, namely Petr Běhal and Lubo? Bleha, who were dedicated to us for two days and I think that our small workshop made sense and will be the start of cooperation between logistics Jablonec and central logistics.

Stronger together!