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Lean effect for customer logistics
«
Lean» in customer service
Lean in logistics is the systematic elimination of proc-
esses that do not contribute to service delivery. For
example, internal stock movements and transport via
several different service providers and transportation
companies.
We want to be the best, most secure choice for our
customers, not only in terms of the technology, in-
novation and reliability of our products, but also in
terms of availability and predictability. Thus our cus-
tomers can focus their resources on the core business
to promote growth and company image.
Delivery performance and reliability
The fast, reliable delivery of small orders is of particu-
lar importance to system integrators. Two measure-
ments show this. Delivery performance is defined as
the capacity to deliver products within a specified
time period, for example 48 hours. Delivery reliability
is the capacity to meet the first confirmed deadline.
When both things coincide, service is fast and pre-
dictable.
In the last 2 years, we have increased our direct
deliveries from Murten to customers by over 50%.
At the same time, we closed two warehouses and
maintained a consistently good service. Orders for
all our customers in Austria, Switzerland, Germany,
France, Italy and the Netherlands are dispatched
from our two locations in Murten (Switzerland) and
Neu-Isenburg (Germany). The direct delivery serv-
ice is already available to resellers in countries that
focus on sales and wish to avoid local stock, as in
Belgium.
Only a solid and reliable
service can increase the
confidence of our field staff
and customers
Our latest figures show a deliv-
ery reliability of 97% by the first
confirmed date in key countries
such as France, Germany and
Switzerland. 75% of products
ordered by system integrators
leave our warehouse within 48
«
Lean Logistics» at Saia-Burgess Controls
High performance and reliability in supplying our
customers
The extensive conversion of our production to lean processes has spanned the past
two years, with many positive results. The next step in this direction – for the benefit
of our customers – is the implementation of lean principles in commercial customer
service and delivery logistics.
Author: Patrick Marti
hours of receipt of order, regardless of type and
quantity, and 90% of products ordered leave the
warehouse within 5 days. «Lean» does not neces-
sarily mean immediate cost reductions. We have
increased the workload at our central warehouse
locations and handle larger numbers of smaller and
more expensive shipments from these locations.
But this is more than offset commercially and finan-
cially by eliminating local handling and local stock.
The key factor here is the drastic reduction in the
number of steps from order receipt to customer
delivery, and increased reliability of processes.
Lean never stops
Lean requires progress to be monitored constantly.
We get straight on with the next step and can off-
set the workload in the factory by managing end
product storage in the production stage. The
savings do not lie in the end products, but in
benefits arising directly from the smoother
production processes. Another measure is to focus
on transport arrangements that ensure the best
possible service, including EU customs clearance
and rapid and transparent transport at the right
price. See also: Lean never stops.
Kanban card in Murten
Kanban warehouse in Murten
Kanban warehouse in Murten
PCD + HMI
Delivery Performance to SI
Germany Q2/FY09–Q2/F12
80%
delivered within 2 days
91%
delivered within 5 days
Time from order reception to delivery Q1/FY12
Time from order reception to delivery Q2/FY12
Delivery performance in Germany:
a constant level of service
with the same warehouses and 25% more orders
Delivery Performance to SI in Germany for PCD and HMI
en13134
