Top Material Handling System Solution Provider

Top Material Handling System Solution Provider

Leading Material Handling System Solution Provider

PULSE Integration has been featured as a top material handling system solution provider for 2021 by Logistics Tech Outlook Magazine.

Logistic Tech Outlook provides an annual listing of 10 companies that are at the forefront of providing material handling system solutions and transforming businesses.  The magazine is read by over 68,000 subscribers who are key decision-makers in the logistics sector.

The magazine also features contributory articles from senior management executives from distribution, warehousing, manufacturing, supply chain experts, logistics professionals, and other technology decision makers on how material handling solutions improved operational performance in their organizations.

Read The Article Here

PULSE Welcomes You To ProMat DX

PULSE Welcomes You To ProMat DX

ProMatDX
ProMatDX, held April 12-16, 2021, is the new digital event experience designed to power up manufacturing and supply chain professionals from the U.S. and over 140 countries with critical access to the latest solutions they need now to improve the resiliency and agility of their operations.
ProMatDX combines the power of the connections, solution-sourcing and education that only ProMat can deliver with the latest digital event technology in a five-day event that will be the most important week of 2021 for the manufacturing and supply chain industry.
Attending ProMatDX is your unrivaled opportunity in 2021 to find solutions, connect with your peers and leading solution-providers and learn the latest trends and technologies that will take your supply chain to the next level of success. PULSE will be featuring state of the art order fulfillment technology at the upcoming virtual show. Make it a point to visit us

Click Here To Visit Our Showcase

Brittain Ladd, Andrew Benzinger of AutoStoreDon’t Miss Out On These PROMAT DX Educational Sessions!

Micro-fulfillment is one of the most talked about but least understood solutions on the market. Attend this session to learn the Who, What, When, Where and Why of Micro-Fulfillment.
PULSE’s own Chief Marketing Officer, Brittain Ladd, will be co-presenting with AutoStore’s Andrew Benzinger on the topic Why Micro-Fulfillment Is a Must Have.
Learn how combining additional technologies will supercharge your fulfillment strategy and create a competitive advantage
Mark your calendar for this revolutionary educational seminar held April 12, 2021 from 1:30 PM – 2:00 PM CT
Matt Chang and Matt RendallPULSE Integration’s Chief of Strategy & Innovation, Matthew Chang, and OTTO Motors CEO and Co-Founder, Matthew Rendall, share information about The Business case for AMRs in Manufacturing vs. forklifts, conveyors, and other modes of material handling at both greenfield and brownfield facilities.

This session is focused on providing a detailed discussion on the value of AMRs within a corporate supply chain.

Speaker Matt Chang, one of the most experienced experts on the topics of AMRs, will introduce content specific to the importance of companies adopting AMRs and the business case for doing so. Real world examples of how AMRs have been introduced will be provided. Check out more about PULSE’s AMR deployments here. Read our Business Case for AMR’s in Manufacturing here.
Mark your calendar for this revolutionary educational seminar held April 14, 2021 from 9:30 AM – 10:00 AM CT

Don’t Forget to View PULSE’s Product Demos at the Show….

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Software Solutions
April 14, 2021
10:00 AM CT
AMR Solutions
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AMR Solutions
April 13, 2021
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PULSE Solutions
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April 12, 2021
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The Future of Robotics Solutions & Automation

The Future of Robotics Solutions & Automation

As the world begins to adopt more forms of automated systems, it raises concern for the impact on job loss.  While robotics can automate and improve efficiency it is not a substitute for all operations and human labor in the industry. A study conducted by Deloitte shows that 60% of companies are utilizing robotics as an assist to with current workforce rather than to replace it altogether.

This will lead to a fundamental change in the duties assigned to human roles.  Repetitive, labor-intensive, and oftentimes potentially dangerous tasks will be replaced by robotics while more crucial and analytical roles will still need a personalized touch of human involvement. Robotics and AMRs help boost productivity, efficiency, resilience, and even safety within a facility, however, humans are still needed to play critical roles in the overall system. The ideal solution is a blend of human involvement and robotic automation.

The pandemic showed the world that the current supply chain model was modeled after a world that does not exist anymore. Customers demand easy access to products, speed of delivery, and high-touch customer service.

AutoStore automated fulfillment solutionsBusinesses must evolve quickly to navigate the ecommerce demand and to stay ahead of their competitors. Convenience and social distancing take precedence over the in-store shopping experience. Businesses that can serve eCommerce customers efficiently and effectively will win market share.

Today’s competitive businesses are seeing that the use of Robotics is becoming cost effective for order fulfillment. More retailers are relying on automated fulfillment and robotics to lower costs, ensure accuracy, and decrease processing times. eCommerce continues to account for a larger percentage of market share each year. Grocers must meet demand with grocery fulfillment that works for both the business and the customer. Customer expectations have evolved, and efficient grocery fulfillment solutions are quickly becoming necessary for a competitive market. Online shoppers expect to locate the same variety of products, with little to no change in price points. Consumer needs and tastes are rapidly changing, and the dominance of eCommerce has changed customer expectations. New technology enables your business to futurize processes and increase the utilization of existing assets.

PULSE Integration partnered with OTTO Motors to complete the largest at scale deployments of AMR technology in North America. The Business Case for AMR's in ManufacturingDuring the study, PULSE compared AMR performance to existing technologies and human load factors. The result, AMR’s represented 10% of the equivalent manual handling labor costs and 20% of the cost of a forklift.  It is important to note the situational aspects associated with this study. At higher speeds and with advanced safety features, AMR’s outperformed manual carrying, and driver operated pallet loaders over long distances. However, humans have more agility moving goods for short distances or around stations.  It was determined that a blend of both would create the optimum result with output and efficiency. AMR’s would conduct the heavy lifting and repetitive labor while humans would operate at stations carrying out tasks of picking, sorting, or quality control.

Reducing the number of people moving around a facility compounded with the risks of human driver error, and injury related to repetitive “heavy lifting” tasks helped alleviate some of the many key hazards companies continue to face leading to costly accidents in their facilities.

Read More About PULSE Integration and OTTO’s deployment of AMR Solutions in the attached white paper.

Read More Here

AMRs in Manufacturing

AMRs in Manufacturing

OTTO Motors and PULSE Integration have partnered to implement one of the world’s largest deployments of AMR technology. The OTTO material handling platform was deployed at a billion dollar company that is a household name in consumer goods. This was in part because of the ability for the AMR platform to flexibly, reliably and safely move materials but the strength of the business case was a deciding factor in the choice to implement OTTO.

The following conclusions were drawn after a detailed analysis of the OTTO platform vs alternative material handling methods for the customers. When compared for productivity and costs:

  • OTTO was 10% the cost of a full-time equivalent for manual cart movement
  • OTTO was 50% of the costs associated with a driver and a forklift.
  • OTTO was 66% the cost of an AGV equivalent
  • OTTO was 50% the cost of a conveyor equivalent

When the customer began its work with PULSE to transform its operations, four methods of material transport were considered. The customer needed a flexible, reliable and safe solution that would optimize materials movement. OTTO AMRs were found to be more flexible than a conveyor and safer than a forklift. The deployment resulted in an ROI of less than two years, and significant cost savings for the operation. The payback drivers included labor savings, increased productivity, improved safety and ergonomics for operators, lower capital costs, and a more compact facility design.

Competitive Advantage Through Automation

Automation has long been used to improve efficiencies within manufacturing as a way to gain competitive advantage. To see how automation has made an impact we need only look at the automotive industry where automation made Ford’s mass production possible and profoundly changed the world.

Today, lights out production–where entire factories are automated–promises the highest efficiencies, but remains elusive for many manufacturers. One of the last forms of automation to make its way onto factory floors is materials handling. Moving materials has remained predominantly a human task. And because it has been considered one of the lowest valued tasks on the factory floor, materials handling has been ripe for automation.

Advancements in robotics, computing power, and AI have made way for a new class of automation for material handling to emerge. The autonomous mobile robot or AMR combines the flexibility of a human with the efficiency of a conveyor while safely moving materials in pedestrian-heavy areas. The first industrialized implementations of the technology have in the last decade. Yet, there have been few examples of meaningfully scaled deployments in manufacturing.

One Company.
Two Scaled AMR Deployments.

OTTO Motors, one of the pioneers of the AMR industry, partnered with PULSE Integration to implement one of the world’s largest deployments of AMR technology. The companies deployed the OTTO Materials Handling Platform at a billion-dollar company that is a household name in consumer goods.

PULSE Integration was initially retained to evaluate various materials handling technologies for two facilities, one greenfield and one brownfield. AMRs, conveyors, forklifts, and automated guided vehicles (AGVs) were evaluated for comparative productivity and costs. The OTTO Materials Handling Platform was selected for both sites. The decision was made because of the ability for the AMR platform to flexibly, reliably, and safely move materials. The strength of the business case was also a deciding factor in the choice to implement OTTO.

OTTO Autonomous Mobile Robots:

10% THE COST

of a full-time human labor equivalent

20% THE COST

of a driver and forklift

Cost savings resulted in:

ROI of <2 YEARS

and

IRR of >50%

OTTO Autonomous Mobile Robots were found to be 10% the cost of a full-time equivalent for manual cart movement and 20% of the costs associated with a driver and a forklift. OTTO was also compared against fully automated technologies. Again, when directly compared for productivity and costs, OTTO was a fraction of the cost of traditional conveyance and automated guided vehicles (AGV). These cost savings resulted in an ROI of fewer than two years and an IRR of >50%. To achieve these results, the payback drivers included labor savings, increased productivity, improved safety and ergonomics for operators, lower capital costs, and a more compact facility design.

Deployment Considerations

A number of deployment considerations were taken into account for the deployment of the OTTO Materials Handling Platform.

OTTO Materials Movement Platform

Design

A critical part of the project was in the design phase. The goal of this phase was to design the optimal flow of materials. Simulation was used to compare machine and material staging layout configurations to aid the customer in making decisions about facility layout. By simulating the process options ahead of time, the customer was able to make the best decision for layout and process while de-risking the deployment well before the commissioning of the fleet started.

The teams also used simulation to test how AMRs would react in every scenario. For example, they were able to model the physical constraints of the operation when testing against various parameters like vehicle speed, traffic management, and opportunity charging. Simulation allowed the system designer to stress test the AMR fleet and check for “corner cases.”

A thorough design phase can also be used to prepare for the following situations:

  • Restarting a facility after a prolonged shut down (holiday shut down)
  • Manufacturing line change over from one product to another
  • Recall of goods in an eCommerce operation requiring reverse logistics
  • “Cut-over” of plant from manual to autonomous operations
  • Introduction of new work process

Safety

The downside to manual material handling goes beyond poor utilization of a limited human workforce, it also presents health and safety risks. According to the US Department of Labor, materials handling is the number one cause of compensable injuries. The various mechanisms for transport that are human-powered, such as traditional fork trucks, are fraught with safety issues that can result in injury or death.

OTTO was designed to work around people and other vehicles.

OTTO AMRs are pedestrian-safe robots and use safety-rated sensors. Simply put, OTTO was designed to work around people and other vehicles. This is made possible through sensor fusion and onboard AI to enable local route planning and collision avoidance. OTTO routinely navigates traffic with other vehicles at intersections and passing scenarios using OTTO Fleet Manager. “Rules of the road” can be custom configured per site, including speed limits and sensor sensitivity. Further, OTTO can be programmed to understand the overhang of a load and to account for oversized loads while maneuvering.

Payload

At the Greenfield facility, OTTO 100 was used to replace the human labor of transportation carts of materials and goods. The equivalency between humans and AMRs in terms of transport workload is at parity. AMRs travel faster over long distances and their maximum speed is 4.5 miles per hour (a light jog). In short transports and docking maneuvers humans are faster and more nimble.

OTTO Motors Payload

As a general conversion factor for a large workspace (>100,000 SF) a designer can use an AMR to Human equivalency factor of 1:1. For smaller spaces (<50,000 SF) a more detailed study of maneuvers may be needed to establish the true relationship. The findings from the design was that the OTTO platform generally outperformed simulation expectations.

At the Brownfield facility, OTTO 1500 was selected to replace forklift labor of transporting loaded pallets of finished goods and raw materials. OTTO 1500 can carry a payload of 3,300 lbs on a pallet. OTTO 1500 is compatible with all of the pallets in the facility which included:

  • Common wooden pallet types
  • Plastic pallets
  • Supersack on pallets
  • Vendor supplied raw material pallets
  • Manufactured WIP and finished goods pallets

The OTTO 1500 is capable of interfacing with manual or automated forklifts via the use of pallet stands, which enable load transfer and for the OTTO1500 to drive underneath the pallet load. While in transport the AMR is beneath the pallet load, meaning the space requirement for maneuvering is little more than the pallet dimensions. Automated processes can be implemented with retrofits to existing equipment or AMR interface design of new equipment.

The Network Effect of Scale

As more AMRs are deployed in the system, the more efficient the entire fleet becomes. As an example, consider that in an operation with substantial human labor, the humans cannot simultaneously communicate to each other. Instead, humans rely on hearing, line of sight, and communication devices like radio. One human that is idle is not instantaneously alerted to a condition of extra work being required somewhere else in the operation. With AMRs, the communication is immediate and the dispatch from Fleet Manager to an idle AMR is done using a combination of computer logic and artificial intelligence. Therefore, as the AMR fleet size grows the efficiency of the fleet improves. For large footprint operations at scale, AMR efficiency can exceed human efficiency.

Retail Strategy And Learning How To ‘Think Big’

Retail Strategy And Learning How To ‘Think Big’

Prior to Covid-19, most retailers were operating with the same business models that they had used for years. When Covid-19 hit, many retailers were identified as being nonessential, resulting in their stores being shut down for long periods of time. The only retailers allowed to remain open were those deemed essential — grocery stores and pharmacies, for example.

Being listed as a nonessential retailer resulted in lost sales and furloughing thousands of employees. As 2020 progressed, retailers focused on implementing strategies for social distancing and increased cleaning practices inside their stores. Many consumers avoided shopping in nonessential retail stores that sold apparel, shoes and other items found in department stores, and instead focused on essential items like groceries and food. 

As retailers enter 2021, essential and nonessential retailers will be faced with the need to evaluate their strategies. This is easier said than done for most retailers. Nonessential retailers will need an actionable vision that will set them apart from their competitors while attracting customers to shop in their stores. These same retailers will also have to determine if stores are strategic to their operating models or if moving to an online model is the better strategy.

An unknown for retailers is what will happen in the year ahead. Will Americans embrace getting vaccinated and will Covid-19 be in the rearview mirror by the end of 2021? Or do we have more hurdles ahead with the virus?

Retailers can’t operate based on assumptions. They must operate based on the needs of their customers and company. What’s certain is that the strategies used by retailers in 2021 must be an improvement over the strategies used in 2020.

The Science Of Strategy

In my consulting practice, most retailers that contract my services are focused on improving the strategy they were using to compete in the market. I enjoy working with retailers, but on the topic of strategy, I find it necessary to spend an exorbitant amount of time understanding who within a company came up with the current strategy and their motivation for doing so.

I continue to be amazed at the number of CEOs and other senior executives that identify the strategies they want to use based on “gut feel” vs. science. In some cases, retailers operate without a strategy.

To simplify the understanding of strategy, I leverage several methodologies that I learned from Capgemini and Deloitte. In addition, I utilize game theory, which is referred to as the science of strategy. When used correctly, game theory is ideal for comparing and analyzing what strategies will achieve the desired outcome for a retailer.

What I like most about game theory is that it provides an opportunity for executives to better understand the impacts of their decisions on their companies and, most often overlooked, their competitors.

For example, I’ve worked with retailers that prefer to minimize markdowns on the products they sell in their retail stores. However, increased competition reduced sales leading to a rash decision to markdown items by as much as 25%. Executives believed the decision would increase the number of customers in the stores to take advantage of the bargains.

The opposite happened. Customers chose to bypass the retailer altogether and instead go shopping at everyday low-price leaders or discounters that carried similar products. Reducing prices by only 25% failed to attract bargain hunters because those shoppers could find bigger savings elsewhere.

Strategy is among the most difficult challenges faced by retailers, and it’s about to become even more difficult.

Learning How To Think Big

When I worked at Amazon, leading the expansion of AmazonFresh and Pantry, a phrase we used frequently in the company was “think big.” Jeff Bezos challenged everyone who worked for Amazon to come up with ideas that would delight customers and, in turn, create an increased advantage for the company.

Thinking big was part of the culture at Amazon.

Most retailers, however, don’t think big and it’s not part of their culture.

A technique I use to teach retailers to think big is to review a series of examples that question the status quo within retail. These examples showcase the value of questioning the status quo and challenging a company’s culture to embrace big ideas and change. Each contains the name of a well-known retailer (or another company) along with a recommendation to acquire a company, merge with a company or make some other type of “big move”:

• Amazon acquires Target, Kohl’s or Shopify.

• Shopify acquires Instacart.

• Kroger and Target merge.

• Facebook acquires Instacart or Target.

• Walmart acquires TikTok or Instacart.

• FedEx and Walmart partner and acquire Shopify.

• Tesla acquires Jeep.

• Instacart opens automated micro-fulfillment centers and becomes an online grocery retailer.

• Google acquires eBay, Instacart or Shopify.

Game theory comes in when challenging and discussing the value of each example and identifying which recommendation would generate the best results.

The size of your retail business doesn’t matter. This exercise is helpful to understand the impact that big strategic moves can have on your company. By applying game theory, you can learn how to answer the who, what, when, where and why of each recommendation.

After this exercise, thinking strategically about the moves your company can make becomes easier — at least that’s what I’ve found in my work with my clients.

2021 is going to be another difficult year for many retailers. Learning how to think big is a must. The future of many companies will depend on it.

Read the full article featured in Forbes