"Go and see for yourself." This is literally how the Japanese term can be translated Genchi Genbutsu. However, we do not need to refer to the philosophy of the Land of the Cherry Blossom to understand its deeper meaning. In logistics and business more broadly, this principle is best described by the concept of in situ observations. How does this work in practice, and why are sometimes the simplest solutions... in plain sight? Didn't they slow down the whole warehouse operation? Find the answers below.
Don't trust the reports. Go and see how a process works
Let's use a simple example: The warehouse report shows that order picking takes an average of 12 minutes, but it is only when you stand next to an employee that you notice that every now and then he has to put the scanner down because it lacks a straight handle.
It's a seemingly insignificant little thing, but on a monthly or yearly basis it can cost you hundreds of ineffective hours on the job. In situ observation often makes managers aware of what is usually invisible in the tables. These can include unnecessary movements, a poorly positioned workstation, non-ergonomic solutions or simply an inefficient scanner.
In this post, we will look at in situ observation as a practical tool for optimization of processes in the warehouse. We'll show you how to run it step by step, what to pay attention to in each zone, and what specific benefits it can bring to your organization.
When are numbers not enough?
The reports show numbers, and of course numbers are needed. But by themselves they won't explain why something is running slower or where the problem is. In the work of many managers, it happens that reports show one thing and the reality is quite different.
- Reports may show company-standard unloading times, but in situ observation shows that operators return to the office several times to pick up documents because they don't have them ready at the ramp. Adding a simple table and binder eliminates the problem and shortens the process By a few minutes on each delivery.
- In the shipping area, on the other hand, everything may look good "on paper," but in practice, chaos ensues on the shop floor because there is no buffer zone for putting pallets away. It is often such inconspicuous details that cause the biggest delays in loading.
Through in situ observation:
- You see reality as it is, not as Excel shows it.
- You pick up the little things that add up to hours, days and real costs.
- You gain ideas for improvements that very often do not require large investments.
- You better understand people and their daily barriers, and this builds trust and paves the way for real cooperation.
How to conduct an in situ observation?
In situ observation does not require complicated tools or special systems. Rather, it is a matter of attentiveness and consistency. Sometimes it's also a matter of objectivity, and being many years in one organization, we can't... It's also important that the analysis of activities is carried out in the natural rhythm of work and without prejudicing the team in advance, so that the picture is authentic.
When might in situ observation not work?
Managers are often so immersed in their daily tasks that they fail to notice many nuances. This is perfectly natural, as we become accustomed to how something works in a given company and stop noticing minor barriers. The solution may be to invite an outside observer into the process. Someone who is not immersed in daily tasks and does not look at the warehouse through the prism of routine. Such a perspective allows you to more quickly notice things that have become the norm for the team
In situ observations at Intralog
When designing optimizations in a new company, we always start with in situ observations. We look at how processes actually work. We analyze routes, employee movement, ergonomics of workstations and use of modern technology. Often we find that problems in optimizing working time lie in the small details. It is this approach that makes the solutions we propose effective, because they are based not only on the analysis of indicators, but above all on the real picture of work.
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