| Process Excellence & LEAN Management Achieved over €2 million in savings by optimizing processes. Implemented LEAN principals (5S, standard work, Kanban, KPI tree, Gemba, Process Audits) and tools for 100% target achievement in warehouse safety, quality and productivity. |
| LEAN Management Implementation Using PDCA Cycle PLAN: •Created a Value Stream Map (VSM) to visualize processes & identify wastes. •Developed a LEAN Value Stream Design (VSD) with improved flow. •Built a KPI Tree aligned with the company’s goals and set annual targets. •Defined performance metrics in key areas: Safety, Quality, Delivery, Cost. •Mapped ERP + LSP data flow in logistics processes. DO: •Established a dedicated Gemba area for daily operational visibility. •Set up visual KPI boards for real-time performance tracking. •Promoted 5S methodology in all work areas. •Implemented Standard Work Instructions: Defined cycle time, takt time, quality checks, escalation paths CHECK: •Held regular performance reviews: Daily, Weekly, and Monthly KPI meetings. •Performed structured 5S audits, process audits, and internal control system reviews. •Monitored progress against targets with escalation mechanisms for deviations. ACT: •Analyzed performance gaps and root causes using: Ishikawa (Fishbone) diagrams Developed corrective action plans and tracked progress toward target levels. RESULT: •Clear, visualized performance through KPI boards, Proactive issue identification and resolution, Increased engagement in daily operations and improvement culture, Continuous alignment between strategy and execution |
| Warehouse Fleet Optimization and AGVs implementation INITIAL STATE: •Old and obsolete warehouse fleet, lacking modern safety and performance features •Fleet utilization rate at only 60% •Shortage of equipment in key warehouse areas during operational peaks •High maintenance costs and downtime impacting efficiency ACTION: •Analyzed daily, weekly, monthly, and yearly volume trends to define real fleet needs. •Assessed product types and operational demands. •Reviewed equipment with safety options (collision sensors, pedestrian detection, speed limiters). •Selected a reliable provider for long-term rental, with flexible short-term rentals for peak seasons. •Negotiated full-service contracts, including maintenance cost caps. •Installed a real-time fleet dashboard for utilization and preventive maintenance tracking. •Deployed AGV-ready forklifts and pallet trucks in high-volume areas. RESULT: •Fleet reduced from 51 to 35 trucks. •Leasing costs cut by 20%. •Maintenance costs cut by 50%. •Fleet utilization improved to 99%. •Safety improved with collision avoidance, speed control, and emergency stop features. •Real-time visibility achieved via fleet performance dashboards. |
| Warehouse Stock Accuracy Improvement IINITIAL STATE (2020): •Frequent customer order cancellations due to stock shortages. •Extra manual work caused by wrong bin stock information. •Unreliable inventory data, affecting sales, finance, and warehouse operations. ACTION: •Started daily cycle counting across all warehouse areas. •Implemented full warehouse counting every 3 weeks. •Built a structured investigation and corrective action process for every deviation. •Launched weekly KPI tracking to monitor and improve stock accuracy. •Cleaned bin assignments and strengthened warehouse standard operating procedures RESULT (2024): •Shortage deviation reduced by 70% (€-71k → €-21k). •Overage deviation reduced by 60% (€+38k → €+15k). •Stock visibility fully restored: •Real-time stock accuracy for customers and sales teams. •Reliable inventory data for finance and accounting. •Increased warehouse efficiency and reduced wasted efforts. |
| Layout Optimization INITIAL STATE: •Mixed storage of different product types and demand profiles. •Long driving distances for picking and putaway operations. •Low operational productivity due to inefficient layout. ACTION: •Grouped products by type and turnover category using ABC analysis. •Measured storage areas and developed a new warehouse blueprint. •Redesigned warehouse layout to: •Shorten travel distances. •Structure key operational zones (loading, unloading, staging, packing, returns). •Aligned physical flows to support lean material handling and reduce excess motions. RESULT: •10% increase in storage density (measured in m³/m²). •25% increase in picking and putaway productivity. •Operational areas now clearly structured, minimizing travel times and improving flow. |
Contact me
Sergey Arsenenko
SUPPLY CHAIN | STRATEGY | LEADERSHIP | EXCELLENCE
Phone: +46 70 749 91 76
Email: arsenenkosn@gmail.com
Email: arsenenkosn@gmail.com
