The key to a successful implementation of an automated distribution system lies in three fundamental elements:
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definition
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separation (scopes of activities and responsibilities)
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coordination.
Projects concerning the automation of the distribution process require an in-depth understanding of the client’s needs and the nature of their business activity. Each element of the process usually requires a significant degree of individual adjustment to the specific organizational and business goals of a given company. For this reason, the first of the factors mentioned above (Definition) is a key factor. It often happens that the end recipient of the system decides to hire a professional consultant to develop the Definition of processes from the recipient’s perspective. However, it must not be forgotten that it is the system integration specialist who is ultimately responsible for identifying and pointing out the weaknesses of the proposal prepared by consultants (or less experienced users) and for proposing improvements. The Definition prepared by a consultant should be understood as the general concept of the solution implementation. In contrast, the role of the system integration specialist is to develop a Definition that is a concept for implementing the proposed solution, enriched with details ensuring the proper functioning of the aforementioned solution.
Definition
The first stage is the preparation of diagrams for the target solution, along with a detailed Functional Description of the process and the designed equipment and IT systems. It is important that a team of collaborating system analysts and mechanical engineers prepares an accurate, clear diagram of the proposed system. This will result in a document that physically and tangibly illustrates the scope of the project. This team of specialists, under the leadership of a Project Manager, plays an extremely important role in relation to the specific users of the system: the specialists organize and systematize large amounts of data, help in specifying needs and expectations, and ensure that the pros and cons of the discussed options are presented clearly and legibly. In other words, they “translate” user needs into the “language” of an advanced solution, matching the “template” of technical capabilities and expectations to a solution tailored to the individual user.
The aforementioned Functional Description should be detailed enough to serve two purposes. On one hand, it should clearly make the client aware of what they are buying and what they are responsible for. On the other hand, it should also be detailed enough to serve as a design document allowing individual groups of specialists to work in parallel on their assigned scopes of tasks, while keeping the same main goal in mind. Such a description should include the flow of materials and information, indicators required by the Client, the concept of controlling individual processes, user interface points (PC screens and control devices), and system functionalities, along with data exchange and communication with the client’s host.
A truly successful project requires the cooperation of the System Integrator with the Client. Thanks to this, the concept:
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meets the Client’s requirements
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fulfills the Client’s business expectations
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uses reliable material when planning the main processes.
Separation
Another important pillar of a successful implementation is Separation. At this stage, it becomes important to define the scope of activities and responsibilities of individual groups of specialists. It is important to develop them in such a way that the aforementioned specialists communicate their project needs at the right time and in the right way. Thanks to this, work in every field progresses harmoniously, without unnecessary delays or costly misunderstandings. The Functional Description, which has already been mentioned, partially implements such an approach, serving as the main design document. Each specialist responsible for a specific area of the solution should know exactly what the project needs of other specialists are, what operational functionality of the project they are responsible for themselves, and where the interactions between individual project areas occur.
The article comes from the magazine “Logistyka” 1/2010.