We’ve had a summer of glorious cars paraded at the likes of the Goodwood Festival of Speed, Salon Privé at Blenheim Palace and Monterey Car week in California, each showcasing the latest technologies alongside reminders of historic engineering excellence and innovation, it’s clear that iconic brands Ferrari, Aston Martin, Ford, Mercedes Benz and Alfa Romeo have evolved with time, embracing new ideas to respond to the needs of their customers.
Remember how we used to listen to the engine as it idled, or take the car for a drive to give an indication and even the feeling that the engine was running well?
How things have changed since those simpler days.
Automotive technology has advanced, so has our language when talking about them. Internal combustion engines are being replaced with batteries and as a result we’ve exchanged miles per gallon (MPG) for the range an electric vehicle can travel between charges as a new way to evaluate a car.
Just as measuring the performance of a car has changed over the years, how we measure people and warehouse operations has too.
Handheld stopwatches are long gone when measuring the speed of a car and units per hour as a measure of performance in a warehouse is similarly limited and could be unfair. Much like the advance is vehicle technology, warehouses too have better tools available to evaluate performance and condition.
Warehouses can play their part too in increasing responsiveness and reducing costs by adopting emerging technologies, and this is where Vitesse software shines in measuring the performance of the warehouse – and the people in it – in a different way than has been the case historically.
Measuring the efficiency and utilisation of people is much more precise and fairer than measuring units per hour. With the ultimate aim of productivity optimisation, Vitesse provides granular insights in to how a warehouse is ‘running’ and reveals where fine tuning is required, how the people in the operation can be both supported and perhaps even rewarded for going the extra mile.
