SCOPE OF SERVICES - RemTecH Associates LLC

Scope of Services:

Design Analysis:

1.      Master Planning to ensure "design meets functional requirements" that decreases costs

2.      Sustainability Review for Future Growth Potential

3.      Tactical / Contingent / Strategic Planning

4.      Functional and Space Programming / Departmental Cohesion

5.      Functional Bid Specifications for Equipment and Software

6.      Vertical / Horizontal Transportation Studies based on Inventory Turns to justify movement capacities

7.      Performance Reporting on Existing Functions for Benchmarking

8.      Process Improvement Recommendations

9.      Historical Analysis for Existing Operations as comparison for new construction requirements

10.  Labor / Manpower Analysis for FTEs justifications against Automation Material Handling Concepts

11.  Acquisition Assistance Review for Capital Equipment / Equipment Life Cycle Cost Analysis

12.  Equipment Design Planning / Schematic / Design / Construction Phases (not limited to)

a.       Pneumatic Tube Systems (PTS)

b.      Automated Guided Vehicle Systems (AGVS)

c.       Electric Tracked Vehicle Systems (ETVS)

d.      Selective Vertical Conveyors Systems (SVCS)

e.       Automated Storage and Retrieval Systems (ASRS)

f.       Assorted Trucks (Riders / Order Pickers / Reach / etc.)  / Tugs Vehicles / Carts

g.      Assorted Rack Configurations and Storage Configurations (Pushback / Pallet Racks / Cantilever Racks / Double Deep / Mezzanines / Vertical and Horizontal Carousel / Storage Bins / Platforms / Storage Cabinets (Explosive and non-Explosive) / Selective Pallet Rack / Pallet Flow Rack / Drive-Through / Modular Storage Rack (SpaceSaver) / etc.)

h.      Conveyor System Configurations (Power / Gravity / Sortation Systems)

i.        Vacuum and Gravity Chutes Configuration

j.        WMS Software / RFID / Bar Code Configuration (review / recommendations)

k.      Space Justifications / Cost Comparisons / Electrical and Structural Documentation

13.  Load Dock / Yard / Traffic Management Studies

a.       All dock services to support inbound and outbound shipments

b.      Parking and Operational Movement of Vehicle Modeling (non-simulation)

c.       Traffic Management to achieve EDI Scheduling

14.  Supply Chain / Logistics / Transportation Analysis

a.       Procurement Review for JIT / FIFO / LIFO

b.      Inventory Tracking Procedures / Best Practices

c.       National and International Shipping Review / Recommendation

15.  Inventory Control Management through external WMS Software

16.  Storage and Distribution Design for receiving / breakdown / storage / distribution of inventory

17.  Waste Management Analysis / Bio-Hazardous Management[1] / Equipment

18.  Clean and Soiled Linen Management

19.  Pharmacy and Laboratory Design Automation

Areas Served (but not limited to):

1.      New Construction Design

a.       Healthcare / Clinics / Medical Arts / Medical Facilities

b.      Pharmacy / Laboratory / Central Sterile Supply / Central Supply Loading Dock

c.       Commercial / non-Commercial Facilities

d.      Industrial Facilities / Warehouses

2.      Renovation / Modernization / Improvement Analysis Review

a.       Healthcare / Clinics / Medical Arts / Medical Facilities

b.      Pharmacy / Laboratory / Central Sterile Supply / Central Supply / Loading Dock

c.       Commercial / non-Commercial Facilities

d.      Industrial Facilities / Warehouses

Standard Phasing Breakdown:

1.      Conceptual Design

2.      Schematic Design

3.      Design Development

4.      Construction Documents

5.      Bid Assistance / Code Compliance

6.      Construction Services / Contract Bid Review

7.      User Training Management through Vendor Development

8.      Warranty / Contract Close Out

[1] RemTecH Associates LLC maintains a Certificate of Training in CRF 49 - ICAO (IATA) - IMO, which qualifies them to manage / recommend design-development within Waste and Bio-Hazardous Managements (Certification Dated: 23-Aug-2013).

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Warehousing -- TOMORROW BEGINS NOW!

BETTER WAREHOUSING - INVENTORY MANAGEMENT DESIGN DEVELOPMENT

Simple definitions"

A warehouse is a planned space for the storage and handling of goods and materials

Warehouse design is so much more that just deciding what to put where. Knowing which items are fast or slow moving, and which are frequently used in combination with others, will allow you to design a facility layout that will meet future demands and or give you the best space optimization per dollar spent.

The approach needed to design a warehouse is similar no matter what the type of inventory controlled (hospital, commercial, industrial).

LOCAL / GLOBAL WAREHOUSING considerations. The local warehouse is typically a space on-site and can be considered a forward-pick location for replenishment in individual areas throughout the facility. Typically a local warehouse has limited space; just enough inventory for 2-4 days. The global warehouse is considered more of a storage (bulk receiving / sortation) location. The global warehouse can offer a means of replenishing the local warehouse. Similar in nature, they both have commonality. 

There are five key principles to good inventory warehouse management. Each of these five items are interconnected; meaning the failure of one will damage the accuracy of another.

1. Develop an effective demand forecast policy
2. Determine the best warehouse flow first before going into design development phasing
3. Place inventory within equipment based on turns (rotation of stock)
4. Do cycle counting based on inventory that turns, not those that move slow
5. Complete a process "annual" auditing to determine accuracy

DEMAND FORECASTING:

Accurate demand forecasting has the highest potential savings to limit an overstock condition. Carrying costs will hurt your facility's profits; therefore, correct forecasting will allow for the right amount of inventory to meet daily, quarterly, and annual demands.

WAREHOUSE FLOW:

The oldest concept within any warehouse design is placement of inventory in the correct spot. Sorting, setting orders, systemic cleaning, standardizing, and sustainability to move materials through your facility logically will reduce manpower and increase savings in operations.

INVENTORY TURNS:

An ABC Analysis should be key to determine the correct turns. A's typically move 80% of the time; where B's move 20%, and C's are considered long-term storage or overages. Once developed, you need to review at least once a year as to stock rotation (many times demands will change where the stock is stored and a revised ABC will be needed). Carrying costs for most companies is around 3%, but can be modified based on the type of inventory. 

CYCLE COUNTING:

When stock is considered a slow mover, you only need to count annually for accuracy. Faster moving inventory need to be reviewed monthly to check levels. Max/Mins are to be set for faster moving inventory to ensure and or reduce "stock-outages." Cycle Counting also is very handy to determine if your inventory has found it's way into someone pocket.

PROCESS AUDITING:

Auditing is a function that is typically completed at the end of a year to determine both carrying costs and accuracy of available stock (replenishment needs). Cycle Counting is a proactive task and process auditing is a means of identifying problems areas. The cornerstone principle of inventory management is to audit early and often if required to ensure protection again lost; especially in high dollar volumes.

Only through great design development during design phasing can you achieve success. Allow us to work as a partner to ensure your success. Flow management is JOB-ONE.

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Changing Your Approach

"It is not the strongest of the species that survives, 

nor the most intelligent.

It is the one that is the most adaptable to change."

(Charles Darwin)

I am not a strong opponent of anything Charles Darwin offers or even suggests, but this concept - "being adaptable to change" makes sense when it comes to how we serve others.

Healthcare is in trouble, but it isn't the system that needs to change as much as the approach of those who design the policies. Gone are the days when statements like: "Well, if it is not broke, don't fix it," or "This is how we always did it." Such ideas will not allow any group, facility, or management to move forward towards the acceptance of new ideas. We need to try a different approach if we are to survive what is just over the horizon.

Tony Robbins (author, entrepreneur, philanthropist, and life coach) is known for his infomercials, seminars, and self-help books. He made a statement that seems to fit today's conditions: "Stay committed to your decisions, but stay flexible in your approach." Bruce Lee (Martial Artist and Movie Star) states: "Absorb what is useful, discard what is not, add what is uniquely your own." It is all about adaptability and striving to move forward to the next level.

The sooner we figure out that something is not working, the sooner we can look for new answers, but the right attitude must be first developed.

1. Strive to offer what is best for everyone when concerning change
2. Absorb all information and weigh it based on logic and adaptability as to not cause additional disruption
3. Keep an open mind; there may be a better alternative.
4. Always aim past the target; setting goals remain critical, but must never be the limiting factor - live with passion - raise your standards and remain flexible
5. Focus on the real problem when working on solutions.
6. Gather together qualified staff for input
7. Know the bottom-line and learn how to get faster results
8. Make things happen to solve problems more effectively
9. Be resourceful and learn from your past mistakes - test all conclusions against current policies and future possibilities
10. Adapt with the flow and always strive for change

Change is required - are you ready and will you accept it?

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WHO'S ON FIRST - WHAT'S ON SECOND?

Abbott and Costello's famous WHO'S ON FIRST is well known to many of us. It is not a question of age, but the question remains as to APPROACH or HOW BEST TO COMMUNICATE CHANGE! 

Technology is certainly expanding expeditental; doubling in its capacity to provide services every six to nine months. Much of the technological advancements contributive to manufacturing goods that we use daily. Technology, however, has not been accepted within other arena forcing manual efforts to maintain business accuracies. Healthcare is one environments. They have been slow to recognize much of these acceptable standards and proven concepts. It is time for a CHANGE If Healthcare is to increase patient satisfactions and reduce overhead. 

WHO'S ON FIRST, although funny, should never be the norm when trying to explain these concepts. It is up to the CEOs to lead the way and up to consulting groups to assist. We are here to serve!

John W. Hensman, Jr.
President/CEO
RemTecH Associates LLC

john@remtechassociates.com

http://remtechassociates.com/index.html

P.O. Box 341, Van, Texas 75790

972-467-7829 (Cell)

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http://remtechassociates.com/

Inventory Material Management Assessment Worksheet

Designed Specifically for You!

CEOs and other senior executives know the importance of controlling inventory. Unfortunately, like many managers, they find it difficult to benchmark activities because they work with limited operational assumptions or believe those who speak the loudest must know what they are talking about. There are two classic misconceptions: they believe improving inventory forecasting accuracies will reflect inventory savings and two; to achieve accuracy you need more staff.  

Keeping inventory accuracy and/or working staff harder will never achieve such desired transformation will not achieve true growth. It is not about working harder, but working smarter. Only by doing so you can truly change your goals and visions into reality. RemTecH Associates serves as a partner; allowing you a win-win situation. 

Most of the problems found, through years of interviewing healthcare personnel, they seem to start with incorrect assumptions about inventory management. We don't do that! 

We start our analysis at Pre-Schematic Design Phasing to ensure any additional phasing has a firm foundation. Most Architectural firms overlook operational functionality as it pertains to sustainable growth. Their primary purpose is to acquire the job and then offer Best Practices, a decrease of Carbon-footprint, and Lean Values. When it comes to Materials Management, you have to look deeper to allow programmed functions to meet operational needs.

We would like to offer you a Free Inventory Management Assessment to get you stated on the right path and allowing you to begin to think out-side-the-box.

Open the following link, answer the questions, and forward it back to us for evaluation. (Depending on the amount of information offered, we will offer some suggestive solutions). 

Click on the link below and open an Assessment Form. Please review and answer questions posed and return it to us for evaluation through out email address.

https://docs.google.com/document/d/e/2PACX-1vSlqAkf1uqo85BrtIOuus3Zxv7ff0IZvbwEIj8CNncqL3z6KEnavpCYccXbed9FEAfxZjU4so2W62HS/pub

Allow us to help you with:

• Advanced Analytics
• Campus Strategies
• Mergers and Acquisitions
• Organizational Policies and Procedures
• Operations
• True Sustainability Growth Potential
• Transformational Modifications
• Man Power Analytics (FTEs)
• Logistics / Traffic Management / Loading Dock Operations
• Digital Supply Chain Monitoring for the Future
• Technology Acquisition Knowledge to Maximize Purchasing Capabilities
• Software Interfacing to Ensure True Communication between Departments
• Campus Master Planning

Respectfully,

John W. Hensman, Jr.
President/CEO
RemTecH Associates LLC

john@remtechassociates.com

http://remtechassociates.com/index.html

P.O. Box 341, Van, Texas 75790

972-467-7829 (Cell)

RETURN TO REMTECH ASSOCIATES LLC

http://remtechassociates.com/