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Output Segmentation broken case: 49 full case: 32 pallet: 13 mix: 65 total: 159 Input-oriented, all 159 together Broken Case, Input EfficiencyCompared to All (49/159) Broken Case, Input EfficiencyCompared Within (49/49) Pick Rate for Broken Case Picking Ave = 17SD = 27 Full case, Input Efficiency Compared to All (32/159) Full case, Input Efficiency Compared Within (32/32) Pick Rate for Case Picking Ave = 14SD = 27.7 Pallet, Input Efficiency Compared to all (13/159) Pallet, Input Efficiency Compared within (13/13) Pick Rate for Pallet Picking Lines/Labor hour ( pallet) 0 2 4 6 8 10 0.0 10.0 20.0 30.0 40.0 50.0 100.0 150.0 200.0 More lines/labor hour Frequency Ave = 25SD = 27.7 ? 2002 Georgia Tech Internet-based Data Envelopment Analysis for Warehousing Outline The problem The current solution The need A new solution How it works Internet deployment and results to date Future directions Performance Assessment How well are you performing? Do you have opportunities to improve? Warehouse Operations Receiving Function (inbound) Unload Inspect Put Away Storage Function Shipping Function (order fulfillment) Load Pack Order Pick Storage Function Storage Function Single Factor Productivity Metrics Productivity = output input Traditional Performance Metrics Fill rate Inventory turns Lines/hour Orders/hour $/line $/order Work ok when Requirements are not changing Technology is not changing Competition is not changing It’s very hard to interpret a single factor productivity metric when the environment is subject to rapid change in products, customer requirements, technology, or competition. But in a dynamic world … Can’t compare over time Can’t compare across locations Can’t compare to other companies At least not without a lot of additional explanatory data and information! Benchmarking Relative performance level {Best (effective) practices} INPUTS OUTPUTS System-oriented Performance Measure The Need Resources Services Activities Total Factor Productivity? Can’t solve th