Gotli Labs
Integration
Join us for a walk through the Laundry and see where our impact is made.
Soil Receiving
At soil receiving and sorting, the weight is captured and chipped items are scanned, then bags are hoisted onto rail systems. The employees at these spots are logged in, so all hours can be recorded. Batches are stored in the rail system: You will get a full overview on the overall visualization screen, and you will see in real time the actual position of each batch, and how it moves through the washroom area.
“We know when there is too much soiled linen of a certain category, and we can check if customers are processed on time, so I can react immediately. The employee efficiency has increased 2% since we started to use this production tracking system from Gotli Labs and the water usage has been reduced as well”
Ian, Soil Sorting Supervisor
Linnen Finishing Department
From the soil department we walk to the linen finishing department. Each machine displays the status, the name of the customer and the operators at the various stations, the quantity processed and the efficiency per employee against the standard for each product.
Supervisor ironing: “During the day, I will often check the efficiency of our employees. Text messages on my cell phone alert me when the ironer line is put on hold too often. Text messages are also sent to mechanics if the machine gives many or major faults. Since this system has been implemented, productivity has increased by 10%. I have no clue what to do without a system like this.”
Kathrin, Manager Finishing Department
Supervisor folding: “I am excited about the details I get out of the system based on the production reports and dashboards. Also, the toolkit for employee planning is a huge time saver. In the not too good old days, I manually created and changed the planning for two shifts every day – this was quite cumbersome, and it took me quite some time to inform people when they were scheduled on a different work spot. Instead of people going to their regular work spot and then me redirecting them, the system now informs the employees at the moment of log-in. No more distractions and time losses – I love it!”
Tommy, Supervisor
Garment Finishing Department
Now we are heading to the garment finishing department. Production information and efficiency is shown for each hanging station, and a comparison is made with the quantity at the tunnel finisher. Also, the quantities from the presses are recorded. The pieces from the folding machines are captured and visualized in a similar way as at the folding area from the flatwork department, the pieces from the manual fold area are counted and entered manually into the system.
“Shortly after installing GLOBE, we noticed a difference between the quantity from the hanging systems and the number of pieces produced by the tunnel finisher, so we knew that someone was cheating in the hanging section. Based on this, we started to compare the quantities. When the difference is too high, I get a text message and can react and check immediately. Currently, we are counting the quantity from the hand fold, and soon we will install scanners in this area so we can gather the quantity from the scanners as well.”
Mary-Anne, Supervisor
Dispatch
From the garment finishing department, we walk to the dispatch section. In this area, the number of containers packed by the employees is measured, and it becomes visible how many hours are spent per customer.
“The biggest advantage here is the batch tracking part of the system. We always know where specific batches are. Using this information has avoided many times a delay in delivery since we could warn the production supervisors that they should arrange something before it became too late to react. Also the information about hours spent per customer has given us eye-opening information.”
Roger, Supervisor
Shipping
Our final stop now is at the shipping department. Here we count the number of containers that are loaded, and how many hours are spent by the employees to load a route. Also here, batch tracking is a great advantage that gives an extra boost to the customer experience.
The positive reactions of all supervisors confirm that GLOBE impresses supervisors and laundry managers. GLOBE has a huge impact on the efficiency of employees and equipment, and so there was only one question left: “What should we do without a system like this?”
Human Resources
In addition to the tour on the production floor, I have also spoken with the human resource manager who is responsible for payroll, this is what she told me:
“Each day, I check if all scans are closed. If not, I ask the supervisors to do so. Once a week, I send a report to each supervisor based on the hours spent and check if all absences have been reported correctly. The supervisors need to approve this report, since they are responsible for the hours of their employees. After I have all the approved reports, I click one button to export to the payroll system – and I am done!
I will also get weekly reports about the illness of employees which I use to contact them when I see there is a reason for it. Based on counters in the system, I can see if employees have enough vacation days left when they ask for a day off. At the garment department, employees do not get any overtime compensation, they will get time for time instead, which is also tracked via a counter in the system.”
Camilla, Personnel Department
General Manager
This is what the general manager of the company told me:
“Beside the power of the real time information, which is also shown in my office on the overall screen, I like the dashboards that show production details. Every day I watch the report that shows me how many hours are planned for tomorrow, so I can react if I see that there is over or under-staffing in a certain department, which I will discuss with the related supervisor. Also, the dashboards with machine failures and overall water and energy consumption get my daily attention. When needed, I discuss this with the head of maintenance to form a plan.
GLOBE is my number one source of management information. At our weekly management meetings, I discuss the production and fault reports and where needed, I ask for an action plan or give directions.
I have to say that the overall reduction of hours spent, 6% less on hours, has impressed me, since we didn’t change any of the machinery yet.
Before visiting a customer, I will always run the report on how many hours were spent over the last period for this customer and where the customer is listed in the report comparing hours and revenue.
Recently, I have been able to convince a customer that a certain product that was only used by him took too much time within production, and we were able to find a good alternative.
Currently we are investigating replacements for equipment, we can use dashboards that show us what type of products are performing poorly on a certain machine. With this information we can start better discussions with our equipment vendors.”
Kevin, Production Manager
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