{"id":12782,"date":"2019-02-26T00:00:00","date_gmt":"2019-02-26T00:00:00","guid":{"rendered":"https:\/\/www.argonandco.com\/news-insights\/articles\/so-your-2019-peak-operational-capabilities-assessment-is-done-now-what-sandy-springs-atlanta-ga\/"},"modified":"2025-10-14T10:17:18","modified_gmt":"2025-10-14T09:17:18","slug":"so-your-2019-peak-operational-capabilities-assessment-is-done-now-what-sandy-springs-atlanta-ga","status":"publish","type":"article","link":"https:\/\/www.argonandco.com\/us\/news-insights\/articles\/so-your-2019-peak-operational-capabilities-assessment-is-done-now-what-sandy-springs-atlanta-ga\/","title":{"rendered":"2019 Peak Season – Are You Ready? So, your 2019 peak operational capabilities assessment is done. Now what? Part 2 of 4"},"content":{"rendered":"\r\n

The outcome is a list of operational, \u202ftechnology, lean \u202for training \u202fneeds that offer improvement. The list may seem daunting, however, it becomes manageable because working together with the team prioritizes the potential initiatives, based on operational impact and time-to-implement. Then\u00a0it’s time to move onto the design phase<\/a>.<\/p>\r\n\r\n\r\n\r\n

Many times, gains can be achieved short term, while others may require internal project resources and capital. Work begins right away on the low hanging fruit, while\u00a0other longer-term\u00a0must-haves move into the design phase. Material handling equipment delivery and systems modifications almost always drive the critical path in the time-line.<\/p>\r\n\r\n\r\n\r\n

An assessment could include the following:<\/p>\r\n\r\n\r\n\r\n

Flexibly adding capacity<\/em><\/strong>\u00a0to fulfillment and packing by creating new high-volume pick lines, establishing pop-up capacity for standalone products (ship-alones) or building capacity shunts to offline pack stations<\/p>\r\n\r\n\r\n\r\n

Reducing<\/em><\/strong>\u00a0lost capacity<\/em><\/strong>\u00a0through improved end-to-end flow execution and measurement, watching the clock, and optimizing the scheduling of people and equipment based on shift volume projections<\/p>\r\n\r\n\r\n\r\n

Gaining<\/em><\/strong>\u00a0throughput<\/strong>\u00a0with better process design, institutionalizing best practices, formalizing labor management (metrics, labor standards\/LMS), coaching and improving training approaches (building \u201cmuscle memory\u201d)<\/p>\r\n\r\n\r\n\r\n

Avoiding<\/em><\/strong>\u00a0failures<\/em><\/strong>\u00a0by reinforcing and expanding equipment preventive maintenance; replacing critical failure risks, ensuring spare parts stocking levels; and ensuring equipment or software service agreements are current<\/p>\r\n\r\n\r\n\r\n

Effectively acquiring talent –\u00a0<\/em><\/strong>staffing and labor-shortage strategies via expanded recruiting to retirees, people with disabilities, college students, teachers, etc.; maximizing cross-training opportunities; and fine-tuning HR peak retention and incentive plans, (i.e. flex time)<\/p>\r\n\r\n\r\n\r\n

Organizing product placement –\u00a0<\/em><\/strong>inbound, reserve storage, and slotting planning; ensuring no \u201cnew product\u201d surprises for Operations through connecting and improving communications between operations and merchandisers<\/p>\r\n\r\n\r\n\r\n

Upgrading<\/em><\/strong>\u00a0leadership<\/em><\/strong>\u00a0with floor-level supervisory personnel that are trained to make a difference managing people, process, exceptions and building performance<\/p>\r\n\r\n\r\n\r\n

Leveraging and maximizing<\/em><\/strong>\u00a0brick-and-mortar – with omnichannel strategies via \u201cpick up at store\u201d and \u201cship from store\u201d capabilities<\/p>\r\n\r\n\r\n\r\n

We hope this helps you to discover your critical needs list and the most effective way to move forward to positively impact your peak season 2019.\u00a0<\/p>\r\n\r\n\r\n\r\n

To read about preparing for Peak Season 2019 from the beginning <\/strong>of our four-part series, visit You just attended your internal 2019 ops planning meeting…so what’s next?\u00a0<\/a><\/p>\r\n\r\n\r\n\r\n

For the third post<\/strong> in this series about the design phase, visit our post about effectively evaluating timeframe.<\/a><\/p>\r\n\r\n\r\n\r\n

Here is a link to the final and fourth post<\/strong> in our Peak Season series\u2026 about real-time implementation. <\/a><\/span><\/p>\r\n

 <\/p>\r\n

As of September 8, 2020, Crimson & Co (formerly The Progress Group\/TPG) has rebranded as Argon & Co following the successful merger with Argon Consulting in April 2018.\u00a0<\/strong><\/span><\/p>\r\n

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