Connecting the warehouse to production.

One warehouse fed three business lines, each with its own pace, product mix and way of working. Parts fabricated on site and bought-out (BOS) goods from receiving had to share a confined space with active stock, excess and obsolete stock, and work in progress. Job-specific parts were being misplaced, so jobs waited for parts and lost parts cost the business money. The program connected the warehouse redesign with kitting, material flow and planning on the floor.

As the implementation engineer responsible for delivery, Roshan worked across kitting, material flow and production planning. Labor utilization improved from 24% to 40%, monthly output increased from 54 to 120 structures, average daily material shortages fell from 52 to 15 during the ERP/MRP scheduling integration he supported, defects per unit fell 30% in two months through quality checks and shift handoffs he helped standardize, and average daily escalations fell from 70 to 50. He designed the 31,000 sq ft future-state warehouse in AutoCAD: racking customized and standardized to the product mix with room for active, excess and obsolete stock and WIP, very narrow aisles with high racking and new truck types cleared with EHS, aisle clearances negotiated down with the racking vendors, and vertical carousels for job-specific parts. He tested the material-flow alternatives in AnyLogic simulation; the construction-ready concept needs 40% less projected space and was approved for implementation with $2.5M in investment. The warehouse design approval is distinct from the operational improvements achieved during the program. The program ran as a Lean Six Sigma DMAIC cycle: defined around jobs waiting on misplaced, job-specific parts; measured against a baseline of 52 daily shortages, 24% labor utilization and 54 structures a month; analyzed through AnyLogic simulation of the flow alternatives and the ERP/MRP scheduling gaps; improved through the 31,000 sq ft redesign, kitting and scheduling changes; and controlled with standardized quality checks and shift handoffs that cut defects per unit by 30% in two months.