Kenya Warehousing Deserves Better Speed, Accuracy & Control.

“Our distribution centre was serving 68+ retail locations from a single facility and the operation had outgrown itself. Congested aisles, slow picking, and material touching the same hands multiple times before dispatch. Gemba redesigned the entire flow - inward to dispatch. Picking productivity improved 120%, material touchpoints dropped 41%, and floor space requirement reduced 38%. The DC is now built for the scale we were already operating at.”

“We were not short of warehouse space or people. We were short of a system. Orders per manpower was stuck at 123. Gemba standardised the workflows, restructured how tasks were allocated across shifts, and the number moved to 188 - a 52% improvement in 4 months. Turnaround time from carton to rack dropped from 6.4 days to 1.2 days. That kind of speed improvement changes how reliably you can serve your retail customers.”

“Inventory accuracy in pharmaceutical warehousing is non-negotiable - errors carry compliance and patient safety consequences. We had 608 people in the warehouse and still could not trust our stock counts. Gemba restructured the entire management approach, implemented cycle counting, and brought in real-time stock visibility. Picking efficiency per person improved 34% and head count was optimised by 10%. The operation became auditable and controllable.”

“Inventory on the system and inventory on the floor were two different numbers - and we had learned to live with that gap. Gemba implemented a structured warehouse management framework with real-time stock-in and stock-out tracking, transfer approvals, and transaction-level reporting. The gap closed, dispatch accuracy improved, and reconciliation stopped being a weekly fire drill. It sounds basic but the operational impact was significant.”

“We had excess finished goods blocking production staging, raw materials sitting in the wrong locations, and no clear policy on what to store where or for how long. Gemba mapped the full warehouse flow, defined storage zones by movement frequency, and established inventory policies that the team could actually execute. Material handling effort dropped, dispatch speed improved, and the warehouse started working with production rather than creating problems for it.”

“Running a warehouse for a food processing operation means raw material freshness, batch sequencing, and dispatch accuracy all matter simultaneously. Before Gemba, we were managing it reactively. They brought structure - defined storage zones, demand-driven replenishment logic, and a live monitoring system for stock movement. Carrying costs came down, stockouts reduced, and the warehouse team finally had clarity on what to hold, where, and for how long.”

“Our distribution centre was serving 68+ retail locations from a single facility and the operation had outgrown itself. Congested aisles, slow picking, and material touching the same hands multiple times before dispatch. Gemba redesigned the entire flow - inward to dispatch. Picking productivity improved 120%, material touchpoints dropped 41%, and floor space requirement reduced 38%. The DC is now built for the scale we were already operating at.”

“We were not short of warehouse space or people. We were short of a system. Orders per manpower was stuck at 123. Gemba standardised the workflows, restructured how tasks were allocated across shifts, and the number moved to 188 - a 52% improvement in 4 months. Turnaround time from carton to rack dropped from 6.4 days to 1.2 days. That kind of speed improvement changes how reliably you can serve your retail customers.”

“Inventory accuracy in pharmaceutical warehousing is non-negotiable - errors carry compliance and patient safety consequences. We had 608 people in the warehouse and still could not trust our stock counts. Gemba restructured the entire management approach, implemented cycle counting, and brought in real-time stock visibility. Picking efficiency per person improved 34% and head count was optimised by 10%. The operation became auditable and controllable.”

“Inventory on the system and inventory on the floor were two different numbers - and we had learned to live with that gap. Gemba implemented a structured warehouse management framework with real-time stock-in and stock-out tracking, transfer approvals, and transaction-level reporting. The gap closed, dispatch accuracy improved, and reconciliation stopped being a weekly fire drill. It sounds basic but the operational impact was significant.”

“We had excess finished goods blocking production staging, raw materials sitting in the wrong locations, and no clear policy on what to store where or for how long. Gemba mapped the full warehouse flow, defined storage zones by movement frequency, and established inventory policies that the team could actually execute. Material handling effort dropped, dispatch speed improved, and the warehouse started working with production rather than creating problems for it.”

“Running a warehouse for a food processing operation means raw material freshness, batch sequencing, and dispatch accuracy all matter simultaneously. Before Gemba, we were managing it reactively. They brought structure - defined storage zones, demand-driven replenishment logic, and a live monitoring system for stock movement. Carrying costs came down, stockouts reduced, and the warehouse team finally had clarity on what to hold, where, and for how long.”

“Our distribution centre was serving 68+ retail locations from a single facility and the operation had outgrown itself. Congested aisles, slow picking, and material touching the same hands multiple times before dispatch. Gemba redesigned the entire flow - inward to dispatch. Picking productivity improved 120%, material touchpoints dropped 41%, and floor space requirement reduced 38%. The DC is now built for the scale we were already operating at.”

“We were not short of warehouse space or people. We were short of a system. Orders per manpower was stuck at 123. Gemba standardised the workflows, restructured how tasks were allocated across shifts, and the number moved to 188 - a 52% improvement in 4 months. Turnaround time from carton to rack dropped from 6.4 days to 1.2 days. That kind of speed improvement changes how reliably you can serve your retail customers.”

“Inventory accuracy in pharmaceutical warehousing is non-negotiable - errors carry compliance and patient safety consequences. We had 608 people in the warehouse and still could not trust our stock counts. Gemba restructured the entire management approach, implemented cycle counting, and brought in real-time stock visibility. Picking efficiency per person improved 34% and head count was optimised by 10%. The operation became auditable and controllable.”

“Inventory on the system and inventory on the floor were two different numbers - and we had learned to live with that gap. Gemba implemented a structured warehouse management framework with real-time stock-in and stock-out tracking, transfer approvals, and transaction-level reporting. The gap closed, dispatch accuracy improved, and reconciliation stopped being a weekly fire drill. It sounds basic but the operational impact was significant.”

“We had excess finished goods blocking production staging, raw materials sitting in the wrong locations, and no clear policy on what to store where or for how long. Gemba mapped the full warehouse flow, defined storage zones by movement frequency, and established inventory policies that the team could actually execute. Material handling effort dropped, dispatch speed improved, and the warehouse started working with production rather than creating problems for it.”

“Running a warehouse for a food processing operation means raw material freshness, batch sequencing, and dispatch accuracy all matter simultaneously. Before Gemba, we were managing it reactively. They brought structure - defined storage zones, demand-driven replenishment logic, and a live monitoring system for stock movement. Carrying costs came down, stockouts reduced, and the warehouse team finally had clarity on what to hold, where, and for how long.”