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D

Dawid Sierakow

Model: OpenArt SDXL

Prompt:

a warehouse with food products for distribution to the horeca industry
Scale: 7
Steps: 25
Seed: 337338922
Width: 1024
Height: 1024
Sampler: DPM++ 2M SDE Karras

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Prompt: Diseño de un código de estanterías
Un almacén está organizado en 4 zonas:
A: Productos frágiles
B: Productos voluminosos
C: Repuestos
D: Materias primas
Cada zona tiene 10 pasillos, cada pasillo dos estanterías. las estanterías son de 5 niveles cada una x 6 módulos. Cada colmena tiene posición doble
Pregunta: Realice un dibujo de este almacén
Pregunta: Número de estanterías por pasillo
Pregunta: Número de posiciones totales por zona
Pregunta: Número total de posiciones en la empresa
Pregunta: ¿Cuál sería el código para la estantería derecha del pasillo 7 en la zona de repuestos, nivel 2 módulo 4 posición de estiba 2?
Prompt: a image of a industrial storage with people working with safety
Prompt: A warehouse with storage racks filled to capacity.
Prompt: стеллаж для склада
Prompt: image of a 3PL warehouse with a blurry forklift moving
Prompt: Managing inventories of maintenance, repair and operation (MRO) materials is a good example. Typically, the cost of maintenance or repairs is infinitely small compared to the costs associated with unplanned operation downtime. One of the production facilities I visited had built up over $5million in off balance sheet spare part inventory. This was caused by the practice of ordering three items when one was needed to ensure that spares were always on hand. The inventory was not visible on the balance sheet because the cost of all three items were expensed against the repair. Sound familiar? 
The practice is actually very common, particularly in larger companies where stock is distributed across many warehouses and many business units. The lack of communication and trust between warehouse managers leads them to build, and jealously, guard their own inventories. In a worst case scenario, I have seen managers purposely mis-identify and mis-label their stock to keep it invisible from other warehouse managers. The behavior was rational as their goal was to take care of the needs of their local production facility not the business as a whole. The solution was to improve communications and trust as well as encourage participation in meeting global rather than only local inventory goals. Better quality data was the key to raising the level of trust necessary to achieve global inventory visibility, but this also had to go hand in hand with streamlining the process for transferring inventory between business units.
Prompt: In a large warehouse. There is a passage in the middle inside. Both sides are filled with goods, both of which are cardboard boxes with TE connectors. The warehouse is very large and the products are arranged very neatly
Prompt: En 2017 pasamos a formar parte de la conocida cadena de electrodomésticos Euronics.
Desde entonces hemos sumado nuevos servicios a nuestra empresa para complacer a
nuestros clientes.
Disponemos de una tienda ubicada en el municipio de Orba, en Avda. del Port 12. En
ella podrá encontrar una amplia gama de productos para el hogar, cuidado personal,
entretenimiento y electrónica.
Además de la venta de producto ofrecemos servicios adicionales como: asesoramiento
personalizado, opciones de financiación y garantías extendidas. También realizamos el
envío a domicilio con instalación y recogida del antiguo para su reciclaje.