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 Article 1 Warehousing & distribution effective labour management
five best practices while automation has become a labour management strategy in the warehouse and distribution centre environment, it’s never going to eliminate people. As many are discovering, there’s a huge opportunity to attract, manage and retain your workforce much more effectively. 2 warehousing and distribution effective labour management — five best practices magazine going to an industrial automation trade show and the aisles are packed with people. The crowd is shoulder to shoulder—no pushing or shoving, but there’s a quiet intensity about everyone there. Talk to a few of them and they tell the same story again and again: “I’m looking for automation solutions because we’re feeling pressure to find enough people to keep our warehouse and distribution centre operations running to meet demand.” The story is the same from people in manufacturing. A three-step strategy clearly, automation is one labour management strategy, but it’s never going to eliminate people. As many are discovering, there’s a huge opportunity to manage your workforce much more effectively whether there’s automation or not. And it all starts with a three-step strategy:
• find the right people
• train them well
• keep them happy
no, that’s not too simple an approach, and it does produce results. However, before we get ahead of ourselves, how did we get to where we are today? While some like to refer to the current labour environment as a “shortage,” that’s not really the case. However, labour is becoming a more pressing challenge across all industries—and in no area has that become more evident than in e-commerce distribution. At the top of that labour pyramid is amazon. When the e-commerce giant builds a distribution centre anywhere it acts almost as a magnet for other warehousing operations to pop up nearby, and this seems to happen regardless of the facility’s geographic placement. It’s also common for distribution centres of other major retailers to gravitate toward nearby locations, not to mention regional warehouses of other businesses. There’s also the matter of the recent emergence of feeder warehouses and last-mile warehouses as consumers demand faster, shorter response times by those who sell anything. All that opportunity also means that every facility within at least a 25-mile radius is fighting for people from the same worker pool, which isn’t getting any bigger. Unfortunately, it isn’t uncommon for workers to move around to four or five warehouses in a couple of years. After all, the basic skills needed are easily transferred warehouse to warehouse. And this doesn’t even consider traditional warehousing networks that have typically clustered facilities jockeying for the same workers. In other words, the distribution network of just about everything is much more complex and competitive than what it was a mere five years ago. That means there’s a whole lot of hiring going on. Unfortunately, hiring workers is not a core competency of most warehouses. And that’s proven day-in and day out. Constant turnover is a drain on resources for hr departments. I clearly, automation is one labour management strategy, but it’s never going to eliminate people. 3 turnovers are costly in terms of dollars; it affects efficiency out on the floor as well as team building across the entire distribution centre. Basically, turnover hurts all over. How much turnover is too much? The experts at canon business process services (canon) peg that number at 30%. Cross that threshold and there’s a real need for professional help. What are the benefits of that help?
• lower turnover rates
• higher productivity
• improved safety
• long-term employee satisfaction with the work environment that’s a powerful combination for employers and employees alike, the key point being that these advantages are well within reach with help from an experienced service provider.
To begin, a sound labour management strategy is data-based. It requires a thorough assessment of labour from how it’s sourced to how it’s deployed and utilized. Are temp agencies or the hr department adequately servicing the labour needs or merely filling slots? Are the right people out on the floor? Are those people well suited to their responsibilities? Is the company clearly demonstrating to people that they are valued through training and related programs? Turnover is costly turnover is costly in terms of dollars; it affects efficiency out on the floor as well as team building across the entire distribution centre. Basically, turnover hurts all over. Warehousing and distribution effective labour management — five best practices 4 “there are many moving parts in the labour equation, and canon provides a set of fresh eyes to identify strengths and weaknesses,” says joe Tague, senior manager of business applications for canon. “in fact, we’ve identified five best practices that support an effective labour management approach. Our view is that warehouse and distribution centres should focus on these best practices whether they’re managing their operation with or without the aid of a managed services provider like canon.”
Five best practice performance indicators 1. The first best practice is to consider personal performance. People’s skills, level of engagement and interest in doing the job to high levels directly affect facility performance. Knowing who in the warehouse is a great fit and who is not such a great fit is an essential best practice for overall warehouse performance. That starts with the initial selection of individuals. 2. Second, examine how your long-time employees are affecting your current work environment. Tague points out they can be both a strength and a weakness. Some might fail to keep up adequately with changes needed to adapt to business shifts and process demands, holding back the operation. Others suggest process improvements to boost productivity and get more out the door every day. A facility assessment typically identifies these pockets and opens the door to new solutions. Just as employers want employees to be engaged and committed to the distribution centre or manufacturing floor and its mission, employees expect the same back. They need to understand the company’s commitment to them individually and their value to the operation. It’s a two-way street, and when it’s missing from the culture of a facility, it shows in a canon assessment. 3. That brings us to our third best practice, which is also one of today’s greatest challenges in developing a distribution workforce. Ensure that people have careers, not just jobs. The latter is typically a dead end that results in people leaving for 25 cents more an hour. By establishing clear career paths, people can see how they can develop personally. That’s a major contributor to keeping people engaged and part of the workforce long-term. 4. Our fourth best practice involves training. Are your programs structured to help employees enhance their value to the distribution centre? If not, there is opportunity lost twice here. Once is the lost chance for continuous improvement of warehouse processes. Twice is the lost chance to invest in the employee’s personal development and their personal understanding of that as an important corporate goal. 5. The fifth best practice is to educate your staff on safety procedures. People need to know that their ability to do their job well is directly dependent on a safe environment. These and other best practices establish a base line for evaluating the effectiveness of your labour management approach. As the saying goes, you can’t fix what you haven’t measured—and that’s especially true in warehouse and distribution centre operations. Warehousing and distribution effective labour management — five best practices 5 take the case of a major automotive parts supplier. “turnover was high and there wasn’t great labour stability, so the first need was to stabilize the workforce,” notes Tague. “unfortunately, the company was using seven different temp agencies, and that in itself was contributing to labour instability,” says Tague. “the right people weren’t being found in the first place, and to make that worse, the work required considerable flexibility by people to adapt to production shifts.” It wasn’t a good situation. Following a canon assessment, Tague points out, one company was hired to replace the other six. This allowed greater consistency in hiring. A new hiring standard also unified the process, making it considerably easier to hire the right people. This resulted in additional successes based on creating labour teams dedicated to various tasks in the plant. For the first time, the facility was able to build labour around individual processes, a significant improvement over past practice. It took six months for the labour force to stabilize. But that was only the first step. During the next year, management and supervisors revaluated how and when they used labour. In turn, these improvements led to new work scheduling practices better tailored to individuals, their needs and interests. As a result, the previous flexibility required of employees to adapt to schedules was replaced by individual schedules that accommodated both employees and production schedules—the quintessential win-win. While so many looks at today’s workforce as a limiting factor to their success, it doesn’t have to be that way. “canon has both a plan and the experience to remake your labour management strategy.” Says Tague. It really does come down to the three-step process referred to earlier: • find the right people • train them well • keep them happy people out on the warehouse and distribution centre floor will quickly get behind that strategy when they understand how both they and the company benefit. Suddenly, 25 cents more an hour across the street doesn’t look so appealing. In fact, people start to realize that to jump for that raise is undervaluing them and their skills. Case in point best practice #3 “canon has both a plan and the experience to remake your labour management strategy.” — joe Tague warehousing and distribution effective labour management — five best practices 6
• lower turnover rates
• higher productivity
• improved safety
• long-term employee satisfaction with the work environment getting there takes a concerted, focused effort to create the right environment. Canon’s facility assessments make that possible by zeroing in on key performance indicators that have been proven to make a difference. Canon begins by evaluating personal performance. This includes how well people do their job as well as their level of engagement and interest in the job. Those characteristics have a huge impact on the overall performance of any facility. It’s also critical to review how long-term employees affect the work environment. Longevity by itself is not necessarily an indicator of an engaged, competent workforce. A facility assessment identifies what’s working well and what’s not working well enough. That leads to creating action items that can make a difference, in some cases almost immediately. Then there’s the matter of training. While easy to overlook, training gives people much-needed opportunities to increase their value to the operation and to feel good about what they do day in and day out. And finally, there’s safety. It is easy to underestimate the value of safety as a best practice. Everyone needs to know key safety procedures and see them practiced out on the floor. Otherwise, everyone is at risk and that only impedes performance levels.
file:///c:/users/g.ricket/downloads/canonbps_warehousing_distribution_effective_labor_management%20(1).pdfArticle 2 Increase your warehouse performance: five steps to greater efficiency
The workers in your warehouse and distribution centres are vital to your business. Among other things, they fulfill orders, pack and label containers, oversee the transport and delivery of products, process returned goods, and more. To a large degree, their performance helps determine your brand’s perception in the marketplace, your company’s reputation and even your level of profitability. With so much on the line, it follows that companies would do everything to ensure that their facilities operate at peak efficiency. Unfortunately, many do not. Through no fault of their own, companies must deal with a bewildering array of challenges, costs and risks—some of which did not exist even a few years ago—in a typical warehouse and distribution centre environment. Labour shortage: the competition to acquire quality labour is an urgent concern. There is a finite pool of talent capable of handling warehouse tasks, but the demand for their services has exploded. In June 2019, the bureau of labour statistics reported that employment in the warehousing and storage sector jumped about 4.8% year-over-year.1 feeder warehouses have also contributed to an insatiable demand for labour: small warehouses feed midsize warehouses that feed larger warehouses—all going after the same kind of prized warehouse worker. Further, retaining workers has become harder than ever. With unemployment at historic lows, warehouse workers are more likely to leave their present position if they find a paid position that offers even marginally better pay, benefits or incentives. “how do you keep the warehouse workers happy and stabilize that workforce without spending a ton of extra money that eats into your bottom-line? That’s a balancing act,” says canon business process services (canon) senior manager joe Tague. As Glenn llopis, an expert on workforce development and human capital, has found, there are many non-expense related incentives that motivate employees to perform at peak level. For example: t
As Glenn llopis, an expert on workforce development and human capital, has found, there are many non-expense related incentives that motivate employees to perform at peak level. For example: leaders and managers who look out for their employees, are direct and honest with them, and include them in goal-setting efforts. Sharpening employees’ skill sets and helping them learn new things to make them even more relevant in the workplace. Fostering career advancement. “just because your employees may be relevant doesn’t guarantee advancement. Make it a point to help them get there. Employees are extremely motivated to achieve if this means that advancement awaits them,” llopis says.2 • • • 3 increase your warehouse performance: five steps to greater efficiency the incessant churn and turnover of workers has a cascading effect, forcing companies to recruit and train people endlessly, thereby diverting resources from other functions and departments in the organization. Greater fulfillment expectations: giants like amazon that promise next day, or even same day delivery are affecting other companies, too. According to keybanc capital markets: “other retailers may need to reconfigure distribution networks in an effort to improve speed.”3 such an accelerated pace puts enormous pressure on everyone in the warehouse environment, from workers to drivers, and increases the risk of early burnout and more driving accidents. Costly software upgrades: except for large players, most companies don’t have the money to fully automate their warehouses. Finding the right place to make capital investments and get the results they need while staying solvent is a big problem. New or updated warehouse management systems can cost anywhere from a few thousand to tens of thousands of dollars, not to mention the cost of training personnel in the new procedures. There is no question that effectively managing a warehouse environment today is complex and vital to a company’s success. With big money and the future on the line, every decision carry significant risk or reward. To make cost-efficient adjustments and stay competitive, companies need solutions that can be put in place quickly and easily—but where do you begin? This paper will provide some best practices that virtually any warehouse can adopt to improve its performance almost immediately. Build a proactive human resources department best practice #1 finding and retaining capable warehouse workers should be the first and last priority of every company, which means having a highly engaged human resources department. Make sure that your human resources team not only looks for competent workers, but that they can effectively sell and communicate the advantages of employment. Besides offering workers, a competitive salary and benefits, the hr department should provide extensive employee training and emphasize that warehouse positions are not merely jobs. “you’re creating a career path for them within the warehouse sector,” says Tague. “concern for a worker’s needs will not only stabilize staffing needs, but also instil employee loyalty.” 4 “optimizing the product flow through a facility is a major goal of any distribution operation. That starts with identifying areas of wasted movement, processes or space and developing areas of lean improvement,” says canon logistics, operations and supply chain solutions analyst Jeremy wisdom. “there’s a scientific method behind the placement of products, of shipping stations, of everything,” adds wisdom. “at canon, we use the expertise of our subject matter experts to look at the end game of what the facility is trying to do. We focus on where they want to be and start breaking down the movements of the product throughout the facility to slash wasted labour hours and create process-driven, productivity-driven warehouse environments.” Increase your warehouse performance: five steps to greater efficiency “we presented that to a potential client and it was well received...there’s a split or sharing of those cost savings that we pass on to the employees themselves.” — joe Tague canon business process services senior manager set up a performance management system best practice #2 rewarding warehouse employees with some type of incentive for outstanding performance can have a huge impact on their productivity and company commitment. Incentive programs can take many forms, depending on a company’s situation, without putting undue stress on the bottom-line. For example, you could have a profit-sharing incentive if warehouse employees meet or exceed goals, such as cost savings for the client. “we presented that to a potential client, and it was well received,” says Tague. “there’s a split or sharing of those cost savings that we pass on to the employees themselves.” Have a system in place to accurately track, measure and quantify the data in order to calculate and distribute those savings. A variant of this incentive program is to pay only the top performers who meet productivity goals on a monthly or quarterly basis. Acknowledging top performers is an easy way to improve employee satisfaction and motivate your best workers.
Optimize the warehouse process
“optimizing the product flow through a facility is a major goal of any distribution operation. That starts with identifying areas of wasted movement, processes or space and developing areas of lean improvement,” says canon logistics, operations and supply chain solutions analyst Jeremy wisdom. “there’s a scientific method behind the placement of products, of shipping stations, of everything,” adds wisdom. “at canon, we use the expertise of our subject matter experts to look at the end game of what the facility is trying to do. We focus on where they want to be and start breaking down the movements of the product throughout the facility to slash wasted labour hours and create process-driven, productivity-driven warehouse environments.” Increase your warehouse performance: five steps to greater efficiency “we presented that to a potential client and it was well received...there’s a split or sharing of those cost savings that we pass on to the employees themselves.” — joe Tague canon business process services senior manager set up a performance management system best practice. Optimize the warehouse process best practice #3 5 increase your warehouse performance: five steps to greater efficiency “if you want to rapidly improve your operation, a great place to start would be with an assessment of where you’re at now... How do you know where you want to go if you don’t know your current state?” Conduct a facility assessment best practice #4 “if you want to rapidly improve your operation, a great place to start would be with an assessment of where you’re at now,” says Tague. “how do you know where you want to go if you don’t know your current state?” Assessing a facility can identify procedures that work well, uncover both obvious and hidden mistakes, and identify areas for improvement. An easy way to start is by doing a walkthrough of the facility to get a general feel and layout of the operation. Talking to warehouse workers, both formally and informally, about their activities and actively soliciting their feedback can provide a wealth of valuable insights. This can help you assemble some key performance indicators (kpis) with measurable data to guide your assessment. While each warehouse environment is different, some common things to look at include: workflow: do the products and workers move from point to point efficiently and logically? Stacking: are the products stacked too high? What is the level of difficulty to retrieve a product safely? Product replacement and inventory management: do employees put a product back where it belongs when they’re finished with it? Do you have an accurate count of everything in your facility to cut down on wasting money on needless replenishment? “you want to be as lean as possible on your inventory and obviously not hold too much. If you don’t know what you’ve got, then you’re going to end up ordering more than what you require,” says wisdom. Order fulfillment: how efficient is your warehouse team at picking, packing and shipping an order? Do they have everything they need to fulfill orders in a timely manner? — joe Tague canon business process services senior manager 6 increase your warehouse performance: five steps to greater efficiency “the experts at canon can design a safety program for any company that complements their existing program...it’s a very important part of what we do— coming up with a safety-first mindset that becomes part of their warehouse environment.” Foster a safety culture best practice #5 it’s very easy to be complacent about safety, but companies do that at their own peril. Warehouses should make consistent, repeated efforts to create and reinforce a safety culture and mindset every day—or risk catastrophic costs. To begin, perform a safety assessment of your warehouse. Look for potential hazards and highlight safe practices. Then come up with safety guidelines that are enforced regularly. Additionally, a mechanism should be put in place that allows, and even encourages, workers to report safety mishaps or accidents waiting to happen—without fear of criticism. Something as simple as a suggestion box or modest prizes for the best safety improvement ideas can be an effective incentive. While there is obviously some overlap in safety procedures regardless of the environment, some warehouses may require unique solutions. For example, one environment may need more help with forklift operations while another warehouse might suffer more slips and falls. Remedies should be made accordingly. “the experts at canon can design a safety program for any company that complements their existing program,” says Tague. “it’s a very important part of what we do— coming up with a safety-first mindset that becomes part of their warehouse environment.”
file:///c:/users/g.ricket/downloads/canonbps_warehouse_distribution_increase_your_warehouse_performance.pdfARTICLE 3
warehoused news
managing your warehouse’s space and congestion
reviewing and evaluating your current warehouse can lead to increased efficiency within your operation.
january 24, 2020 · by newcastle systems 
 
warehouse efficiency
unless your facility is consistently recognized as a bleeding edge innovator and always staying two steps ahead of the rest of your industry, you’re probably like the rest of us and are hungry to know more about how your facility performs or compares to your competitors or others in your industry.
i once had the tremendous joy of leaving an employer i loved for another career, where a former competitor was not a client.
the joy was not in leaving of course, but in what i learned from my former competitor, who showed me a survey they had done in the industry to measure customer satisfaction and performance in eight categories.
so how is your facility performing relative to others? getting specific kpis on productivity are not the kind of thing a survey will capture accurately, if at all, as revealing that kind of data is generally frowned upon by just about anyone, but there are other ways to look across the industry and compare the dynamics that impact you and how they impact others.
late last year logistics management and modern materials handling published an evaluation they did on “warehouse operations & trends” where they looked at the following areas of investigation:
nature of distribution centre’s operations
size of distribution centre and scope of distribution activities
areas for possible expansion
distribution centre systems and technologies in use
means for measuring productivity
actions taken to manage warehouse operating costs
events that cause disruptions in distribution centre operations
we’re going to use this space for a few weeks to look at some of the main findings that we thought might be the most relevant or deserve a closer look or discussion. this week we’re going to dive in to “space and congestion”.
space & congestion
one very consistent area where our own annual survey always indicates a lot of challenges for our customers is in space management. as in “never have enough space”. this is a factor of both normal expansion over a decade of economic growth and in some part an issue of how to utilize space better as processes and business models evolve. this survey has some interesting insights to highlight:
question: which area in your warehouse is the most congested in terms of square footage (space)?

as highlighted in the chart above, the big change was reflected in the packing area, with 31% naming it their “most congested” versus “storage” in 2018 with 27%.
this could be a result of a number of things, including, but not limited to, 1) improved space usage of other areas like picking, where automation is beginning to speed things up and generate more productive and accurate processes or 2) higher speed in other areas that packing has not caught up with the pace yet.
if a pick wave generated 600 items picked per hour by a single person in 2018 but went up to 700 in 2019, this would put pressure on packing and create congestion if it was not planned to account for the improved productivity.

ecommerce
or what we would postulate as the likely culprit – ecommerce. according to the us department of commerce data, ecommerce for 2019 q3 grew about 17% versus q3 of 2018, while retail sales grew by only 4%. what does that mean? it means that warehouses that have been re-designed to accommodate both retail distribution and direct to customer shipping are increasing the number of unique shipments massively as ecommerce grows.
retail growth tends to result in packing more pallets for retail stores, while ecommerce translates into cartons going directly to customers. with 9,3000 retail stores closing in 2019 (59% increase from 2018), that’s a large loss of destinations for pallets. but a store closure can be a result of lack of foot traffic, or a business model change, not necessarily a lack of demand.
to illustrate this, we can look at a retail brand like “kitchen collection”, who closed all 160 stores at the end of 2019. a manufacturer or distributor supplying those stores would normally be sending pallets to supply them at their warehouses (or perhaps the stores directly). but customers looking for the kitchen manufacturer brands aren’t going away – and judging by the forecasted average annual growth of 6% for kitchen cabinets, they will be looking for things to put in them!
those same brands at kitchen collection now need adapt their supply chain to serve those customers. that could mean improving their use and management of their amazon marketplace store, paying more in trade fees to other retailers still operating brick & mortar or ramping up their own direct-to-consumer operations to cut out the middleman and create their own customer relationships.
selling 6,000 12-piece cookware sets through your retail distribution might mean 2-600 pallets being packed a year, but if those need to go directly to the customer then it becomes a much bigger operation to turn that into 6,000 unique shipments spread out over all of your open days and will require a rethink of your space allocation in your warehouse.
the other main question from the survey that is relevant here is about peak season space:
question: in the past five years, have you leased additional/outside space during peak season?
“peak season” is given that moniker because on average, the us retail market does about 60% of its sales in the last four months of the year.
for ecommerce or catalo businesses that are popular brands during the Christmas giving season, the last two months of the year can be truly harrowing (or perhaps “exhilarating”!) in terms of the net change in volumes. it is not uncommon for warehouse to add temporary space – if they can find it.
in the survey, 21% responded that they lease additional space every year (for the last five years), while another 27% indicated they did more than once over that time period.
however, with that number declining from 34% in 2018, this could be an indication of facilities getting a better handle on things and no longer needing the extra space because they’ve added it permanently or have re-designed their space to better accommodate the changes in how the business operates.
the other smaller possibility is that the decline in this number indicates a potentially slower economy (or slower for the survey respondents), but this is less likely unless is appears to be a consistent trend over time.
the lesson for facility managers
even not too long ago there were many in the industry not wanting to believe what the us commerce data has been showing us for two decades – ecommerce will continue to rise steadily over time, and we don’t know where the plateau is yet.
as the data here may be showing us, facility managers planning need to think about how to make their existing spaces more flexible in how they are used.
if the packing space is congested year-round look at your data over previous years to see if it is only going to get worse and plan for accommodating that 2-3 years out. adjusting schedules in software for using the space for pallets during one part of the day and individual cartons another time of day (usually tied to the “last call” for shippers like ups/FedEx).
shrinking other spaces – like reserve inventory – is possible if you are making progress on increasing turns. if you do need to lease additional space every year, anyway, rethink your current main space to give more room for the added-value operations and move some of your main storage to the additional facility.
https://www.supplychain247.com/article/how_does_your_warehouse_compare_for_space_and_congestion/warehousingQuestion

Questions for video 1 inventory management
Question 1
How did the introduction of technology (smart phones ) help the business?
Question 2
What are thee benefits of using the linea pro 4 scanner ?

Questions for video 2 warehouse management systems
Question 1
What are the functions of the veeqo warehouse management system ?

Question for video 3 warehouse design
What are the principles of design and operations for warehousing ?
Question 1
What are the two types of warehousing ?
Question 2
How dose triadic warehousing work ?
Question 3
Draw a tridaic warehouse design plan
Question 4
How dose voice picking function inconjuction with your warehouse management system?
Question 5
What are the common methods of wearhousing designs ?
Question 6
How can slotting optimization increse your productivity and which area will it decrease your costs ?
Question 7
What is the percentage saving on operational labour costs
Question 8
How do you work out effficient labour cost to the overtime costs ?
Question 9
Wearhouse Management System Functionaility ,what are the nine areas a WMS covers ?
Question 10
What are the three aspects to warehouse design ?
Question 11
What are the two part to the layout process ?
Question 12
What are the two part to the process?
Question 13
What are the two parts of technology ?

Questions for video 4 inventory managemnet
Question 1
What is the purpose of inventory managemnet ?
Question 2
What is the importance of inventory manaement ?
Question 3
What are the functions of inventory management ?
Question 4
What are the types of inventory management ?
Question 5
What areas does an ABC Analysis look at or cover ?
Question 6
Why is record accuracy important ?
Question 7
What is the puurpose of doing a cycle count ?
Question 8 What are the advantages of doing a cycle count on a regular basis ?
Questions for video 5
Question 1
What dose just in time management aim to achive?
Question 2
How dose RFID work and what is the purpose of using RFID ?
Question 3
How does vendor mamaged inventory work ,
why use it ,
what dose it set out to achieve?
Questions for video 6
Question 1
What is the objective of inventory control ?
Question 2
What are the different types of inventory counting systems ?
How do they work ?
Question 3
What are the key inventory terms and what do they mean ?
Emergencey plans
Question 1
develop an emeregency evacuation plan
Question 2
Develop an emeregency evacuation diagram
Question 3
What fire fighting equipment should be installed in your warehouse
Article 1 Warehousing & distribution effective labour management

Question 1
What are parts of the three-step strategy
Question 2
How does Amazon effect the E-commerce distribution?
Question 3
What are the Five best practice performance indicators ?Article 2 Increase your warehouse performance: five steps to greater efficiency
Question 1
What are the five steps to greater efficiency? To Increase your warehouse performance:
Question 2
What is a major goal of any distribution operation?
Question 3
How is this major goal archived?
Question 5
What is the purpose of Conduct a facility assessment?
Question 6
Explain the purpose of order fulfillment?
Question 7
Foster a safety culture, why do it and what are the benefits ?Article 3 Warehoused news
Question 1
What is warehouse efficiency ?Question 2
Give a discerption of the nature of distribution centre’s operations?
Question 3
What is the scope of a distribution centre’s activities?
Question 4
What are some of the distribution centre systems and technologies in use today ?Question 5
How do you measure productivity in your distribution centre?
Question 6
What actions taken to manage warehouse operating costs?
Question 7
Name some events that cause disruptions in distribution centre operations?
Question 8What is the lesson for facility managers?

• Identify space requirements
• ACTIVITY 1.1 What is the meaning of stock management in warehousing?
• ACTIVITY 1.2 Warehouses contain different items identified as.
• ACTIVITY 1.3 what is the following data are necessary to determine the buffer stock per article?
• ACTIVITY 1.4 What must the storekeeper be informed of in advance?
• ACTIVITY 1.5 The organisation of storage zones will depend on what?
• ACTIVITY 1.6 Storage of products procedures require what ?ACTIVITY 1.7 What rules must the storekeeper follow?
• ACTIVITY 1.8 Rotation of stock means what?
• ACTIVITY 1.9 What are the requirements for storage of food stuffs?
• ACTIVITY 1.10 What other types of storage are available in warehousing?
• ACTIVITY 1.11 What is the function of a warehouse management system?
• ACTIVITY 1.12 Warehouse management tools-minimum requirements are what please list all functions?
• ACTIVITY 1.13 What staff are required to run a warehouse and what are their functions in the warehouse?
• ACTIVITY 1.14 What Warehouse handling material and equipment is available for use in warehousing?
• ACTIVITY 1.15 Safety standards on mechanical equipment, what are they?
• ACTIVITY 1.16 What type of security needs to be in place in your warehouse?
• ACTIVITY 1.17 What are the legal requirements for starting a business? please list all areas.
• ACTIVITY 1.18 What are the 6 tips for creating a warehouse strategic plan?
• ACTI V ITY 1.19 What is radio frequency (RF) picking and why is it so popular in warehouse picking?
• ACTI V ITY 1.20 Warehouses are the same in 7 key aspects. Please list the 7 key aspects.
• ACTIVITY 1.21 What are the 7 key processes that all warehouses share?
• ACTIVITY 1.22 What are the different types of warehousing?
• ACTIVITY 1.23 how are warehouse policy and procedures defined?
• ACTIVITY 1.24 list the different types of warehouse space?
• ACTIVITY 1.25 What are the basic principles of warehouse and inventory management
• ACTIVITY 1.26 What steps do you take to select and set-up a warehouse
• ACTIVITY 1.27 What is Warehouse preparation planning?
• ACTIVITY 1.28 How do you calculate your warehouse storage space.?
• ACTIVITY 1.29 What aspects are there to consider when managing warehouse operations?
• ACTIVITY 1.30 How dose Inventory control work and what is its purpose?
• ACTIVITY 1.31 Vital stock control measurements include, please list!
• ACTIVITY 1.32 Why do you monitor goods in transit?
• ACTIVITY 1.33 Name 6 pieces of Stock records – documentation
• ACTIVITY 1.34 What are the Various types of basic warehouse equipment?
• ACTIVITY 1.35 How to calculate warehouse space utilization, and what are the 4 pieces of vital calculations that that you need to make?
•  
• Identify safety and security requirements
• ACTIVITY 2.1 Please explain the meaning of ‘reasonably practicable’?
• ACTIVITY 2.2 Should your warehouse have a workplace health and safety policy? if you answer no then why, if you answer yes then explain how it is of benefit to the company?
• ACTIVITY 2.3 What are the 6 key guidelines to keep your workplace safe.?
• ACTIVITY 2.4 How do you Implementing control measures into your operation?
• ACTIVITY 2.5 How do you review your control measures for your operation?
• ACTIVITY 2.6 What is the current Australian and New Zealand Standard for Risk Management?
• ACTIVITY 2.7. List what are the 8 categories of risk management
• ACTIVITY 2.8 Why is there a risk likelihood rating system?
• ACTIVITY 2.9 What are the 5 levels of risk consequence rating?
• ACTIVITY 2.10 What is meant by the heading Acceptance and how does it work and how is it implemented?
• ACTIVITY 2.11 Who’s duty is it to prepare an emergency plan?
• ACTIVITY 2.12 What is an emergency plan?
• ACTIVITY 2.13 Who should have Access to the emergency plan?
• ACTIVITY 2.14 What is the purpose of the dangerous goods act and regulations act 1985
• ACTIVITY 2.15 What is Worksafe's Role?
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• ACTIVITY 2.16 What are the regulations made under the Act?
• ACTIVITY 2.17 What is the difference between an alert and an emergency?
• ACTIVITY 2.18 What are the evacuation stages?
• ACTIVITY 2.19 If an evacuation alert has been issued: what should you do?
• ACTIVITY 2.20 If an evacuation order has been issued: what should you do?
• ACTIVITY 2.21 Under section 43 of the whs regulation, what are all workplaces supposed to do?
• ACTIVITY 2.22 under section 359 of the whs regulation, a pcbu must ensure what?
• ACTIVITY 2.23 section 360 of the whs regulation requires what?
• ACTIVITY 2.24 section 361 of the whs regulation requires what?
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• Develop and implement documentation system
• ACTIVITY 3.1 In video 1 How does DHL use the internet of things, why use it?
• ACTIVITY 3.2 what are the 4 sources of information that DHL are using?
• ACTIVITY 3.3 What are the two aspects that DHL looked at?
• ACTIVITY 3.4 What does DHL lighthouse do for the company?
• ACTIVITY 3.5 how do DHL see digitalisation helping them?
• ACTIVITY 3.6 in video 2 what 6 warehouse technologies did you see in this video?
• ACTIVITY 3.7 in video 3 how many sites does toll have and in how many countries?
• ACTIVITY 3.8 What is reap designed to do?
• ACTIVITY 3.9 How many different zones are on the toll warehouse map and what does each of them do?
• ACTIVITY 3.10 Name the three technologies that toll use for their global tracking.
• ACTIVITY 3.11 Which technologies are used in the toll warehousing?
• ACTIVITY 3.12 in video 4 what are the 3 benefits of RFID?
• ACTIVITY 3.13 in video 5 How many products in their catalogue?
• ACTIVITY 3 .14 What does the wms all for with this company?
• ACTIVITY 3.15 Is inventory management in real time yes/no?
• ACTIVITY 3.16 What is cross docking?
• ACTIVITY 3.17 in video 6 How many processes in the paper-based approach?
• ACTIVITY 3.18 Where can the WMS be installed to?
• ACTIVITY 3.19 What are the 6 areas covered by the WMS?
• ACTIVITY 3.20 What technologies is the WMS compatible with?
• ACTIVITY 3.21 What are the benefits of having this WMS in your warehouse?
• ACTIVITY 3.22 in video 7 what are the key observations?
• ACTIVITY 3.23 Types of enterprise systems?
• ACTIVITY 3.24 What are the problems with a decentralized enterprise?
• ACTIVITY 3.25 What are the benefits of a centralized system?
• ACTIVITY 3.26 How do the following benefit your business? (3.2 VIDEO 1)
• SAAS;SCALABILITY;FLEXABILITY;DECENTRALIZED;CENTRALIZED;VISIBILITY;COLLBORATION;ACTIVITY 3.27 In video (3.2 video 2) What is meaning of efficiency?
• ACTIVITY 3.28 What is meaning of effectiveness?
• ACTIVITY 3.29 What are the three levels of management? And what is the function of each level?
• ACTIVITY 3.30 What is data management?
• ACTIVITY 3.31 What is product quality? what is customer satisfaction?
• ACTIVITY 3.32 What is data-driven decision making?

• Design storage zones
• ACTIVITY 4.1 What are the key factors to consider when planning and designing a warehouse?
• List all areas and their function!
• ACTIVITY 4.2 What are the Five basic components of an assessment?
• ACTIVITY 4.3 What is the purpose of a walkthrough?
• ACTIVITY 4.4 Why do companies gather data?
• ACTIVITY 4.5 What is the purpose of doing staff interviews?
• ACTIVITY 4.6 What function does a report analysis provide?
• ACTIVITY 4.7 Why is benchmarking so important?
• ACTIVITY 4.8 what are the four key areas that should be evaluated in the warehouse.
• Why evaluates these areas?
• How do you use this information from the evaluation?
• What are the benefits of the evaluation?
• ACTIVITY 4.9 In video 1 (4.3) What zones and how do they help the picker?
• ACTIVITY 4.10 In video 1 what information goes on a bin tag?
• ACTIVITY 4.11 Virtual bins are used for storing what type of inventory?
• ACTIVITY 4 .12 What is the purpose of movable bins?
• ACTIVITY 4 .13 In video 2 What is perfect pick designed to do?
• ACTIVITY 4 .14 How many dual cycles per hour can perfect pick work at?
• ACTIVITY 4.15 What function do the eyebots perform?
• ACTIVITY 4.16 What does the ultracapacitor capture?
• ACTIVITY 4 .17 What does opex perfect pick solution allow you to do?
• ACTIVITY 4 .18 In video 3 What does you warehouse product flow determine?
• ACTIVITY 4 .19 Warehouse shipping and receiving should be based on which 3 things?
• ACTIVITY 4 .20 what are the 3 warehouses lay out options?
• ACTIVITY 4 .21 what are the 3 benefits of a u-shaped warehouse?
• ACTIVITY 4 .22 What are the 4 benefits of the other 2 types of warehouse layout?
• ACTIVITY 4 .23 Which shaped warehouse do you think works best and why?
• ACTIVITY 4 .24 a clean warehouse is about encouraging what?
• ACTIVITY 4 .25 What do warehouses accumulate?
• ACTIVITY 4 .26 What two parts of warehouse maintenance should you focus on?
• ACTIVITY 4.27 What is the 3 benefits of good warehouse maintenance?
• ACTIVITY 4 .28 Benefits of hiring a commercial cleaning service for warehouse Maintenace?
• ACTIVITY 4 .29 What are the 6 ideas to keep your warehouse clean?
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• Evaluate facility utilisation
• ACTIVITY 5 .1 What Are Facility Operations?
• ACTIVITY 5 .2 What are the key takeaways on facility management?
• ACTIVITY 5 .3 Key Responsibility Areas facility operations include what?
• ACTIVITY 5. 4 what are the 5 key areas that you can measure KPI’S from?
• ACTIVITY 5 .6 What are the 10 ways to improve warehouse efficiency and reduce costs?
• ACTIVITY 5 .7 Yard management and appointment scheduling are important, why?
• ACTIVITY 5 .8 What is ment by the term Reverse logistics?
• ACTIVITY 5 .9 What is the meaning of cross docking?
• ACTIVITY 5 .10 What are different type of order picking?
• ACTIVITY 5.11 why do outbound quality audits?
• ACTIVITY 5.12 Material handling equipment includes what?
• ACTIVITY 5 .13 The major safety issues using forklifts are what?
• ACTIVITY 5 .14 What must each worker hold when using forklifts?
• ACTIVITY 5 .15 What does the term manual task refer to?
• ACTIVITY 5 .16 What Injuries can be the result of manual handling?
• ACTIVITY 5 .17 what are steps to reduce the risk of injury from manual tasks?
• ACTIVITY 5 18 What medical conditions can result from excessive heat or cold?
• ACTIVITY 5 .19 Slips, trips and FALLS Common risk factor categories are what?
• ACTIVITY 5. 20 How can I reduce the risk of slips trips and falls in my workplace?
• ACTIVITY 5 .21 What are the 28 key principles that you should consider for warehouse layout design and productivity?
• ACTIVITY 5 .22 What are the 5 repots every warehouse manager should be using?
• ACTIVITY 5 .23 why do pickers need real time data?
• ACTIVITY 5 .24 Can RFID help or hinder some of this data collection challenge?
• ACTIVITY 5 .25 What are the toughest inventory management problems to solve?
• ACTIVITY 5. 26 Why should manager Take a walk in the warehouse?
• ACTIVITY 5 .27 How can you improve inventory accuracy?

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