The Importance of Being Important

“If some people are so hungry for a feeling of importance that they actually go insane to get it, imagine what miracle you and I can achieve by giving people honest appreciation this side of insanity.” 
― Dale Carnegie, How to Win Friends and Influence People

A couple of years after I joined TriFactor, we were given copies of the famous book “How to Win Friends and Influence People”, written by Dale Carnegie.  At the time, I had known who Dale Carnegie was and the famous book he wrote but I had never read it.  So dutifully I read it and it made absolute sense to me, making the complexity of interpersonal relationships simpler to grasp and digest.  I enjoyed it so much I first gave it to my two older sons and asked them to read it and then paid my two younger sons to read it.  You know how that goes, but in the end I was able to make sure they all read it. 

The book is full of wonderful lessons and historical examples of their honest and effective use.  I am gravitated to the chapter of the book that begins with the statement “He who can do this has the whole world with him.  He who cannot walks a lonely way”   It speaks to me and the book continues with “So the only way on earth to influence other people is to talk about what they want and show them how to get it” How true it is in our everyday lives when we meet customers and get so excited to talk about our competence and our list of accomplishments which are important to us and important in general when really it is our customers that should be doing the talking. 

We should strive for our customers to do the talking.  How else will we know what is important to them?  In a distribution environment, there are many variables and definitions of success which are unique to the customer and unique to the main person responsible for the project.  You may deal with the owner who is interested in reducing labor, increase efficiency or stay in his facility longer to avoid the expense of moving to a bigger facility.  You may be dealing with a Distribution Manager who wants to improve customer service, improve the performance on company operational metrics and prove his/her worth to the company.  No matter what it is that our customers want, we can’t give it to them if we don’t make it our first priority to find out what it is. 

Difficult as it may be, sometimes we must suspend what we want in order to influence our customers to walk our way. 

For more information from Greg, view his page at www.trifactor.com/greg

It’s Just Rack

The art of simplicity is a puzzle of complexity. - Douglas Horton

I have heard customers say many times “It’s just rack”.  To be sure, rack is equipment, treated as a commodity that should be cheap in cost and quick to purchase and install.  However, like most things that appear easy but are found to be complex after further inspection, rack can become troublesome very quickly.

On the surface, rack is simple.  When looking at it rack appears to be merely frames, beams and maybe some wire decks or cross bars.  However, it requires further assessment. 

Our storage rack holds a myriad of products and they vary from full pallets of all types to individual item storage.  As the loads we store can be of significant weight, we must have a safe means of storing the weight while using as much of available cubic space as possible “Safely”. 

If you access YouTube, you can find videos of rack accidents where the beams and frames were overloaded beyond rated capacity, under-protected from damage and misapplied. 

So let’s look out for several things when planning our rack system so we can be efficient while being safe. 

·         What kind of load do you expect to hold and is it palletized or individual items?  What is the anticipated weight per rack beam level?

·         How many beam levels will be in a bay? Are there different weights anticipated for each level of the bay or is it standard?  What are the beam level dimensions? It matters to the overall capacity of the frame.

·         Are your pallets of consistent quality?  If not, perhaps wire decks or decking is required.

·         Be honest with your employee assessment.  Are they rough with the equipment when handling pallets?  Have you experienced damage in the past?  Should we make provisions to protect the frames columns and end of aisles?

·         Will the equipment be in a cold room or freezer?

·         Are you in a zip code with seismic ratings that may require larger footplates or aisle ties?

·         Do you anticipate the need for sprinkler coverage?

·         Are hazardous material barriers required?

·         What type of forklift do you use and what is the maximum height it can reach to store and retrieve pallets? (Companies have bought rack only to find out their forklifts could not reach the top level of the rack)

·         What is the turning radius of your forklift?  Aisle sizes matters.

·         What kind of product density do we need?  Many SKUs or a few SKUs with high volume. 

Some companies buy used rack.  As such, do you know the frame and beam capacities of what you are buying?  Do you know where it’s been and subjected to in the form of loads and abuse?

In the end, rack is a commodity.  However, it must be designed in advance with plenty of detail about what you plan to store and how you plan to keep your associates safe and equipment damage free.   

For more information from Greg, view his page at www.trifactor.com/greg

 

 

Traveling

A good traveler has no fixed plans and is not intent on arriving.  Lao Tzu

Travelling in distribution and manufacturing environments is the enemy of efficiency.  Traveling wastes time, creates workload imbalances and increases the cost of product manufacturing and distribution.  Traveling is deceptive since it sometimes appear to be necessary to get the job done. 

When we talk about traveling in the manufacturing plant or the distribution center, it usually involves manually transporting product from one value added process to another or picking items, walking along a designated pick path.  Since it’s only human to want to communicate with each other, walking past our fellow associates without sharing a how the weekend went or how your fantasy football team did is irresistible.  So what do we do about time wasted socializing?  How do we increase productivity without being the communication police?

While it is difficult to keep our team from excessively discussing the news of the day, it is easy to identify how we can reduce the opportunities for travelling. 

·         Assign pick zones or areas of responsibility so your order pickers have less reason to walk the floor

·         Employ “goods to you” systems such as carousels, mini-load systems, tote or case shuttle systems

·         Employ picking systems such as pick to voice or pick to light that tend to engage the picker, reducing the slack time between picks

·         Convey products from one value added process to another as conveyors don’t speak with each other or at least they don’t verbally

·         Use Human Machine Interface software to graphically depict your automation systems so you may identify jams, malfunctions and safety issues

·         Employ automatic scales, tapers, labeling systems and manifesting to keep personnel congestion to a minimum

Most of our associates are generally hard-working, dedicated and loyal.  We need them to successfully manufacture and distribute the products that allow us to grow and be profitable.  However, we are social beings and we need systems and an environment that reduces distractions, promoting focus on our respective tasks.  Are your associates travelling?

For more information from Greg, view his page at www.trifactor.com/greg

Culture

“Engaging the hearts, minds, and hands of talent is the most sustainable source of competitive advantage.”  from Greg Harris, Quantum Workplace

I met with a customer recently who spent most of our time together discussing the subject of “Culture”.  He discussed at length the time it takes to prepare a team to usher in new technology properly and the pitfalls of overwhelming your people. In essence, the people aspect must be considered as much as value of the solution. 

Often in the sales process, we focus so intently on delivering solutions to our customer’s efficiency problems; we don’t consider the associates who must implement the solutions we sell.  Although many of our warehouse and manufacturing team members are talented, dedicated and engaged, dropping a high tech solution in their laps often creates frustration, anxiety and a sense of powerlessness. 

As a remedy to this problem, perhaps a more phased approach may be considered that presents technology at digestible bites.  The phased approach can take many forms. From a material handling perspective, the focus can begin on areas of your facility that involve excessive handling of product or long lengths of travel in the picking process or in the transport of orders from picking to packaging. 

Getting your associates comfortable with the benefits of automation and enabling them to see the potential to make their tasks easier engages them in the process of removing the inefficiencies out of your operation.  As your facility performance metrics start to incorporate the results of smaller automation initiatives, your associates will more willingly embrace future larger capital investments that may include more sophisticated automation.

Usher in a new culture of continuous improvement but let’s make sure we bring everyone along for the ride!

For more information from Greg, view his page at www.trifactor.com/greg

 

A Conveyor Carol

Twas the night before Christmas, when all through the warehouse

Not a roller was turning, no lights to be dowsed.

The forklifts were parked by the stations to charge

A day off from pallets that are getting too large.

The panels were switched off to take a good sleep

The DC was silent, not even a peep.

When through the e-commerce site came several mass orders

I ran to the server to check the disorder.

Away to the iphone I flew with a flash

The labor, the power, the postage and cash.

The silence was deafening as I made several calls

My head on my desk as no answers at all.

When what to my ears and eyes should perceive

Responses from teammates on Christmas Eve.

“On Jimmy! On Mikey! On Kathy!  On Sue!

“To the electrical panel, to the sorter downstairs”

“Now ship away! Ship away! Ship away all”

As the last box departed I let out a sigh

Another Christmas arrival with no need to cry!

 

Happy Holidays from TriFactor!!
www.TriFactor.com

 

“Waste Not Want Not”

Often we accept the waste in our packaging as the cost of doing business. For companies who are shipping a myriad of products, it’s tough to consistently select the most efficient shipping carton.  As a result:

·         We pay for cartons that are underutilized

·         We fill up the unused space with void fill that is not free

·         We use void fill machines that can be expensive to buy, service and maintain

·         The postage paid on the case is more than what it should be due to extra weight

·         We buy totes then use our associates to dump the contents out and transfer to a case using their intuition

Continuing on this course is an option to be sure.  However, in many packaging and shipping operations, we can improve on this waste by knowing the characteristics of what we are shipping.  The length, width, height and weight of our individual SKUs are crucial information.  Armed with this information, we can calculate the expected volume of a given order.  If we know the anticipated volume, we can select the right shipping container at the beginning of the picking process using carton weight calculations. The benefits include:

·         Potentially reduce the width of the case conveyor through the elimination of totes

·         Reduce or eliminate the void space in our shipping cartons

·         Reduce labor required to audit, transfer and process void fill

·         Reduce corrugated stock costs

·         Identify mis-picks through weight validation

 As we all know, there is continuous pressure on margins and a focus on waste may be the edge you need to reduce your unit costs. 

For more information from Greg, view his page at www.trifactor.com/greg

“Seeing the forest through the trees”

It is hard to see the forest through the trees sometimes.  In our world (Distributors and Manufacturers), the trees that block our view are the pressing demands on a Distribution or Plant Manager.  You all know them well as they are routine in nature:

·         Hiring enough and the right type of associates.

·         Making sure we are meeting our customer service expectations.

·         Keeping up with new products, new acquisitions and promises made by our sales force.

·         Finding the space to accommodate growing business requirements.

·         Adapting to increased e-commerce needs that accompany society’s changing purchasing behaviors.

When you are blocked by the trees, we all tend to handle these demands ourselves using the path of least resistance.  As our SKUs increase in volume and in number, it is easy to continue to find empty spaces, hire new people and do things the same way until it starts to affect our customers.  Once our customers become affected and the top and/or bottom line reduces, the praise you once received for doing more with less is replaced with questions about how you are going to fix it. 

Although the economic slowdown is continually in the news, I have met more than a few companies that are growing 10, 20 and 30 percent year over year.  Many of these companies do not employ the sophisticated metrics developed and available to larger companies so where do we begin?

An essential beginning is to understand our SKU’s (Stock Keeping Units).  It is valuable to know the dimensions of your product (length, width, height and weight).  Additionally, the same dimensions for the case we traditionally pick out of if other than case quantities.  Since most companies know their sales data, we look to understand the demand and the size requirements to store and pick. If you don’t have time to do this, hire someone to help you see the forest.   

Stepping back from tress, looking at your product speed, dimensions, replenishment requirements and future growth projections will allow you to redesign your picking operation to replenish less, travel less, use floor space better and reduce current and future labor. 

If you are blinded by the trees, hire a lumberjack to help you cut them down.

For more information from Greg, view his page at www.trifactor.com/greg