7 Reasons Why Great Order Picking Staff might be

Hard to Find
Posted by Newcastle Systems on Mon, Nov 10, 2014

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Warehouses and production facilities with marginal performing order pickers are doomed to fail. An
order picking staff must have excellence as they review incoming material or product orders, find
those materials and products on the shelves and deliver them to the loading area to be wrapped and
put on a delivery truck. Their role may also include more responsibility of wrapping and loading the
trucks.
Technology order pickers make use of includes handheld electronic devices, automated machines
like pallet jacks, picking carts with or without portable power supplies, voice picking tools or sensors
to fulfill the orders.
Order pickers are on their feet all day and must be strong enough to lift boxes during what potentially
could be long shifts.
The smallest change in an order picking routine has a major impact shipping costs. There is an
abundant amount of information available about productivity, warehouse management systems, erp,
software, processes.
If you look more closely, there are also numerous companies with warehouses and forums who are
advertising "Order Picking Jobs Here". Companies are also using social media to get the word out.
Here is an example on Twitter:

With great order picking staff so difficult to find, here are ten barriers to recruiting the very best:
Uncertain Hours
While it remains important to have a flexible team to accomodate for customer demand, sick
employees, turnover and training new staff, a position which says "maybe" in regards to hours is
certain to cause a potential candidate to have caution when considering taking a job as an order
picker. Taking care of a family is more important than ever to new generations and they also believe
that taking care of family includes having quality time.
Anna Liotta is an expert and written a book about how to think differently in the new world where the
generation gap is larger than ever in history. Unlocking Generational Codes

Unreasonable Expectations

"Unreasonable" is in they eye of the beholder and imaginations can run wild as rumors can spread
with social media. Reputations and stories can discourage people from applying, regardless of the
truth. Firm, fair and consistent treatment from strong leaders provides a foundation for current staff to
share the truth about expectations and eliminate any rumors about how one minor mistake could
cost and employee their job.
Since it is difficult to pin down "unreasonable", we review the feedback on many job websites which
also offer employer reviews. Here is a recent post on Glassdoor:

Instead of "Unreasonable Expectations", we might instead consider "Communication". Connection

and communication with teams is as important as it has ever been since there are public avenues to
rant.

Poor Facility Design

Older warehouses in particular may have an issue. An image of old & worn which then leads to
make-do solutions influence order pickers decisions. Fathers, cousins and brothers have told the
story of aches and pains. Older facilities were designed without a clue about the requirements of the
21st century. Wikipedia has a list of a large number of local stores and store chains that started
between the 1920s and 1950s which became defunct. With such transparency about past
companies, will potential candidates scrutinize the opportunity for a job vs an operation which
appears not to be first rate?

The Whole Building Design Guide offers extensive resources for warehouse design. For example,
here are a couple of diagrams from WBDG:

View detailed storage alternatives

View detailed picking alternatives

"Data Warehouse" is the hot topic and fills the Google pages when searching for "warehouse". It is
difficult to sift through options and find resources or consultants to help improve the warehouse
facility. Distribution Design focuses on warehouse and distribution space and offers a warehouse
operational audit. You might find their services.

Potential Boredom
Order picking tends to be a job with redundancies. It takes a special person with discipline and inner
peace to perform the job consistently well. As seen in the example above from GlassDoor, giving
order pickers more responsibility and a greater degree of involvement is usually enough to keep
them inspired.
Here are ten common questions one resource recommends to ask candidates in an interview:
1. Tell me about yourself.
2. What have you done to improve your knowledge in the last year?
3. Why do you think you would do well as a warehouse order picker?
4. What have you learned from mistakes as a warehouse order picker?
5. What are your greatest weaknesses?
6. What are your career goals as a warehouse order picker?
7. Why are you leaving (or did you leave) your previous position?
8. What kind of salary are you looking for as a warehouse order picker?
9. Do you think you are overqualified to be a warehouse order picker?
10. What are the steps to lift a box safely?

Asking generic questions such as these will not help either the candidate or the company hire great
people for the most important role.
The Zen of Warehouse Management offers thoughts on managing a warehouse.

In The Zen of Warehouse Management, authors Pat Kelley and Ron Hounsell provide 20 Zen
principles to help management move beyond the numbers to drive creativity and improved
performance throughout their operations.

Aggressive Competition
Your competition may dangle proverbial carrots which includes higher wages or benefits.
On Career Builder, there is a range of wages from $8.50/hour to $13.50/hour.

Since order picking jobs can't be compared as apples to apples from company to company,
recruiting and job postings can become more confusing than helpful. A $13/hour position may be
temporary and in part time vs a role at another company may offer career opportunities. Your
competition does not typically put their cards on the table as they recruit.
Success stories, community involvement and press releases which acknowledges accomplishments
is something many consider more valuable than money. An aggressive competitor will have a
difficult time when the staff is more than a cog.

Training and Development

If everyone starts with a first step, it could be said great order pickers are trained, not found. It may
not be a matter of finding order pickers who are Linchpins in an organization. An excellent manager
who is committed to training and ensuring employee's success will develop a team of order pickers
to peak efficiency and keep the moral high.

Hidden in Plain Sight

Since those who would be happier working as an order picker are so unique, they are most likely
quiet, sit in the back and reserved. They are not typically the person who demands attention or is
overly talkative. In fact, while they are potentially awesome in many respects, they might have a
lack of confidence and so do not apply for a job with an application. "I will never be able to get such
a great job as that" can be a thought. Their fear of not getting the job is not an indication of how well
they will do the job. Assertiveness, confidence and communication are not necessarily top
characteristics of an order picker.
Your difficulty in finding great order pickers may be the result of your own awareness. They are in
your church, an employee's relative, volunteering in a group associated with your company. They
wish they would be picked and hope you are a super-slueth business leader who will find them in
plain sight. While hungry for a job and eager to work for you, their core value or skillset is not one
which includes reaching out with an application. If they are considered, they would go through an
interview! Oddly enough, there are amazing people who are deathly afraid of interviews.
Recruiting order picking staff is different from other roles because warehouses are closed and
proprietary. No one knows their name, they work anonymously as the company gets the credit for
making a delivery on time. They feel like a cog and hope to be more. Future candidates new to the
role do not understand the job other than on an intellectual level. Creating expectations in advance
will have the best candidates quickly respond with "That's for me!"
They might come to you but in a world where social media, transparency and rumors influence the
new generations, is it time to think differently about the position so critical to success?

How a 3PL Provider Can Improve Overall

Operational Efficiency
Posted by Newcastle Systems on Mon, Mar 14, 2016

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When shippers mix 3PL's elements of process efficiency, technology, and expertise in their supply
chain, the results are powerful it yields stronger, more cost-effective and efficient logistics
operation. The relationship between third-party logistics providers and shippers is made up of a
variety of elements that come together to make up the whole.
3PL carries out functions like distribution and transportation, reverse logistics and inventory
optimization to make the supply chain run smoothly. What happens behind the scenes in 3PL
operations often goes unnoticed by people looking at it from the outside. However, whether
companies choose to outsource part or all of their supply chain to a 3PL, smooth customer service is
the primary goal. After all, if there is a hiccup in delivery, the customer will blame the company and
not its 3PL.
To keep customer complaints to a minimum, many leading companies have developed an
automated solution for warehouse fulfillment that processes its direct-to-consumer orders in the
same day. This affords real-time visibility of the inventory and orders, thorough tracking of serialized
units, and integration of all outbound shipments.
With the strides that are being made in optimizing operational efficiency, many shippers prefer to
stay out of logistics and focus instead on their core competencies. Companies increasingly believe in
letting the experts handle the means of getting the right product to the right person at the right time.
3PLs introduce effectiveness and efficiency into the operations, which allows shippers to conserve
their resources and costs, while maintaining higher service levels. If used capably, 3PL can help a
company cement its competitive position in the global marketplace. So how do third party logistics
providers accomplish all this? Let's take a look.

Experienced people
While it might sound like a clich, the employees really make a company what it is and 3PLs are not
exempt from this either. By staffing logistics technology experts and experienced supply chain
managers, they offer a depth and breadth of expertise that shippers no longer have in-house. Once

companies have decided to outsource their supply chain requirements, they lose the expertise and
the people, and stop all investments in the required technology.
Without the guiding presence of this expertise, it is just not possible to manage the supply chain
efficiently. For instance, navigating their way through the transportation industry can be tricky for
shippers to pull it off on their own. Freight is one of the top five expenses and a lot of companies
understand that they don't know how to manage it effectively. Ever since the deregulation, all carriers
have adopted their own rules.
Shippers often don't understand why they are paying more when they are shipping the same
products to the customers and buying the same raw material from vendors. Moreover, vendors and
customers change their distribution patterns every year they could have shut down a distribution
center or might be asking to send the shipments directly to the retail locations. If you have the right
people in place to explain the changes and break it down for you, not only will it be helpful, it will
save you a lot of time.

Process efficiency
Essentially, the supply chain is a group of related processes that take place during the journey of a
product from the supplier to the end customer. So it should come as no surprise that 3PL is process
driven. Whether they are handling only certain aspects of the supply chain or the whole, 3PLs make
it a point to meet the demands of the shipper, with highly streamlined processes that run across a
wide spectrum.
A lot of shippers are looking to remove warehousing and transportation assets from their books.
They want somebody else to perform these functions. Transportation and warehousing were the
most outsourced processes, according to a recent 3PL study. Shippers who outsource their supply
chain processes find a lot of value in making use of 3PLs to fine-tune their business' niche areas or

to introduce a new product. 3PLs are really helpful if the company has a lot of seasonal products,
and the shipper is expecting increased demand in the near future, and wants the infrastructure to be
set up quickly. 3PLs also offer a lot of expertise when it comes to entering new sales channels like ecommerce.
There is no denying that improving the process efficiency for its own sake is great, but most shippers
are on the lookout for bottom-line impact. By outsourcing the logistics to a 3PL, they stand to gain a
variety of cost savings, and it frees up their resources so that they can concentrate on other areas of
their business. A lot of shippers who are looking for fuel surcharge relief turn to 3PLs.

Technology
Like every other aspect of a business, supply-chain has also gone high-tech. There used to be a
time when companies relied on paper based inventory tallies and handwritten route guides.
However, we are now at a stage where automation reigns supreme. For a lot of shippers,
overhauling their manual processes and adopting the latest technology can be challenging and
costly. It is a good reason to seek out a 3PL provider.
Technology has always been a value proposition of 3PL for years. Although that is being challenged
by growing access to affordable warehousing solutions and on-demand transportation, it is still a
major selling point. In addition, 3PL providers' ability to marry the latest technology with the existing
solutions of shippers is the key. Automating and centralizing all the different supply chain functions or
physical assets is another big reason why shippers engage with 3PL solutions.

Making it work
There is no denying that 3PLs offer a potent brew of improvements to their shippers lower costs,
improved customer service, faster speed to market, shorter cash-to-cash cycle, increased global
capabilities and inventory turns, competitive advantage, and the ability to quickly adapt to market
changes. While shippers are in the driver's seat as they are the customers, they play a very
important role in making sure that their logistics support is successful. To accomplish this, they must
be willing to collaborate and share any sensitive information with their 3PL provider. Logistics
managers should ensure that the top executives in the company do not just think of 3PL as a vendor.
It is an extension of the shipper's company if they keep the channels of communication open and
work together, it will lead to better end results.

Warehouse Metrics and Benchmarking That Matter

Posted by Christine Wheeler on Mon, Aug 04, 2014

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To understand how the warehouse operational performance can be improved, there needs to be an
assessment relative to an achievable "standard" or "benchmark." There are two pieces to this:
Measurement/metrics and benchmarks.

Measurement/Metrics:
Metrics are a valuable measuring tool but they can be overwhelming if your tracking too many of them.
Metrics should not take the human element out of evaluating your personnel. Each business must decide
what metrics are valuable and track for production and trend purposes. Metrics need to be evaluated
interdependently and find their relationships.

Here is a list of standard key performance indicators related to a warehouse:

Order Fulfillment
On-Time Delivery % - Orders On-Time vs Total Orders Shipped
Order Fill Rate % - Orders Filled Complete vs Total Orders Shipped
Order Accuracy % - Error-Free Orders vs Total Orders Shipped

Line Accuracy % - Error-Free Lines vs Total Lines Shipped

Order Cycle Time Hours - Actual Ship Date Minus vs Customer Order Date
Perfect Order Completion % - Perfect Deliveries vs Total Orders Shipped

Inventory Management
Inventory Accuracy % - Actual Quantity per SKU vs System Reported Quantity
Damaged Inventory % - Total Damage $$$ vs Inventory Value (Cost)
# of Days on Hand - Average Month Inventory $ vs Average Daily Sales/Month
Storage Utilization % - Average Occupied Sq. Ft. vs Total Storage Capacity
Dock to Stock Time in Hours - Total Dock to Stock Hours vs Total Receipts
Inventory Visibility Hours - Receipt Entry Time vs Physical Receipt Time
WIP Inventory/Turns A commonly used ratio calculation to measure the efficient use of inventory
materials. It is calculated by dividing the cost of goods sold by the average inventory used to
produce those goods.

Warehouse Performance Metrics

Orders per Hour - Orders Picked/Packed vs Total Warehouse Labor Hours
Lines per hour - Lines Picked/Packed vs Total Warehouse Labor Hours
Items per hour - Items Picked/Packed vs Total Warehouse Labor Hours
Cost per order - Total Warehouse Cost vs Total Orders Shipped
Cost as % of sales - Total Warehouse Cost vs Total Orders Shipped
Downtime in Proportion to Operating Time This ratio of downtime to operating time is a direct
indicator of asset availability for production.

As warehouse managers expand on the list of metrics to meet more specific needs in their
operations. Additional metrics warehouse managers use are shown below:
Productivity measure of direct labor cost vs handling revenue

Adjustments to cycle counts. Watch to understand if cycle counting employees are actually
completing counts or doing them from a desk. (This only applies if you have a WMS.)
The ratio between support workers, clerks, supervisors, managers and floor workers. As a general
rule, keep the ratio of support workers below 20% to 25%.
Overtime hours per person
Cube through put per man hour
Inventory adjustments vs. credit memos from customers
POI - Perfect Order Index
CPU - Cost Per Unit
UPH - Units Per Hour
Revenue per sq. ft.
Space usage
Labor utilization
Employee turn-over
Reportable Health and Safety Incidents A measure of the number of health and safety incidents
that were either actual incidents or near misses that were recorded as occurring over a period of
time.
We have reviewed many of the measurement/metrics used in a warehouse operation above and
below you will find resources for benchmarking.

Resources for benchmarking:

The Aberdeen Group - www.aberdeen.com - "The Extended Warehouse Benchmark Report"
APQC - www.apqc.org/OSBCdatabase - "Process Classification Framework & Open Standards
Benchmarketing Collaborative"
CSCMP - www.cscmp.org - "Multiple Process Standards & Metrics Reports, Annual State of
Logistics Report"
Establish United Logistics Group - www.establishinc.com - "Cost, Service, Transportation Rate &
3PL Benchmarks"

Georgia Tech - www2.isye.gatech.edu/ideas/ - "System-Based Self-Assessment of Warehouse

Operations"
Supply Chain Execution Systems & Technologies Group - www.mhia.org/search/Holistic+Metrics Improving Order Execution Performance: A Holistic View of Metrics Across Plant & Warehouse
Supply Chain Metric - www.supplychainmetric.com - A Comprehensive Look at Performance Metrics,
Definitions & Calculations
Supply Chain Consortium - www.supplychainconsortium.com - Benchmarking Services for
Manufacturers, Distributors & Retailers
Supply Chain Council - www.supply-chain.org - Supply-Chain Benchmarking with SCOR and
SCORmark
Warehousing Education and Research Council - www.werc.org - Multiple Reports, Publications &
Tools including Warehouse Managers Guide to Benchmarking

Measure progress against the warehouse's own targets vs against other operations because
performance depends on a variety of unique factors such as processes, specific customer
expectations, and automated materials handling infrastructure.
At the top of priority list for many is Productivity in Revenue per Employee. This is a measure of
how much revenue is generated by a plant, business unit or company, divided by the number of
employees.
This is where Newcastle Systems is focused. Productivity, profit, safety and employee morale are all
the result of changing from a stand up workstation to a mobile computer/printer workstation with
power. By integrating a rolling cart with power, the employees no longer waste steps walking back
and forth.

The 10 Best Shoes (or boots) Order Pickers in

Warehouses Should Wear
Posted by Newcastle Systems on Mon, Nov 17, 2014

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Workers who are comfortably and appropriately dressed to handle job tasks will be more productive
and happier at work. One of the most important parts of an order picker's wardrobe is his or her
footwear.
Proper work shoes will allow order pickers to maximize their potential daily workload. The best work
shoes will also be safer and help workers to avoid accidents that could potentially sidetrack them
from getting work done.
Those who do warehouse work are typically always on the lookout for the perfect shoe. Experienced
order pickers know the importance of finding footwear that won't cause discomfort even on the most
strenuous of workdays. While high quality footwear can be suggested to workers, it's best for
workers to consider a variety of options and to try on different possibilities to determine which shoe is
best for them. Everyone's feet are different, so order pickers should try on shoes and walk around in
them to make sure that they're comfortable before purchasing footwear for warehouse work.
While we offer mobile workstations with portable power, we understand the importance of all aspects
of safey and efficiency.
The following are 10 highly praised work shoe/boot options great for those working as order pickers
in warehouses. Those on the hunt for the best shoe should start with this list and determine which
option is best for them:

1.

2.

Caterpillar Second Shift Boot- This boot is sold in both steel toe or soft toe
versions. Features include a nonslip outsole that improves safety and helps order pickers avoid
slips and falls while on the job. Comfort is maximized in this boot with a Climasphere sock liner
that keeps feet warm in cold weather and a nylon mesh lining that helps wick away sweat.

Timberland PRO TiTAN 6" Comp Toe Boot- With the TiTAN boot series,

Timberland has endeavored to offer a highly durable boot that is still lightweight and breathable.
The outsole of this boot is slip-resistant, oil-resistant, and abrasion-resistant. Another feature is
an antimicrobial lining that prevent odors and contributes to the comfort of the wearer.

3.

Caterpillar Antidote Steel Toe Boot- This is a low cut, sneaker-like boot. The
Antidote from Caterpillar is widely praised for its appearance and for comfort, but it is not quite
as durable as some other work boots on the market. However, it should be heavy duty enough to

handle the warehouse work of order pickers.

4.

Dickies Spear 6" Steel Toe Boot- With a slip-resistant sole and an anklesupporting design, this boot helps workers stay safe and comfortable while getting the job done.
The insole of the Spear from Dickies is removable, and the boot features a padded collar and
tongue that contribute to comfort.

5.

Caterpillar Hydraulic Mid Cut Steel Toe Boot- This boot is a designed with safety
in mind. The Hydraulic mid-cut boot protects against slips, oil, heat, abrasion, water, and
electrical hazards. This boot from Caterpillar is styled like a hiking boot but is perfect for the
warehouse floor.

6.

Keen Utility Detroit Mid Steel Toe Boot- This boot is praised for being both tough
and comfortable. It features a KEEN.DRY membrane that is both breathable and waterproof, and
the boot's rubber outsole is designed to resist slips and oil. Another feature is a dry-lex lining that
offers the advantages of Keen's 2-zone comfort technology.

7.

Skechers Sergeants-Enlisted Boot- The Sergeants-Enlisted from Skechers has

not only been widely praised for comfort and durability, but it has also been distinguished as a
great looking work shoe with a simple yet attractive design. This is a soft toe boot with a rubber
outsole and padded tongue and collar.

8.

Timberland PRO Pitboss 6" Steel Toe Boot- The Pitboss protects against slips,
abrasion, and electrical hazards.
It features the PRO 24/7 Comfort System from
Timberland that ensures that workers stay comfortable throughout their shifts.

9.

Timberland PRO 6" Met-Guard Steel Toe Boot- This is a particularly heavy duty
work boot with a a hinged metatarsal protector that contributes to safety and Goodyear Welt
construction that contributes to durability. The boot features a steel shank, and its sole is slipresistant, oil-resistant, heat-resistant, and abrasion-resistant.

10.

Skechers Women's Laramie 2 Engineer BootThis work boot by Skechers is designed specifically
for women. It has a shock absorbing midsole
and a 1 3/4" rubber heel.

The simplest things can be taken for granted. As order pickers potentially walk many miles a day,
comfort and safety is a top priority.

Picking Error Problems - Suggestions and

Solutions
Posted by Christine Wheeler on Mon, Jun 30, 2014

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To err is human and order picking is not an exception. To accept marginal performance and not be
diligent with finding solutions for picking errors is costly. To conquer problems related to errors in
order picking, below you will find suggestions from those who have already found solutions.
Picking Error Problems - Suggestions and Solutions:
Make sure the picking process is a simple one. Our pickers are trained to go to the correct bin
location, find the part number on the pick ticket and match to the bin box on the shelf. Then, they
look at quantity on pick ticket and pull that amount from the box and make sure the item number
matches the pick ticket in case it was put away wrong. The next step requires them to get the
paperwork and the parts back into the correct tote. We have dozens in an area, and it is simple to
find the right tote, but you have to add this in the process anyway. They may need to slow down a bit
to do this but in the long run it will save time.

Have each picker sign their name or number to each item they pick for accountability. This is a good
teaching opportunity. Then continue to teach as long as the employee is willing to try. If the
employee doesn't care and you have tried to work with them several times you may determine that
you need to let the employee go.
All warehouses go through this issue, and how you deal with the problem and the employees will go
a long way in solving the problem. Ask yourself, "how would I want my boss to address this issue
with me?" Probably with understanding and kindness, and in a very professional manner. You do that
and you should be able to reduce the problem.

Mike Gulley - Purchasing Agent at Western Power Sports

In our operation, we double check every order. If there is a pick issue, it does not go out the door.
Training a puller takes several weeks. The more experienced are told not to worry about speed,
that will come. They need concern themselves with accuracy and a quality pallet build so customers
receive only the best quality.
One procedure we have used over the years is puller Observations. You get on equipment and
follow an employee for an hour or two. (Without speaking or interacting with him.) You want to
observe his habits, the pick path he is following and how he handles himself. After the observation,
give a few work tips to help him improve his performance. If he does not improve, replace him.
Sounds "mean" but it does wonders when there are employees who are dogging it out. It shows
everyone that you aware of the operation and and who is meeting expectations.

Kevin Warner - Warehouse Manager at Pitman Warehousing

Our operation had a similar picking error problem. We gave each picker his own "Pick ID". We then
monitored which picker is the problem and where the problem occurred. Once we noted the
problem we recorded the success or strike rate on the notice board in the office. This also gets
discussed at our morning meetings. It soon becomes a competition between themselves as to who
picks 100% correct.

Vic Darlington - Warehouse Manager at Grainfield Chickens

Accountability is step one, you need the ability to track each error. Then posting and discussing the
numbers can have a huge effect, and rewarding the best rate adds to the competition. (Keeping an
eye on the operation to be sure the person with the best rate isn't suddenly moving at turtle speed to
get it right).

Jim Larkin - Warehouse Operations Manager at Turn 14 Distribution, Inc.

Accountability is important. Each person must be responsible for their potential errors.

Carefully track the errors. Look for common mistakes. Are part numbers too similar, e.g. 80569 vs
80659. Are number sequences to long, e.g. 859742369 vs 8597-423-69. Barcode scanning with
built in alerts to confirm pick can help prevent development of bad habits.
The most effective way I've experienced to increase quality and accuracy is based on ownership.
Have each employee check each others work. Celebrate and reward every error that is found
BEFORE it leaves the building. Post and use these as training tools. Accepting the occasional error
and using it as an opportunity to learn will breed a culture of Quality.
Of course, habitual and repeated mistakes cannot be tolerated, but the primary tool for Total Quality
is not fear, it must be pride and celebrated as such.

Douglas (Doug) C Morse - Warehouse, Fulfillment, Manufacturing

Picking error problems could be bigger than just picking errors. There could be a couple of
underlying problems as well like "not happy with......." "salaries" and more. Sabotage can also come
into play. Like packing a size 7 and 11 shoe in the same box. Training and disciplinary action must
not be ruled out. There is always more to it than picking the wrong stuff and it is a waste of valuable
time and money. Rewards and penalties go hand in hand.

Vic Darlington - Warehouse Manager at Grainfield Chickens

Use the triple check system where the puller initials the upper left corner of the pull ticket, a checker
checks the order and initials the right upper corner the driver or loader then checks it as its loaded
and signs the bottom when it is delivered. You then have proof to the customer the products are
there and when they sign for it, you now have four different signatures verifying the order was pulled
properly.

Art Meyer - Procurement, Fleet, Warehouse manager at NPL Construction

Its important the warehouse system you are using can track all warehouse transactions daily. You
track individual errors committed through RF transactions reports. Schedule error discussion
sessions with your team members and document the discussion. Have feedback sessions and give
recognition to associate without errors and state how their performance made a difference to you
and the organization. Many errors committed originate from receiving and eventually will affect
shipments. Make sure all receipts are accurate. You must have a written receiving and put away
procedures how to receive your inbound freights accurately.
Some ordering patterns can also lead to shipping errors. Request your customer service department
to ask your customers to order product in terms of full pallets or layers. This will improve your overall
warehouse quality and productivity. Some customers like to order one case or 3 cases and if an
associate has a pick ticket that has more than 50 SKUs, it will take him/her all day to pull the order,

build and shrink wrap the pallets. This is when errors are committed. Try creating fixed bin locations
for customers who like to order in this manner and make sure all your fix locations are replenished
daily.
Finally, random location audits and Proper housekeeping is key to a successful warehouse
operation. Poor housekeeping will affect your quality, productivity, safety, and warehouse morale.

Francis (Frank) Obuya - Warehouse Supervisor seeking a new opportunity

Assuming that cost has been taken into consideration, utilize the paperless picking using the RF
scanner might be a solution. Together with necessary labeling on respective goods, RF scanner will
be the first gate to prevent picking error. The picker who validates goods when picking-up will serve
as another filter/gating to achieve accuracy

Keah Wai, Chang - Asst. Manager, Logistics at Flextronics Global Services

and Software

Random audits of orders while in process of being pulled and inventory slot verifications should
assist. Involvement of management on the whse floor, visual presence will support the auditing
process and on the spot communication of errors upon audits should help perhaps about 50 percent
reduction. If there is no communication there will be no improvement.

Kaan Savas - Beauty Systems Group, Fresno SRC

First and MOST Important.... Pick orders via RF. This will help identify to the picker they have the
right OR wrong Item.
Most, if not ALL our errors are QTY related.
We use a process we call Pack-Check. In short, all our shipments pass through a weight scale in
where the carton gets weighed and checked against what our WMS system "thinks". Any carton that
does not match the system is spurred off to a Pack-Check station where it is hand checked and any
errors are fixed before the customer is impacted.
These errors are recorded and saved to a common file that is accessible to ALL area managers. This
allows them to address these issues both systematically and with the Picker who made the error on
a daily basis.

Bill G - Warehouse/Distribution Manager at Robinson Home Products

I just recently took over a new warehouse position. Everybody was doing their function's their own
way. I documented the exact procedures that were needed to fulfill their work, in the order that was
most efficient and got everybody to do things the same way.

Some pick errors were the result of the put-away process. By documenting and listing the kind of
mistakes that were being made in the Put-away and Picking procedure, errors came and are coming
down. It's important that each employee understands exactly how to do their job (which I found they
didn't) and the mistakes that are being made.
Making one mistake is bad enough, but making the same kind of mistakes over and over again is
unacceptable. When a mistake is now made it is usually the result of not following procedures. By
documenting procedures, it is also a great training tool for new employees.

William Childs - Warehouse Manager at NAC Marketing-Exploring New

Options

Barcode scanning to verify picks helps, but the real solution might be something else: Are mis-picks
due to sloppy locations, overly complex system, or worker errors?
Clearly defining the cause of mis-picks will help you solve it, otherwise you're just running around
chasing your tail.

Joseph Pomerantsev - Executive Manager at Automatiq, Inc.

I recently implemented an analysis and feedback process which has seen a significant reduction in
picking errors over the last 3 months.
The first stage is to record all areas in the format that works best for you. Data will include all
quantities, the product name, product number, etc. Analysis of the products has helped us identify
trends and problem products which in turn gives us the ammunition to make everybody aware of
these products through briefs etc.
The feedback to the picker is also vital as it's helped us identify the issues they are having as well as
ensuring that the pickers understand the importance of first time pick accuracy.
In summary, analysis and communication on a focused level will improve your first time pick
accuracy.

Ashley Doughty - Team Leader in IKEA Distribution

Use RF scanners the make pickers go to the right location. We use a system that makes the picker
scan a custom pallet id, this way they now the exact pallet they need and not just the right location. If
they scan the wrong pallet it won't tell them what to pick. Then to double check their work the loaders
audit every pallet they load.

Mark Conner - Operations Manager, Allied Plastic Supply

Retrain,retrain and endless process. Rewrite or write SOPs in detail have staff members help write
the procedures so they understand and an help you find where the miss picks are coming from. A lot
of money can be spent on scanners but they don't work unless staff understand the procedures and I
feel no sense spending the money until people understand the program first

Gilles Boutin

Always make sure it is easy for the picker to get to the items they pick.
Have someone spot-check some orders going out and see where the problems are. Maybe you
have similar looking items too close together in the bins. Hopefully you are using bin locations that
are on your pick sheets, if not, that is a place to start.
Label boxes with the mm number you use, mark the quantity of eaches in the packages inside the
box. Talk to suppliers to have the box quantities always the same.

David Mingie

We can only minimize the number of wrong picks. There are always background root causes for
these. Here are two points to ponder not related to equipment.
1.
2.

Ambiguous item description. "clear Vs white or transparent".

Package unit of measure. "10 pins in a bag, 10 bags in a pack, 10 packs in a box, and the 10
box in a carton."

Clearly the above 2 points are to be resolved outside warehouse boundaries. If you are confident
now with all the procedures in the distribution center more time should be spent on issues caused by
other departments. These issues affect DC performance but can only be resolved with multiple
departments in an organization .

Henry Hu - Warehouse Supervisor at OfficeMax Australia

We have a process in effect in my warehouse. where we have 1 person pick the orders and another
packs the order verifying the right product was pulled. We have very little errors going to the
customer this way.

Michael Mulholland - Operations Manager at Tampa Tile Center

Warehousing errors begin with culture. The way it is done is the way it will continue to be done
unless leadership takes a roll in the solution. The question becomes what has management done to

ensure pick errors are a priority to their staff? Are there pick slip errors? If so the picker is
unaccountable and no discipline will convince him it was actually his error.
Are there clear instructions that order pickers are the last link in a chain of customer service. And
that your company is known for its accurate shipments and it is a priority to protect that.
Now, there is justification for reinforcement training and the expectation of accuracy. Further, how
much knowledge does your picker have? I wouldn't expect him to have knowledge of all product but
the ability to identify product A from product B is essential. I don't believe that RF and voice pick
systems can replace knowledge.

Rick Nelson - President, Rickbuilt Equipment Sales Inc.

Have you done a root cause analysis with a fish bone or some other method? Picking errors, like
every other error, has a root cause or multiple causes. Get your team together to brain storm
possible cause.
Look at the following:
People - Who has the most errors - how many errors are made stocking and how many are made
picking and who is doing it. This could reveal 20% of the people are responsible for 80% of the
defects, it could also reveal that there is an even number of errors over most of the people.
Method - Go through the process. Is the process a good one? Process may be a part of the
problem if multiple people are making errors. The process could require physical capabilities that
you don't have. Undocumented process? The process is confusing? The parts are being put in the
wrong bin to start with. There are many possibilities under method.
Training - Is the training what you actually expect people to do? Is there any training? Is the
training word of mouth? Go through the possibilities.
Equipment: Do you have sufficient equipment to carry out the task? Is there a pick list that is
clear? Does the equipment you use work?
I have yet to have a problem that doesn't have a cause. This is an opportunity to improve and be a
part of the solution.

Nancy Hesch - Electrical/Electronic Manufacturing Professional

We had a similar issue when I managed a warehouse for prescription drugs. As you can expect,
there was an enormous expense for bringing products back to the warehouse and resending them. I
would visit and walk around the floor (GEMBA Walk) a few hours a week to observe and better
analyze the problem and why it reoccured.

If the same people were part of the issue, I'd spend an hour or so to retrain them personally with
documents in hand and had each employee sign to confirm complete and understood.
If the product or skus look similar to the product next to it, then I'd move it to avoid confusion in the
future.
It was important for them to tick the picking slip of the location their picking from, check the product
against the picking slip and if correct get them to tick it and also if more then one, check every
product code to make sure that it is the same product and tick the quantity for the amount requested.
It's time consuming but once the employee gets the hang of it, I guarantee you, your picking error
will improve. This way you'll know who's making the error and take them through the process with
documentation.
If the training and documentation is not effective, then we began the process of hiring someone else
and train them the same way. If the role requires using a scanner, get them to do the same thing
before confirming.
Or alternatively, you can nominate a person to check the order and some else to pack it. As I said, I
know it's time consuming but it certainly worked for me. I also use to rotate my staff so they weren't
doing the same thing every week. I suggest having a multi skilled staff also helps.

Jackie Villareal - Storeperson at DHL Sanofi Pharmaceuticals

These suggestions may offer new insights. We also have available a new white paper that will help
you dive deeper into order picking solutions.

Eliminating 7 Types of Waste with 5S Methodology

Posted by Christine Wheeler on Mon, Feb 17, 2014

inShare13

5S is a philosophy, a way of thinking which focuses on organizing and managing the

workspace by eliminating 7 Wastes while improving quality and safety.

Waste:
Muda (?) is a Japanese word meaning "futility; uselessness; idleness; superfluity; waste;
wastage and wastefulness". A process that consumes resources where waste occurs is when more
resources are consumed than are necessary to produce the goods or provide the service that the
customer actually wants.
There are forms of waste in addition to the seven. The 8 most common forms of waste can be
remembered using the mnemonic "DOWNTIME"
- Defective Production
- Overproduction
- Waiting
- Non-used Employee Talent
- Transportation
- Inventory
- Motion
- Excessive (Over) Processing)
To have an impact on profitability, you may rely on one or more of the problem solving tools that are
used to systematically eliminate waste.
You are most likely aware of these tools and systems:

Value Stream Mapping

Pareto Analysis

Cause and Effect Diagram

The 5 Whys

Control Charts

The 5S System

Changeover Reduction

The 5S Methodology:
It is all about having what you need to do your
job when you need it; no more, no less!

The 5S's 5S is a philosophy, a way of thinking which focuses on organizing and managing the workspace by
eliminating 7 Wastes while improving quality and safety.
The 5S list describes how to organize a work space for efficiency and effectiveness by identifying
and storing the items used, maintaining the area and items, and sustaining the new order. The
decision-making process usually comes from a dialogue about standardization, which builds
understanding among employees of how they should do the work.
There are five primary 5S phases which are known as:
1 - Sort
1.1. Identify all items in the work area

1.2. Distinguish between essential and non-essential items

1.3. Place any non-essential item in a appropriate place, not in the work area
1.4. Regularly check that only essential items are in the work area
2 - Straighten
2.1. Identify the best location for each essential item
2.2. Place each essential item in its assigned location
2.3. After use immediately return each essential item to its assigned location
2.4. Regularly check that each essential item is in its assigned location
3 - Shine
3.1. Keep the work area clean and tidy at all times
3.2. Conduct regular housekeeping activities during shift
3.3. Ensure the work area is neat, clean and tidy at both beginning and end of shift
4 - Standardize
4.1. Follow procedures
4.2. Follow checklists for activities where available
4.3. Keep the work area to specified standard
5 - Sustain
5.1. Clean up after completion of job and before commencing next job or end of shift
5.2. Identify situations where compliance to standards is unlikely and take actions specified in
procedures
5.3. Inspect work area regularly for compliance to specified standard
5.4. Recommend improvements to lift the level of compliance in the workplace
A brief description of the 5S methodology and its application in an industrial plan is available below
in a video from Lean Manufacturing Consulting Online:

What types of businesses benefit from a

5S program?
Everyone and all types of business benefit from having a 5S program. Manufacturing and industrial
plants are first to come to mind and can realize the greatest benefits. However, any type of
business, from a retail store to a power plant from hospitals to television stations all types of
businesses, and all areas within a business, will realize benefits from implementing a 5S program.

The Benefits of 5S

Reduced changeover time

Decrease in flow distance

Increased floor space

Greater self-esteem

Improvement of communication

Increase in productivity

Fast work

Improved appearance of the facility and expectation for compliance to maintain that condition

Better and constant quality of products, services

Reduced equipment breakdowns

Improves workplace safety

Fewer hazards

Clean work place

Reduction in materials handling

Reduced lead time and cycle time

Reduced search time

Establishes standards for operating equipment and conducting processes Less spending on
replacing lost or damaged items

Less stress and tiredness

Improved morale and pride in the workplace

Training time reduced for new employees

Greater efficiency in achieving goals

Greater readiness for new tasks

Better impression on clients

5S Summary
5S is a process and method for creating and maintaining an organized, clean, and high performance
workplace.

5S enables anyone to distinguish between normal and

abnormal conditions at a glance.
5S is the foundation for continuous improvement, zero
defects, cost reduction, and a safe work area.
5S is a systematic way to improve the workplace, our
processes, and our products through production line employee involvement.
5S is accomplished by following all of the steps. DO NOT SKIP A STEP.
5S must become part of everyone's job.
5S is a team-oriented process between the members of the work area.
To review, some of the benefits of 5S include:
Improved safety
A clean, orderly workplace
Improved efficiency
Increased employee morale
Standardized work methods.

Ultimate Guide to Order Picking Methods and

Ways to Minimize Walking
Posted by Christine Wheeler on Mon, Jun 16, 2014

inShare67

Order picking methods are defined in terms of: (a) pickers per order - the number of pickers that
work on a single order at one time; (b) lines per pick - the number of orders a single item is picked
for at one time; and (c) periods per shift - the frequency of order scheduling during one shift.

Order Picking Methods Include:

Discrete Order Picking - The most common type of order picking

because it is basic and simple to understand.
When employing a discrete order picking methodology, one order-picker picks one order, one line at
a time.
Additionally, there is only one order scheduling window during a shift. Therefore, orders are not
scheduled and may be picked at any time on a particular day.
The advantages of using this method of order picking are: simplicity, ideal for paper based picking,
provides fast response time for order fulfillment and can easily track order picker accuracy.
However, this is the least efficient methodology as it requires a significant amount of travel time
compared to other methods. (This is where a cart with built in power can help)
Zone Picking - Order pickers are assigned a specific and physically defined zone in the pick area.
The picker assigned to each zone is responsible for picking all of the SKUs located in the zone for
each order. In the event that an order requires SKUs that are located in multiple zones, the order is
filled after it passes through each zone.

This is also referred to as the "pick and pass" methodology. In zone picking there is only one
scheduling period per shift. This means there is a cutoff point for orders to be queued into the order
picking process and any order received after that cutoff point will get fulfilled during the next shift.

Batch Picking - Batch picking is when one picker picks a group, or batch,
of orders at the same time, one SKU at a time.
This is advantageous when there are multiple orders with the same SKU. When that occurs, the
order picker only needs to travel to the pick location for that specific SKU once, in order to fill the
multiple orders.
The main advantage for choosing this method is reduced travel time, which increases productivity.
Batch picking is often used when the typical order profile has only a few SKUs (under four) and the
SKUs physical dimensions are relatively small. Just as in zone picking, batch picking requires only
one order scheduling window per picking shift.
Cluster Picking - Cluster picking is a methodology of picking into multiple order containers at one
time. The containers could either be either totes containing order batches, discrete order shippers, or
discrete order totes. There are two main piece picking systems that benefit from the use of cluster
picking:
1.

Pick to cart operations, in which, a cart would be loaded with multiple totes or shippers and
the picker will make one pass through the pick zone and sort to the pick containers, thereby
avoiding unproductive travel.

2.

Vertical lift modules (VLM) or carousel operations utilizing the independent zone picking
technique, the picker would setup the pick container batch, this would initiate the mechanized
pick modules, and the items would be sorted to the proper pick container. This technique is used
to optimize the VLM & carousel pods by limiting the number of machine cycles.

Wave Picking - Wave picking is very similar to discrete picking in that one picker picks one order,
one SKU at a time. The main difference is the scheduling window. In discrete picking, there is not a
scheduling window whereas in wave picking there is. Orders may be scheduled to be picked at
specific times of the day, which is usually done to coordinate and maximize the picking and shipping
operations.
Zone-Batch Picking - This is a combination of methods in that pickers are assigned a zone, just like
traditional zone picking, however they are also directed to batch pick within their zone. Since both
zone picking and batch picking have a scheduling window, then zone-batch picking does too.

Zone-Wave Picking - Zone-Wave Picking is a combination of methods in that pickers are assigned
a zone and each picker within their zone picks all of the SKUs for all orders that are stocked in their
zone, one order at a time with one scheduling window per shift.
Zone-Batch-Wave Picking - The most complex combination of all of the order picking
methodologies. Each picker is assigned a zone and picks all SKUs for orders stocked in the
assigned zone. Additionally, the picker picks more than one SKU at a time and there are multiple
scheduling windows per shift.
Here is an overview of ordering picking methods and the number of picks per man hour:

Type of Picking
Unloading floor-stacked trailers; sort to pallets

Pick/
Man-Hour
120
cartons

Unload floor-stacked pallet onto takeaway conveyor

640
cartons

Put away a full pallet into a pallet rack storage position

32
pallets

Piece pick from carton flow rack into totes (paper pick tickets in use)

184 lines

Piece pick from carton flow rack (pick-to-light)

260 lines

Piece pick from horizontal carousels (pod of 3 approx.; light tree used)
into totes

300 lines

Full case picking using forklift; picking from pallet rack floor level onto
pallet

29 cases

Full case picking using man-up order picker truck and picking from all
pallet rack levels onto pallets

134
cases

Full case picking from pallet flow rack onto takeaway powered conveyor 525
(paper pick tickets)
cases
Full case picking from pallet flow rack onto takeaway powered conveyor
(voice recognition)

600 lines

Full pallet picking using counterbalance truck from bulk floor storage

50
pallets

Full pallet picking using counterbalance truck from pallet rack

65
pallets

Every operation manager has a high priority to minimize walking.

Minimize selector walking by:
1) Picking from both sides of the aisle, use small pick facings.
2) Placing slow-moving items on side aisles which are entered only when needed.
3) Picking many smaller orders in one trip (batch picking).
And the last method to minimize walking is by using a mobile pick cart with portable power built in.
At Newcastle Systems, we provide the latest technology for productivity with mobile carts with built
in power supplies which minimizes walking. Get immediate access to our new Picking Cart Guide
here.

18 Lean Manufacturing Quotes (#5 is Amazing)

Posted by Christine Wheeler on Mon, Feb 24, 2014

inShare56

1. Why not make the work easier and more interesting so that people do not have to sweat? The
Toyota style is not to create results by working hard. It is a system that says there is no limit to
peoples creativity. People dont go to Toyota to work they go there to think Taiichi Ohno
2. The most dangerous kind of waste is the waste we do not recognize. Shigeo Shingo
Shigeo Shingo ( Shing Shigeo?, 1909 - 1990),
born in Saga City, Japan, was a Japanese industrial
engineer who is considered as the worlds leading
expert on manufacturing practices
and the Toyota production System.
3. "Many good American companies have respect for individuals, and practice Kaizen and other TPS
{Toyota Production System} tools. But what is important is having all of the elements together as a
system. It must be practiced every day in a very consistent mannernot in spurtsin a concrete way
on the shop floor." - Fujio Cho, President, Toyota Motor Corporation

4. Improvement usually means doing something that we have never done before. - Shigeo Shingo
5. "Great companies will have strong lean vision in place with the Senior Management Vision and
are working daily at getting on with doing a small number of important things consistently day in,
day out, week after week, month after month, year after year, as part of the middle management
action plans. And finally the results must be visible at the Shop floor level. That is what make for
effective lean leadership within companies." - TXM, Total Excellence Manufacturing
6. A relentless barrage of whys is the best way to prepare your mind to pierce the clouded veil of
thinking caused by the status quo. Use it often. Shigeo Shingo
7. "Lean is about constant ticking, not occasional kicking." - Alex Miller, Professor of Management
at The University of Tennessee

8. Due to the set-up times, the tendency is to produce in batches that are larger than the order
quantities. This supposedly utilizes the equipment more efficiently, reduces set-up costs, and
reduces unit product cost. But any production in excess of immediate market demand ends up as
finished-goods inventory. The result of producing these large batches in todays competitive
marketplace is poor customer service despite high levels of inventory. M. Michael Umble and
Mokshagundam L. Srikanth. Synchronous Management: Profit-Based Manufacturing for the
21st Century. Spectrum Publishing: 1997.
9. Sometimes no problem is a sign of a different problem Mark Rosenthal, author of The Lean
Thinker
10. "Todays standardizationis the necessary foundation on which tomorrows improvements will
be based. If you think standardization as the best you know today, but which is to be improved
tomorrow you get somewhere. But if you think of standards as confining, then progress stops."
- Henry Ford in 1926
11. A relentless barrage of whys is the best way to prepare your mind to pierce the clouded veil of
thinking caused by the status quo. Use it often. - Shigeo Shingo
12. "Copying your competitor won't help you beat your competitor. You need to think beyond your
competitor." - Gerhard Plenert and Bill Kirchmier. Finite Capacity Scheduling: Management,
Selection, and Implementation. John Wiley & Sons, Inc: 2000.
13. If we reduce batch sizes by half, we also reduce by half the time it will take to process a batch.
That means we reduce queue and wait by half as well. Reduce those by half, and we reduce by
about half the total time parts spend in the plant. Reduce the time parts spend in the plant and our
total lead time condenses. And with faster turn-around on orders, customers get their orders faster.
Eliyahu M. Goldratt, The Goal

14. There are three kinds of leaders. Those that tell you what to do. Those that allow you to do
what you want. And Lean leaders that come down to the work and help you figure it out. John
Shook- Author of "Toyotas Secret: The A3 Report"; Sloan Management Review, July
2010; "How to Change a Culture: Lessons from NUMMI"; Sloan Management Review, January
2010. Shook is a sought-after conference keynoter who has been interviewed on lean
management by National Public Radio, Bloomberg News, The Wall Street Journal, and
numerous trade publications.
Learn from John Shook, who was the first American manager at Toyota's operations in Japan! You'll
hear why Lean leadership is the key in implementing Lean methodologies successfully. During this
keynote, Shook demonstrates how to spread the Lean culture throughout your organization, and why
you as a leader are responsible for Lean's success or failure.

15. "No single seminar, classroom experience, or colored belt will provide you bottom-line Lean
results. Lean happens at the processwith your people, trained and motivated, fully engaged in the
hot pursuit of excellence, as they follow your lead and learn to share and support your Lean Vision.
-Bill Hanover, CCO, TPS ThroughPut Solutions
16. Out of clutter, find simplicity. From discord, find harmony. In the middle of difficulty lies
opportunity. - Albert Einstein
17. Many people think that Lean is about cutting heads, reducing the work force or cutting inventory.
Lean is really a growth strategy. It is about gaining market share and being prepared to enter in or
create new markets. Ernie Smith, Lean Event Facilitator in the Lean Enterprise Forum at the
University of Tennessee
18. "To be competitive, we have to look for every opportunity to improve efficiencies and productivity
while increasing quality. Lean manufacturing principles have improved every aspect of our
processes."- Cynthia Fanning, Product General Manager for dishwashers at GE Appliances

The Most Exciting Technology for Warehouses,

Picking and Distribution
Posted by Christine Wheeler on Mon, Mar 24, 2014

inShare2

Today we share insights about the

best new technologies for warehouses, especially those including a small piece picking operation.
What technology changes or enhancements are working for other companies now.
Pick To Light
Pick To Light has great advantages and is easy to train and easy to set up. Expense comes from the
lights, installation and the software to control the orders and pick.
Ship Hero
Ship Hero works on iOS devices. Here is a video walking through the new software:

Voice - is another great option but many believe Pick To Light is better in case of flow situations. For
a full case environment, Voice is considered better.
Voice technology uses speech recognition and speech synthesis to allow workers to communicate
with the Warehouse Management System (WMS). Warehouse operatives use a wireless, wearable
computer with a headset and microphone to receive instructions by voice, and verbally confirm their
actions back to the system. The wearable computer, or voice terminal, communicates with the
Warehouse Management Software via a radio frequency (RF) local area network (LAN).

Waveless picking - This is a relatively recent concept that comes from some automation providers
that believe traditional wave picking often does not optimize automation/sortation system
performance. In these waveless systems, part of Warehouse Control Systems from a few select
vendors, orders are more continually released, rather than in large waves, to more consistently feed
the sortation system than wave processing often does. That benefit, however, may come at the price
of some loss of efficiency from small batches of orders to pick at a location.

Kiva robots - See photo to right. This Amazon

owned company picks with robots. Kiva robots offer an integrated inventory storage, quality control
and order fulfillment system.
Multi-shuttle based pick modules - Multishuttle is a flexible automated storage and retrieval
(AS/RS) staging solution. This new system is designed for applications that require dynamic, highrate product sequencing to support order assembly, goods to the person picking, and pick face
replenishment. The key attributes of a Multishuttle include high rate capacity, an ability to
accommodate load sequencing requirements, and adaptability to existing building layouts.
Augmented reality picking - if workers in order picking systems are equipped with a headmounted display, Augmented Reality can improve the information visualization.
Ultrasound pick confirmation technology
Snapshots of EVERY outbound order's contents
Mobile Motion Capture of Ergonomics Data
User Modified Packaged WMS Products
LED lighting - intelligent LED lighting allows a warehouse director to treat light as a managed
resource rather than just as an expense. The ability to control light levels in different areas, track
occupancy & traffic patterns and minimize maintenance while saving ~90% on energy costs is now
very achievable.
As you review the list, your choice has cons as well as pros.
For instance, a Kiva System has the merit to be easily expandable, allowing it to grow with your
Company, and it save human labor time by moving the goods to your pickers, instead of having your
pickers moving to your inventory. But it also has lots of demerits, as it is expensive to start with, is
making poor utilization of building volume (it is a surface system that uses only the first 6ft of the
warehouse height, nothing above, and it is moving small racks full of inventory that don't need to be
moved except for one or two lines of products par rack) and it creates a lot of traffic on your floor.
Amazon has some warehouses with thousands of Kiva vehicles moving all together on the floor.
Many technologies are available to suit your needs but to make a selection based on what others
use can cause a serious mis-match. Some technologies out there pretend to be based on the
philosophy of the Toyota Production System but in fact are not. Watch for those technologies that

move inventory without adding any value to it. Those technologies are missing the point.
Many of the technologies cost millions to put in place and need a serious assessment. Unless you
define your needs in detail, or have a specialist help you do it, any technology in the world can either
kill your business (A big investment without a good ROI) or double your profits.
Mobile Computer Carts with Power:

Another new technology with a quick ROI is mobile carts with a

power pack such as NB SERIES Mid-Size MOBILE POWERED Computer Carts.
The Patented NB Series Mobile Powered Workstation by Newcastle Systems was developed to
provide true mobility ANYWHERE in a facility.
NB Series workstations eliminate unnecessary foot travel and paperwork. Instead of walking back
and forth from a deskbound computer to printers and other devices used in tasks such as inventory
management, process control, on-demand label printing, product testing, order picking, crossdocking, weighing, scanning, etc., all necessary equipment can be brought to where the work is
taking place. An operator can have real-time access to WMS, ERP, and automated data collection.

The Scoop on Order Picking and How to Improve

Productivity Without Software
Posted by Christine Wheeler on Mon, Mar 17, 2014

inShare71

The order picking process

has become an important part of the supply chain process. It is the most labor-intensive activity for
almost every warehouse. The cost of order picking is estimated to be as much as 55% of the total
warehouse operating expense. Considering the time and expense invested, even small
improvements in the order picking process has an immediate impact on the bottom line.
Since the order picking process involves significant cost and can have such an impact on customer
satisfaction levels, there has been an increasing number of process improvements proposed to help
companies with this supply chain issue. This is where Newcastle Systems saves the day. We help
companies improve the process by integrating mobile carts with power to eliminate wasted steps.
Order picking can be defined as:

The activity by which a small number of goods are extracted from a warehousing system, to satisfy a
number of independent customer orders.
Since picking labor typically accounts for on the order of half of all labor in the distribution center, it
makes sense to consider better warehouse picking methods to optimize picking and speed up these
processes. Even more so when you combine the other costs of picking, such as errors, stock-outs,
damage, etc.
Order picking is the process of pulling items from inventory to fill a customer order. This takes place
in a warehouse, and a company may use a variety of means to meet order picking needs.
Employees who supervise this process do not need any special qualifications or training, as it is
usually very straightforward. In some cases, it is entirely automated through the use of warehouse
robots, and employees may not set foot on the warehouse floor unless there is a problem.
One order picking method requires sending an employee around the warehouse with an order list
and a box or container. The picker pulls each item, following the most efficient route. In other
warehouses, each worker is in charge of a section and pulls from her section to fill incoming orders.
The box may move through several sections until the order is complete, often along a conveyor belt.
Inventory robots can also perform picking tasks.
In piece picking, workers select items from open boxes or crates to fill small customer orders. A
company selling books, for example, orders them by the case to stock the warehouse, but very few
customers order a whole case of books at once. The company needs to open the cases to fill orders.
Case or crate picking involves pulling full cases from inventory to fill orders, a common situation for
wholesale warehouses sending goods to retailers. Companies can also use pallet picking, where
whole pallets are pulled during the picking process for very large orders.
The order picking process includes a number of stages, from receiving the order to verifying the
contents before closing the package and sending it out. Many companies rely on computer systems
to streamline the process and also design their warehouses for maximum efficiency. Moving
products that tend to be ordered together to the same area of the warehouse, for example, can cut
down on the time needed to fill orders. This will allow the company to fill more orders, and to fill
orders in a very timely fashion. Fast turnaround is expected by many customers.
Warehouse systems require periodic updates, and when a company gets ready to make changes to
its warehouse, it may call on a consultant for advice. The consultant can evaluate standards and
practices in the company and provide information on how to make order picking faster and more
reliable. This may include adopting a new computer system, relying on more robots, or changing
shelving layouts to make it easier for employees to pull what they need.
We can identify the following main types of order picking:

Piece picking or picker to part method: the order picker(s) move(s) to collect the products
necessary for one order

Zone picking method: each order picker is assigned to one specific zone and will only realize
order picking within this zone

Wave picking method: the order picker(s) move(s) to collect the products necessary for
several orders

Sorting systems method: no movement of the order picker(s), the products are brought to
him by an automatic system (conveyor system, automatic storage ...).

Pick to box method: no movement of the order picker(s), the picking area is organized so
that there are a number of picking stations connected by a conveyor. The order picker fills
the box with the products from his station and the box moves to the other picking stations
until the customer order is complete.

Solutions For Order Picking

A number of supply chain academics such as G.P. Sharp and Edward Frazelle have proposed a
number of ways of classifying the order picking system. Four solutions have been identified for order
picking.

Picker to Part

Part to Picker

Sorting System

Pick to Box

There are various ways in which a pick may be communicated to a picker:

A simple paper pick list

RF terminal

A list of labels that list an item's location -one per item being picked

Voice picking equipment

Pick to light equipment

Automated storage and retrieval systems (ASRS). There are many types, but the basics are
mini-load, mid-load and unit load. Each system is used to deliver totes, cases, cartons,
pallets or inventory with unique physical profiles. Mini-Loads usually range up to 1000 lbs per
load; Mid-Load up to 2000 lbs per load; Unit Load for pallets up to 5000 lbs per pound.

An automated dispenser, in which products are piled up and separated from each other, and
then automatically released on a conveyor belt when required (obviously not applicable to all
types of merchandise)

Some of these technologies can also be used to make sure the picker picked from the proper
location using barcode or RFID terminal or voice picking.

Choosing an order picking system depends on any number of requirements such as cost,
complexity, number of customer orders, size and number of items, etc. Every company has a unique
requirement and one order picking solution may suit one business and not another. Determining the
requirements will ensure that the most efficient order picking solution is selected.

WAREHOUSE PICKING
METHODS
Paper Picking: Paper Picking is an easy warehouse picking method using printed sheets from your
WMS or ERP.
RF Picking: Picking using mobile computers is a very easy step up from paper. All warehouse
movements are logged and tracked, resulting in better inventory accuracy and providing total
accountability to your labor budget as well as what individual are doing all day long.
Voice Directed Picking: In the past decade these warehouse picking methods have grown
tremendously in order picking. The hardware cost is higher than for a mobile handheld device.
However unlike pick-to-light, the cost scales with the number of users, not the number of SKUs
making it overall very cost effective in certain situations.
Zone Pick to Light: The acknowledged speed and accuracy leader in the warehouse, pick to
light warehouse picking methods can typically allow operators to reach 300-400 lines picked per
person-hour in concentrated zones, when combined with routing systems and/or cluster or batch
picking techniques.
Pick to Put - Pick to Put: Also known as Pack to Light, is a special adaptation of Pick to Light or
hybrid Pick to Voice system that leverages the ability to batch pick lines and distribute them among
orders placed in a cart, or a sled on a conveyor. Pick to Put systems can allow operators to reach
600 to 800 lines per person-hour, and for cart based systems minimize the need for conveyor
systems. Like those systems they can be easily moved to another facility as the company grows.
Put techniques are especially useful when a small number of SKUs has to be distributed among a
large number of orders, for example in retail distribution to a large number of small stores.

How to improve order picking without adding software:

With so many distribution centers, retailers and manufacturers operating in what might be
considered the "stone age" of technology and systems, giving up the stand up work station and
replacing it with a mobile cart with a battery pack may seem a bit foreign.
Imagine what happens when a cart with a battery pack follows the Order Picker and the wasted
steps are eliminated. Accuracy improves, better productivity is instant and the staff morale is higher
as they get more done, in less time with less work.
To make your order picking staff happy, improve accuracy and brag about better productivity, you
can configure your own workstation or get quote:

What is a mispick in the order picking process?

Posted by Christine Wheeler on Fri, Aug 15, 2014

inShare7

Mispicks in the order picking process can be easily defined and understood. Order picking is the
process of pulling items from inventory in the warehouse to fill a customer order. However,
eliminating mispicks is a costly and ongoing dilemna.
In fact, distribution centers are losing an average of nearly
$390,000 per year due to mis-picks, according to a study
conducted by Intermec, Inc.
The study surveyed 250 senior supply chain and
distribution managers across the U.S., U.K., France and
Germany, spanning industries including retail,
manufacturing, distribution, transport, chemicals, logistics, pharmaceuticals, wholesale and FMCG.

It found the average mis-pick costs approximately $22, with more than half (52%) of companies
reporting a pick rate of less than 97%. A further 19 percent do not measure the costs of mis-picks in
any form, suggesting that the accumulated losses to the supply chain may be higher.
Most order fulfillment operations which manually select required products to fill a customer order
have experienced picking errors. Humans are after all imperfect and prone to making mistakes.
Picking is more than grabbing an item off a storage rack or shelf. In a typical manual distribution
center, picking means an operator receives a paper list of instructions about what to pick and where.
The operator travels to the correct storage location, locates the correct item within that storage
location, refers to the paper pick list to determine the number of items required from that pick face,
picks the items, confirms the pick by marking the paper, then delivers the items for packing.
Within these steps there is a potential for error. If an operator experiences fatigue as they walk
through a warehouse again and again during a shift in an environment with lessthanoptimal
lighting, its easy to see why picking mistakes happen.
There are several types of picking mistakes, or mispicks, which can happen:

The wrong item is picked in addition to the correct item.

The wrong item is picked instead of the correct item.

The wrong quantity of items are picked.

Which can be either too many or two few.

An item is omitted.

An item is not picked at all.

The condition of the item itself is unacceptable.

For instance, damaged or mislabeled items.

Most operations managers understand mistakes will happen, but may not be aware of the latest
technology to reduce fatique and improve order picking productivity. By adding an order picking cart
with portable power, the wasted steps are eliminated and accuracy of picking is improved.
Companies such as Amazon, Ross Stores and others share their success in these case studies.

The Secret Behind A Successful Warehouse

Posted by Christine Wheeler on Tue, Apr 22, 2014

inShare49

We appreciate those who work within the warehouse environment as they overcome the pressures
of deadlines and costs. Each warehouse manager must be meticulous, technologically
sophisticated, authoritative, organized and calm under pressure.
The resources of a warehouse are space, equipment and personnel. The cost of space includes the
cost of the building or leasing a space and the cost of maintaining the space. The equipment
resources of a warehouse include data processing equipment, computers carts with portable power,
dock equipment, material handling equipment, storage equipment and unit load equipment.
According to experts, there are 'secrets' behind running a successful warehouse.

Here are a few experts who

have shared their thoughts about what it takes:
"Always be prepared to change. Be forward thinking and just because you are doing well now does not
mean the future will be the same. The tacit you use today to get a project done successfully may not work

tomorrow. Also your number one asset in the warehouse is never technology it is the people utilizing the
technology. Always look for the success of your people, that is the key to your success."
- Kevin Warner - Warehouse Manager at Pitman Warehousing

"For a successful warehouse a lot of factors should be considered like the receipts
procedures,storage,issue procedures and preservative measures and these factors should be
carried out in the best possible way to reduce losses due to the above factors which should be
carefully implemented.Also good stock control systems should be user friendly and people should
have warehouse management training and renumerated well.The employees must be trustworthy
and honest."
- Obeymore Mahove - WAREHOUSE SUPERVISOR

"By teamwork. It is started from small up to top people regardless what position they have. The
objectives must run on what the business is goal and not the thier own purposes just only to work
but to follow the whole process."
- Mizael Boquid - Warehouse Unit Leader at 2GO Logistic Inc.

"Put the right management in place working together as a team. Hire the best managers for each
department and leverage each others skills (need people who are not threatened by someones
else's ability or talent) Support from top executives (if there is no support there is no success) Think
for the future, not just today or tomorrow, but months/years down the road. Set the culture you wish
to have from the start. Set up a strong safety program."
- Justin "JT" Griebe - Operations Manager at iHerb

"Team Building is very important; employee moral and management support are equally valuable in
maintaining your warehouse. Even though you may have an excellent operational warehouse; there
is always a way to increase your ability to make it better. I am one that firmly believes that constant
change is a way to keep away from being complacent. Training, retraining, safety and organizational
policy enhancement help to ensure that your warehouse has the optimal advantage while keeping
your success in constant flow.
Tools, tools, tools; any successful manager knows that if the tools are not available for your team to
succeed, you eventually will lead your team to fail. Making sure that upper management is there to
support you in your efforts to lead your team toward the goals of success is one of your
responsibilities; providing all of the reports and documentation needed to gain that support is
expected if you are seeking improvements for your department."
A failure of your team is just as much a responsibility as its successes, and as a manager, knowing
the difference is key toward your own success."

- Chadwick Buchanan - Organizational Warehouse Operations & Production

"That's simple! Love materials, love co-workers, love procedures, love warehouse athmosphere,
love all kind of difficulties, feel good, be positive!"
- Orhan ELBEK - Warehouse Manager at Zorlu Energy

"Success in any business starts with trust. Sustained high level performance from your employees is
a direct result of winning their trust as a leader. It's no different than a sports team that gives it their
all night in and night out to be the best because they trust and believe in their coach. The question
becomes what type of leader are you?
Are you a leader people can believe in and trust to have their best interest at heart? A good leader
achieves buy in from his/her staff because of the content of their character. People can see through
someone who is not genuine. You can be the most knowledgeable in your field of expertise and
have the latest technology but that won't translate into long term success without employee buy-in.
If an employee can feel good about being valued, coached, mentored and setup to succeed by their
leadership they will want to work for you. They will want to perform at a high level not just for
themselves as obviously they should but they will want to perform the same way for their leader. It's
been proven that high pay alone does not guarantee sustained performance nor does processes
and procedures.
Good leaders unfortunately are few and far between according to todays work force and that is a
testament to how charcter and integrity have taken a backseat to corporate performance anxiety.
"Make bricks without straw" attitudes exist all over the place but it doesn't work. When you look at
the happiest workers and companies, the leadership have made the investment of valuing their
employees just as much as their customers and stakeholders."
- Derick Pope - Distribution, Logistics, Supply Chain Professional

"It starts with the team and the management. You have to recruit the right team and provide topnotch training, fair compensation and advancement opportunities. It makes for a positive work
environment when the warehouse is running properly. Be sure to outline the specific qualifications
you are seeking for each available position. new employees who are flexible and receptive enough
can learn how to perform their job duties the way you want them to be carried out. A successful
warehouse manager understands fully the role of a warehouse in the supply chain management
system. It takes good management habits and skill set to meet the criteria of a good warehouse
manager. Lead by example to inspire and motivate your staff. You can pitch in whenever necessary
even if it is not part of a warehouse manager's job description. Efficiency and accuracy are the key
words in the success of a warehouse and by taking interest in what employees are doing you can
accomplish that goal."
- Ron Matthias - Distribution Manager at Plaid Enterprises

Sadly, the personnel resources of the warehouse are often the most neglected though the cost of
personnel is usually the greatest. Labor related costs in a typical warehouse can be 50% of the total.