Expect more, get more
All it takes is a well-planned system, rigorous training, and making the best use of people.
By Jim Apple -- Modern Materials Handling, 1/1/2004
We find ourselves at an interesting juncture. The economy is beginning to rebound. That means new hiring can't be far behind in DCs. Meanwhile, we are coming off the time of year when many part-time employees were needed to handle the holiday peak.
In other words, DC managers were and will be challenged to quickly integrate new people with their operations. While some managers seem to think that they have to suffer initially with low productivity and higher error rates, it doesn't have to be that way.
Under these conditions as well as times of high turnover, it's best to design processes with fast learning curves. Reaching an acceptable level of proficiency quickly is often better than struggling and never getting to the optimal level.
Equally important is matching employees to appropriate jobs. We don't have to design jobs so that anyone can do them. We can select people who have the right skills and aptitude for particular jobs. And, we can train people and test them to ensure they have the necessary skills.
One of the more fascinating training sessions that I have seen consisted of a group of women in a Turkish cotton mill. They practiced an intricate exercise of moving their fingers around a set of spindles, simulating the motions for knotting yarn ends on looms. By the time they moved over to operating looms, they were ready.
I have also made it a habit to ask grocery store check-out operators what their throughput is. They know! And, they know what their accuracy rate is for recognizing fruits and vegetables and keying in the correct code.
In the hubs of a well-known parcel carrier, operators lift packages from a slide, read a zip code and perform a 6-way sort at rates that leave most warehouse operations in the dust. High expectations and carefully designed workplaces make it possible.
Don't design processes and systems to the lowest common denominator. Rather, design the task so that you take advantage of all that a person can do.
In my travels, I frequently visit the Waffle House. I'm amazed at the ability of the waitresses to translate my order into a special Waffle House code and call it across the room to the cook. There is no paper communication, and my order always arrives just the way I asked. A combination of a well-planned system, rigorous training and using the human brain delivers great results.
Design processes and workstations so that during periods of peak productivity both part-time and temporary workers can assist permanent employees. Split the job so that tough tasks are done by experienced employees, and more mechanical tasks by others.
Don't waste time worrying over new people/high turnover and low performance. Do something about it! Screen, test, train, and, most of all, maintain high expectations. People have remarkable capacities when we put our faith in them.
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