I've been involved in more than 10 start-ups over the years. You always have to expect that there are going to be good days and bad days. And it's no different at the DC we've been starting up here in Gaffney.

A good day is when you not only meet a set of metrics, but exceed them. A bad day is when you miss those objectives and feel like you're going backwards. That's when you have to keep your wits about you and stay focused on the end result.

After a bad day, you need to sit down and see what's different day to day. Is the problem software, hardware, management, operators or the mix of merchandise you're handling? Sometimes the metrics are wrong. In other words, you have to stay aware of the conditions.

But you can't do that by yourself. The management group needs to meet at least every other day for 30 or 40 minutes and discuss your progress and any needed adjustments.

To execute those adjustments requires communication—lots of it and to the entire team from management to operators. You have to keep the group together. No one should be working to a different drumbeat.

In the end, a good start-up requires good metrics, excellent communication and the commitment of everyone involved in the process.