Optimal management-operator ratios
There was a move a few years ago toward self-directed work teams in ware- become more complex, as house operations. As warehouse activities have the availability of qualified warehousing professionals has declined, and as the fallacies of self-direction without adequate training and tools have been exposed there has been a renewed interest in the fundamentals of warehouse workforce management. One of the most important fundamentals of ware house management is the span of control within the operations. Our expe shows that operator supervisor ratios in excess of 17-18 do not permit adequate supervision and that ratios less than 13-14 are too costly.
Cross-Training
Cross-training is the practice of preparing warehouse operators to work in multiple areas within the warehouse. The practice is especially effective when the timing of activity peaks do not coincide in the operating areas in the warehouse. In those scenarios, the cross-trained workers can move between the peak activity areas as workload mandates. Cross-training can reduce the overall staffing requirements in proportion to the ratio ofthe peak to average activity levels
Soko Circles
Quality circles are nothing new. The concept originated in Japanese auto- mobile factories where groups of workers would meet in small teams to coor dinate problem solving for quality issues on the production floor. More than ten years ago, I borrowed the Japanese word for warehouse, soko, to coin the phrase Soko Circles. Soko circles are quality circles working in ware- house operations. I have only seen the concept applied in a few warehouse operations in the United States. One of those is the JC Penney catalog dis tribution centers, where problem solving teams meet regularly to resolve quality issues on the warehouse floor. Another example is the Walt Disney World attractions merchandise DC, where workers meeting in continuous teams to develop floor-level implementation plans warehousing initiatives. In both instances, the concept is the foundation for the management philosophy and works to foster excellent relationships between the warehouse management and the warehouse workforce
At a time when warehouse quality and accuracy have become compet itive differentiators it is time for the warehouse workforce to become more prepared for and more involved in warehouse solution design and imple of new We worked recently with a large retailer in the design of a range series warehousing initiatives. Part of the implementation plan was a of training sessions for the entire warehouse workforce that shared the