Stock doesn’t move on its own. It takes a well-motivated, well-trained workforce to successfully run logistical operations. Therefore, it’s imperative for the employees to possess a comprehensive understanding and complete know-how of all the operations.
Most of the managers would like to single-handedly manage their logistics workforce at the least possible cost. That level of management comes from the right training, training that evolves from several different steps. The first thing that it begins with is developing standard work procedures and guidelines.
For instance, if the workforce needs to learn and document a process for their client, the first thing that they should do is hit the floor. Pick orders, receive materials and understand the process from user’s perspective. Feedback from warehouse associates could further help them understand nuances of the job.
Now that the process is documented, you could initiate with the training. Training, as such, can take multiple forms. You could produce interactive, computer-based modules, or go with the traditional instructional manuals and get them distributed across. As an alternative, you could come up with a syllabus for consistent training.
Buddy training is also an option. For different people grasp differently, this would introduce variability to your warehouse where each of the trainees ends up doing the job with their own idiosyncrasies.
Formal training with a consistent syllabus, however, makes it much easier to measure individual performance and growth, and is a great way to identify the finest learner and worker. And if great results are produced, the formal, defined training session can be reused time and again, whenever the need arises.
It’s important to understand that not everyone learns at the same pace and thus there is a need for customized training sessions. A rough gauge to measure the technical aptitude is the mobile phone. It’s often seen that workers owning smartphones with multiple applications have a nice time adapting to technology. It sure sounds stupid but the distinction often holds.
Once an employee has learned how to perform a job, the employers must create an environment that focuses on encouraging further improvement. And while not everyone gets it right the first time, feedback and genuine response from the supervisors would go a long way.
This kind of setup would require solid incentives.
Often, it is found seen that many companies base incentives on wrong sorts of measurements. They focus on measures looking at what costs or makes them money. These measures are completely relevant to your profit and loss statement but aren’t meaningful to the people doing the job for you.
Try and use measures such as pallets picked, cases moved, order completed, etc, and based on these measures, you’d be able to clearly evaluate their performance and subsequently train them towards efficiency, rewarding them every time the surpass the set goals.
Such measures not only provide a fair way to determine the incentives but also provide for an on-point language to communicate goals and encourage other workers.
All in all, the supervisors need to identify the exact processes that require improvements, assess the employees performing these processes and motive and reward them accordingly.
At Top Notch Logistics, we practice what we preach. Across our numerous warehouses in China and Delhi, effective measures are constantly under process for maximum efficiency. For warehousing requirements across China’s major cities and ports, feel free to contact us at TNL Cargo.