4. • Eliminate empty pallet returns and create
drop zones for the prime orderfillers
272 Empty
Pallet Returns
in Prime Aisles
272 Empty
Pallet Returns
in Reserve
Aisles
Gain of
approximately
544 new slots
for DC 6061
5. 1. Increase
storage
capacity for
the entire
warehouse
2. Decrease
QA’s “freezing”
and
“unfreezing” of
slots
3.
Decrease
pallet
related
injuries
due to
easier
stacking
6. Orderfiller
stack pallets
• Create “drop
areas” in aisles
• Stack 6 high in
designated
areas
RSR Driver
to:
• Stack 12 high
• Multiple
stacks driven
to ends of
aisles
• Prepare them
to haul
PE Driver to:
Receive call from
RSR driver
• Haul pallets to
receiving doors
• Maintain
production due to
the amount of
empty pallets
created
7.
8. Safety Increases; less
pallet handling related
injuries
Easier for the prime
orderfillers to stack
Forces the primers to
be more conscientious
of their stacking
Increase in warehouse
storage/slots
Better communication
between the O/F
department and docks
PE hauler to maintain
productivity
Avoid Prime Locks
Utilize the drive-ins as
permanent storage
Bad stacking by
primers
Empty pallets
collected in the
prime aisles 1. They
already exist. 2. No
different than
having full pallets in
the aisles for
shipping
Poor
communication
Primers randomly
placing pallets
among the prime
aisles, creating a
safety hazard
10. 1-2 associates = 12-
36 hours productive
work. No
unproductive
wages/coded for
production. Better
PTS to Pay ratio
6-8 associates =
40+ hours of non-
productive work
(downtime). Around
$680 in
unproductive wages;
gain for 6061
11. Prime
Orderfiller
s
Pallets
are not
lifted as
high
Less
physical
manhandl
ing of
70+ lb.
pallets
BENEFICIAL
IMPACT
PE Hauler
1-2 needed to
haul pallets;
production not
affected
BENEFICIAL IMPACT
Area Managers
Lead rotational hauling
Maintain communication
between departments
RR Drivers
Eliminate
entire step
in current
process
Responsible
for stacking
pallets 12
high
BENEFICIAL
IMPACT
12. 1. Meet with all departments and managers
2. Review material
3. Determine best location for storing pallets
4. Decide on a rotation schedule to “pallet process”
5. Stress communication in order for success
6. Have maintenance remove current “brakes” in all empty pallet slots to prepare them
for receiving freight
7. Determine a training schedule/timeframe for the associates
13.
14. 1. Stay out on floor, not at desk
2. Establish meaningful relationships
with DTS team
3. Focus on creating good
housekeeping goals and work
ethics
4. Work alongside the associates,
developing trust which then
becomes a great strength in their
potentials. Sense of ownership.
1. Replen drivers do not
empty out pallet
returns
Not included in
their production
numbers
Do not receive any
downtime
Too many long
hauls
15. Approximately
25 hours/week
1 RSR Driver
Approximately
50 hours/week
2 RSR Drivers
Approximately
75 hours/week
3 RSR Drivers
Lower replen
production
to 12
moves/hour
Replen drivers to
empty pallet
returns as part of
their daily tasks
Unnecessary
downtime will be
eliminated
Increase in PTS to
Pay ratio
16. 1 “Utility” associate:
Use the RR driver who is
assigned to the stock picker for the
week to empty pallet returns when
not running the SP
17. Each RSR associate to
receive an aisle assignment,
or small group of aisles to be
responsible for. This
includes emptying out the
pallet returns, as well as
general housekeeping.
Creates responsibility and
ownership.
CLEAN AS YOU GO
18.
19. Benefits of the PRD
1. Improves associate safety with an ergonomic design
2. Unit makes a “PERFECT” stack, improving efficiency
3. Time savings of 2-4 minutes each time a stack is removed
4. Return on investment (ROI) of approximately 1.28 years
5. Retrofittable; designed to fit a DC’s needs and customizable to fit the
current or future work center
6. No energy required. Energy cost effective with no outside source of
energy needed
Features of the PRD
1. Easy-to-use hand and foot releases
2. Shock absorbing device safely tilts carriage when unloading
3. Pallet release stops allow for use with wooden and plastic pallets
4. Designed to straighten each pallet that is loaded
5. Constructed with long-lasting, powder-coated heavy gauge steel
6. Optional flashing strobe alerts the RR driver that a full stack is ready
for pickup
Project Goal
The purpose of this project is to collectively consider a more efficient procedure of pallet processing. With the recent installation of new racks and an increase in injuries related to “pallet handling”, a safer, more efficient program of processing pallets seems worth reviewing.
This process would involve all departments, including orderfilling/RSR, shipping, receiving, maintenance and quality assurance.
Eliminate all “empty pallet” slots currently in the prime and reserve aisles place “drop zones” in each prime aisle for the orderfiller to stack pallets 6 high in these drop zone on the floor. This would accomplish several things:
[The workplace is highly dependent on communication for everyone to be able to accomplish assigned tasks. When communication is good, employees understand their role and the direction of the company as well as increasing morale.] (http://www.chicagoagr.org)
It is for this reason that all parties who are involved in pallet processing carry radios and effectively communicate with each other so the flow of pallets is controlled and any processes set in place do not alter. A lack of communication will lead to the collapse of any new process set in place. It is imperative for the RSR drivers and the PE hauler(s) to maintain communication with each other in order for the pallets to be hauled in a timely manner so they do not collect in the aisles and pose potential safety hazards.
KEEP IN MIND THAT OUR FACILITY NOW HAS ONLY A FEW RR’S THAT WILL BE ABLE TO MANEUVER THE DRIVE-INS. AS WE RECEIVE NEWER EQUIPMENT, THE FORKS WILL BE TOO WIDE TO FIT.
One of our goals as a warehouse is to increase as much space as possible. The removal of “empty pallet” slots would help to achieve this. Presently, the “pallet returns” are quite high off the ground in the new racks which makes them challenging to stack 6-high. By redesigning the workplace, we can help reduce low back injuries. By redesigning the way we currently process pallets, we can reduce the strain on the manual tasks currently performed to minimize the reaching, pulling and tackling of the pallets. Weights and forces will decrease as well as the frequency of handling and re-handling the empty pallets by both the prime order-filler and RSR drivers. Those with height disadvantages will have an easier time man-handling the empty pallets to the pallets returns, as they weigh 70-75 lbs each. Additionally, a good workplace design permits employees with low back pain to remain on the job or return to work sooner.
A significant result of this project would be the elimination of one entire step in the way pallets are being processed. As of now, the “empty pallet” slots get filled by orderfillers and then emptied by the RR drivers repetitively. The removal of the “empty pallet” slots would end the redundancy of RR drivers from repeatedly emptying the “pallet returns”, which greatly affects their production. If redesigned, the only responsibility of the RR drivers would be to stack the pallets 6-high and prepare them for the PE hauler to remove from the aisles.
The results would benefit the prime orderfillers and the dock associates. It should not affect the productivity of the PE hauler, as pallets will be continually forthcoming.
Use of 1-2 associates for hauling would be more beneficial and productive than randomly utilizing several (6-8) associates in small increments throughout the day, which we currently do.
By using 1-2 associates, the cost of daily manpower will be reduced and less downtime will be coded. This will increase both productivity and impact our PTS to Pay ratio in a positive manner.
Currently, the average time spent in 4th shift RSR on emptying pallets is roughly 20-25 hours weekly.
Currently, the average time spent in 4th shift receiving, shipping and PE support is roughly 30+ hours.
Recommendations for this project would be to meet with the managers of the orderfilling departments, dock managers, maintenance and a QA manager to review this as a team unit. The dock manager will decide on a rotation schedule for the PE hauler to “pallet process”, whether it is weekly, monthly, etc. The importance of communication between all parties needs to be stressed and is a necessary recommendation to discuss in order for this project to be successful.
Another recommendation to implement this proposal is to involve maintenance in the removal of the current “brakes” in all empty pallet slots and prepare them for receiving freight.
During this entire project, several area managers in different departments were involved in the discussions of this proposal. Some associates, specifically replen drivers, were asked what they would consider a more effective manner of processing empty pallet returns. Upon completion of this project, a few select managers, including my mentor at the time, Bryan Harrelson, were asked to review and offer any alternative viewpoints, feedback and suggestions that may have been omitted. The response has been very positive.
During DTS, I was tasked to work alongside Micheal Davalos, overseeing the Orderfilling/RSR DTS teams. Besides making DTS successful for 2016, my primary focus was to stay out on the floor, establish more meaningful relationships with the team, focus on creating good housekeeping ethics, monitor the workflow and work alongside fellow associates. It has been my observation that once a certain level of familiarity and camaraderie develops among the associates, they start to agree on directives, work methods and a sense of ownership. Trust becomes a great strength in their potential and their willingness to learn from one another, as well as from me.
Teamwork is a passionate area of mine and as I researched this project further, I talked to several managers about the probability of removing pallet returns and placing stacks of empty pallets on the floor. While it may not be feasible for safety purposes, a better way of processing pallets seems to be worth reviewing.
Currently, it is the RSR tasked with “Replens” who is responsible for emptying pallet returns throughout the day. Going directly to the source, I talked to several of the seasoned replen drivers in order to get their ideas and opinions regarding the way empty pallets are currently being processed. An engaged employee generally delivers results and what I learned from every replen driver I spoke with is that no one empties the pallet returns. When asked why, each individual mentioned that it is not part of their production. More importantly, the replen drivers do not receive downtime for the amount of time spent emptying the pallet returns, therefore the empty pallets remain in the slots until the area manager assigns one, two or three individuals tasked solely to empty pallet returns. This results in hours of unnecessary downtime coded into the TPR and affects our PTS to pay ratio.
Because replens themselves generate quite a few long-haul moves that no longer get accounted for, the RR drivers have a difficult time making current production, let alone empty out the pallet returns which cuts into their productivity time. The same mentality goes for all shifts; the replen drivers do not empty the pallet returns.
An alternative to eliminating pallet returns completely would be to consider lowering the current production goal of replen drivers (14 moves/hour) in order to account for the time spent in emptying pallet returns. The replen driver would be held responsible for emptying pallet returns as part of their daily tasks rather than assigning extra drivers to “empty returns” and be coded for downtime.
Another consideration is to task the associate, who is assigned to fixing pallets with a stock picker, to empty pallet returns during the times he/she is not running the stock picker.
During the course of the work week, the RSR department utilizes one associate on the stock picker to fix pallets that are damaged either in the slots, or on the floors. This associate is coded differently when using the SP. Currently, stock picker associates are rotated on a weekly basis and are not coded full production.
If pallet returns generate excessively and the stock picker associate cannot keep up with the empty pallet returns, it would still create less downtime by using an additional RSR associate to help out with the returns.
Good housekeeping is a foundation of safety in every work space of every workplace. However, it’s particularly important in the warehouse where a variety of workers are doing a variety of jobs with a variety of equipment. Good housekeeping is every employee's responsibility. Prime orderfillers are currently responsible for maintaining specific aisles by their area manager each week. At the end of each workday, it is expected that the prime aisles are safe from debris, shrinkwrap, cases under the racks, etc. “Clean as you go” is an ongoing operation that involves every associate and every member of management within the warehouse.
One last alternative to pallet processing would be to apply the same standards among the RSR associates by assigning aisles, or groups of aisles to each associate. These individuals would be responsible for the general housekeeping and emptying the pallet returns in their assigned aisles.
How to improve housekeeping in the workplace:
Good housekeeping requires effort and teamwork, but it’s worth it. Here are some general pointers:
Set housekeeping standards; make sure they are clear, objective and attainable.
Standards should make work easier, safer and healthier. It is best to involve associates when setting standards and provide plenty of positive feedback.
Let employees know how well they are doing and how to improve.
Encourage housekeeping as a way of life!
Eliminate the hassle. Get a perfect stack every time! A new, better way to get perfectly stacked pallets in picking modules is now available. Automation Plus, a Division of CSF Inc., has introduced the Pallet Return Device, which is designed to operate in distribution center pick modules and helps make handling pallets (wood or plastic) safer and more efficient without using any outside energy source, such as electricity or compressed air. Since the PRD makes a perfect stack of pallets every time, it saves labor costs as pickers no longer have to struggle to make a perfect stack, and forklift drivers now avoid reshaping pallet stacks when ready to be removed from the modules.
The PRD incorporates a unique method for stacking empty pallets. Currently, stacking pallets requires expensive machinery or intense manual labor (movements prone to injury). The PRD enables a new method, wherein the operator lifts the pallet over a pivot point, thereby creating a mechanical advantage to remove the back strain associated with lifting pallets. It incorporates a shock-absorbing device that provides a smooth transition from the load position to the unload position. In use, the operator loads the carriage. The PRD system requires no outside source of energy (electricity or compressed air) and requires minimal continual maintenance. This unique system has the ability to be retrofitted into any current or future set-up in a work center and can handle wood and plastic pallets simultaneously.
At this time, hand out informational flyers.
When the reading of this proposal is complete, initial thoughts and feedback would be welcome. If any ideas are considered suitable or workable, what recommendations would be suggested? What additional information needs to be gathered? The ideal outcome for me would be the knowledge of areas managers and the senior management staff to come together for a brainstorming session and agree what the next action(s) will be.
After extensive research, I would not want to see any manager return to the office with a big stack of notes, loses the information in piles of paperwork and are never seen or used again. Agree what the next actions will be. Agree a timescale, who's responsible. Collaboration by all, offering different perspectives and examples, would provide solutions that will increase our PTS to Pay, offer safer alternatives to manhandling heavy wood pallets and generate an overall sense of accomplishment for DC6061.
If one were to ask several CEOs or human resource professionals what goals or elements were important to their success, I would imagine that individual would probably get some phrases and corporate terms that consistently came up. Collaboration in the workplace would certainly be one of the more common answers. [It is often the key to much of the success in today’s corporate America.] (http://www.study.com) So, what is workplace collaboration?
[Collaboration in the workplace is when two or more people (often groups) work together through idea sharing and thinking to accomplish a common goal. It is simply teamwork taken to a higher level. Collaboration is to demonstrate the ability to work effectively and respectfully with diverse teams
Exercise flexibility and willingness to be helpful in making necessary compromises to accomplish a common goal
Assume shared responsibility for collaborative work, and value the individual contributions made by each team member] (http://www.forbes.com)
I would like to take this time to thank everyone in this room for my growth and development in the Path to Lead program. I would also like to encourage the managers who are involved to continue this program here at DC 6061. This program has opened my eyes to the realities, the frustrations and the pride that managers face on a daily basis. Learning to balance between the administrative work involved, associate dealings and the running of a department has been one of the bigger challenges I enjoyed experiencing.
Each and every one of you has helped me grow in many different ways and I am truly grateful for this opportunity. Because of this program, I have been become more rounded and a more confident leader.
