christopher Harper, Author at DJ Products

Material Handling Headed for a Workforce Crisis

Not a single one of America’s top players in material handling and logistics wanted their sons and daughters to be working in a distribution center as adults. That was the shocking result of a show-of-hands poll Benoit Montreuil, president of the College Industry Council on Material Handling Education, took during a speech at last summer’s Material Handling and Logistics Summit. The straw poll of industry leaders caused Montreuil to take a hard look at the future of material handling and the workforce issues that will help define that future.

Montreuil believes America’s growing workforce crisis, which he said is not industry specific, is rooted in three issues:

As Baby Boomers retire, there are fewer workers to replace them. America’s workforce is shrinking.
America’s next generation of workers prefers white collar jobs to jobs in factories and distribution centers. To cut costs, many businesses are outsourcing labor jobs to foreign countries. Immigrant laborers comprise the largest segment of factory and distribution workers, a trend that is growing.
Material handling and logistics jobs are perceived to be dull, entry-level jobs requiring little skill and garnering bottom-rung pay.

The obvious short-term solutions are to import more foreign workers eager to work in America under current conditions and for present pay levels, undertake a major marketing initiative to change the negative image of material handling and attract a new workforce, and computerize and automate our operations to minimize manpower needs. However, Montreuil warned that long-term solutions will require a change in the material handling industry’s paradigm.

Next time: The future of the material handling industry.

What Is the Future of the Material Handling Industry?

The future of the material handling industry is at a crossroads in America. A declining workforce, decreased interest in blue collar jobs and negative perceptions about pay and job satisfaction threaten the future of material handling. The short-term solution for survival is to hire an increasingly immigrant workforce, mount a PR campaign to revamp our image, and automate to minimize manpower strain, says Benoit Montreuil of the College Industry Council on Material Handling Education (see our April 18 post). “I believe that each of these three solutions has merits in specific settings,” said Montreuil, “but that it will be insufficient for addressing the scale and scope of the emerging crisis.”

If we are to survive as an industry, material handling must change its basic paradigm, warns Montreuil. He believes that by automating many of the steps in warehousing and logistics, we have stripped workers of the opportunity to think, make decisions and have input into their jobs, the very things that provide job satisfaction. When workers are merely required to follow a pre-determined pattern, as in pick-to-light solutions, they become little better than robots, says Montreuil. By removing the challenge from the job, he believes, we are losing our most important resource — the intelligent, innovative worker.

The alternative paradigm that Montreuil envisions is a material handling industry that relies on highly-skilled, certified logistics professionals operating in self-sufficient teams in distribution centers, factories and logistics applications around the world. These professionals would be “trained to exploit all the physical handling and transport technologies,” says Montreuil, combining automation with manual operations to achieve maximum efficiency. In his utopia, Montreuil sees a material handling industry that offers “career paths for their talented workforce.”

Ergonomic Wheel Design Improves Productivity

In our last post we talked about the importance of wheel design in reducing friction. But why is that important? The answer is that any design element that decreases the force that must be exerted by the operator to manipulate a piece of equipment increases efficiency and decreases the risk of potential injury. The result is greater productivity. This is the goal of ergonomic design both in the design of equipment and the environment in which it will be used.

When a wheeled piece of equipment is used, the operator must first overcome inertia and friction. The initial force necessary to start an object in motion is far greater than the sustained force necessary to keep it moving. Once in motion, optimum sustained, or rolling, force is achieved when a steady, constant velocity is achieved. Any need to decrease or increase velocity requires increased force to combat inertia. This is particularly noticeable during turning and maneuvering when significant force must be applied to change direction. Stopping a piece of wheeled equipment requires the same high level of force as starting it. As when accelerating, the operator must overcome high levels of inertia and friction to decelerate.

The four physical elements required to move a piece of wheeled equipment — starting, rolling, turning and stopping — can place tremendous stress on the operator’s musculoskeletal system. If performing these tasks manually, workers frequently overexert and strain muscles while applying the necessary force to start or stop a piece of equipment. Turning and positioning equipment can cause operators to assume asymmetric body postures during exertion which can cause musculoskeletal injury.

Ergonomically designed carts and tugs seek to achieve the optimal wheel size, type, placement and composition to decrease the force an operator must exert to move a piece of equipment.

The Art of Solving Material Handling Problems

How do you solve material handling problems in your business? Often the people charged with solving a problem on the floor or in the plant have no experience actually performing the tasks that are involved. The biggest hindrance to problem solving in business or industry can be management’s tendency to rely strictly on reports and charts. Sometimes you just have to get your hands dirty.

As they say, there’s no substitute for experience. For instance, say you want to improve order picking productivity. In most operations, pickers spend 60% of their time walking. Obviously, measures that will reduce walking time will increase productivity. On paper transport routes can be planned, inventory placement can be allocated, cart loads can be configured and assembly points can be designated to presumably increase worker efficiency. On paper everything can look great, but on the floor reality can sabotage the best laid plans.

We’re not saying planning isn’t important. Of course it is. But it should be considered a starting point, not an end product. Before final implementation, you should take your plans for a test drive. Give ideology and reality a chance to meet. You’ll usually find that when put into practice paper plans need some serious tweaking to ensure that they achieve the desired results.

In our order picking example, picking items may not actually be located where expected due to warehouse concerns or overstock issues. In the picking area, items may not be optimally located. Picking bins may require workers to reach or stretch unnaturally, risking potential injury and decreasing productivity. Individual productivity can vary greatly between workers, particularly between seasoned and new employees. Picking items may not be transported to pick areas at an optimal rate. Transport surfaces can present their own challenges. Rough or sloped surfaces can decrease efficient transport. Batch sizes may not be optimally configured. Large batches or items may require transport on multiple carts. Reconfiguration to optimize cart loads can increase efficiency and productivity. While these issues may not be obvious on paper, they are obvious in practice and present considerable obstacles to efficiency and productivity.

Next time you work to solve a material handling problem in your business, spend some time walking in the shoes of your workers before you implement a final solution. It’s a sure way to guarantee success.

Six Sigma + Ergonomics = Productivity Gains

Implementation of a comprehensive ergonomics program is often initiated by a business for the obvious safety and financial benefits realized in reduced workplace injuries and their attendant costs. What many business owners fail to realize are the significant productivity gains possible when ergonomic practices and ergonomically-designed equipment are adopted. Businesses that practice Six Sigma have been quick to see the potential for sustained productivity gains when ergonomics are integrated into workplace practices.

Utilization of the 5-step Six Sigma process can help a business build a successful and sustainable ergonomics program that will not only produce impressive immediate production gains, but sustain and continue to improve those results over the long-term. Six Sigma practitioners have found that adoption of ergonomic practices and use of ergonomic equipment optimizes worker performance, reduces production cycle time, increases cost competitiveness, and empowers workers. The end result is increased production, improved product quality, a happier workforce committed to improvement, and a satisfyingly positive impact on your bottom line.

Six Sigma’s disciplined, process-oriented approach to problem solving involves five steps that are easily applied to development of a comprehensive ergonomics program:

Define. It’s important to know what you’re working toward, so the Six Sigma process begins by establishing the goals to be achieved. Clearly define the problems to be addressed by reviewing injury, illness and workers’ compensation claim data for commonalities. Production bottlenecks, quality issues, rework costs, and warranty costs are other problem indicators. Don’t neglect the important area of staff morale. High absenteeism is indicative of low morale. After defining problem areas, establish specific goals for improvement in each area. You’ll also need to determine tracking metrics and establish support and educational resources.

Measure. In order to correctly measure improvement, you need to pinpoint your starting point. Collect information about your workers and their abilities. Define the parameters and potential risk of each task, paying particular attention to potential stressors, including site lines, posture, reach required, force expended, repetition, vibration, noise levels, work environment temperature, etc. Collect data about the individual steps required to perform each task.

Analyze. Analyze the data collected to discover the root cause of each problem. Evaluate and identify risks associated with each task. Don’t neglect to talk to the workers who actually perform each task. They can provide astute insight into what works, what doesn’t and how to improve the situation. Before implementation, carefully evaluate potential process improvements, equipment and tools for their ability to solve the problem as well as risk potential. Determine and prioritize improvements to be introduced into the workplace.

To be continued Friday

Boat and Camper Maintenance Made Easy with a Trailer Pusher

The end of the Summer is upon us and for many people that means officially having to close up shop at the campground or marina. Boats and small campers have been utilized to their fullest for the last few months and may need either minor or major repairs prior to being stored away until next year’s vacation season.In dealerships or facilities that repair, restore, distribute or even manufacture boats, campers and trailers there is nothing that makes the job easier than a trailer pusher. In environments where a trailer pusher isn’t available, employees might be required to move a heavy trailer manually, which could potentially result in serious injury. A trailer pusher quickly and easily hooks up to standard ball coupler, gooseneck or kingpin trailers and allows a single person to safely move even a heavy camper or boat from one location to another, with minimal chances of personal injury or damage to the unit or surrounding property.Trailer pushers are compact in design and operate on battery power, which means that they are quieter while in use and quite a bit easier to store than a bulky, propane operated forklift. A trailer pusher has a much tighter turning radius than a full size forklift so employees will have a much easier time maneuvering boats and campers around in small repair bays or crowded parking lots, resulting in less of a chance of bumps, scrapes and scratches that would make for unnecessary additional work.Boats, campers and trailers are just too large and cumbersome for employees to try and move around manually and using improperly designed equipment will often result in accidental minor damage. Using a trailer pusher to get a boat or camper from point A to point B on the assembly line or in the repair shop is the best way to keep both your employees and the units themselves as safe as possible when a move needs to be made.

Sweep Out the Dirt and Dust from Winter – Summer Warehouse Cleaning Tips

Even if you run a tight ship, your warehouse needs an occasional deep-clean to get the dust and dirt that accumulates. A clean warehouse can boost morale, prevent accidents, and even operate more efficiently.

As experts in tools for warehouse efficiency, we’re happy to bring you warehouse cleaning tips for a good summer cleaning:

Clear Out Unnecessary Items

Before cleaning, throw away or recycle things you don’t need. This can include anything from surplus pallets and flattened boxes to obsolete office supplies like stationary on old company letterhead. See something that hasn’t been touched in ages? Stop hoarding it.

Deep Cleaning: Invest Some Time

An extra evening or weekend shift makes a great investment of time. Pull materials away from the walls for dusting and cleaning. This should be deep cleaning, not just the easy-to-reach stuff.

Get Around to Those Tough Stains

Take care of those lingering stains and sticky spots. Break out the heavy-duty cleaner and eliminate dirty stains from oil, lube, cleaning products, and other spilled materials.

Consolidate Where Possible

Stack more things vertically, consolidate items from half-filled containers, and do some rearranging. If you have shelves with mismatched containers that stack unevenly and create dead space, take it apart and start fresh with more streamlined organization.

Re-examine Your Cleaning Methods

While you clean, take note of why certain areas get dirty, dusty, or disorganized. Develop your own warehouse tips and new monthly protocols to keep things tidy and lessen the need for big cleaning projects in the future.

For an efficiency boost you can use everyday, check out our power movers and tuggers for the material handling industry.

A Happy Warehouse Staff Is a Productive Staff

Does your staff feel appreciated and valued? A happy staff is truly a productive one, and you can help ensure loyalty and boost motivation with the proper warehouse management tips and procedures.

How can you pep-up productivity and pleasure?

Take the time to train and they’ll be moving in the fast lane. Are your staccato training methods resulting in costly mistakes? Forcing staff into roles before they are ready is a surefire motivation murderer. Don’t throw new employees to the wolves. Invest the time in proper training essentials for the ultimate payoff.
Show your listening – prevent boos and hissing. Answering questions and acting on employee suggestions can not only spotlight and correct recurring issues, but offer a highly effective way of showcasing your team spirit. Your employees are in the thick of it, and may offer creative solutions you may not have considered.
If they pick and pack, make sure they relax. Productivity is essential to the distribution process, and exhausted, burnt out workers are anything but. It may initially seem counter-intuitive, but your pick and pack staff needs relaxation time off of their feet and away from the pressures of filling orders. Give your staff this opportunity. It will reduce pressure and errors as well as refresh them – body and spirit!
Keep ‘em keen by sharing some green. Bonus holidays and cash incentives will ensure a well-oiled warehouse team who happily aims for accuracy targets they know will pay off, double-checking orders and volunteering for overtime.

Looking for warehouse management tips that make a difference? DJ Products has you covered. Learn how to get your product moving today!

Material Handling Job Site Launched to Attract Workers

NA 2008 recently wrapped up in Cleveland. One of the more interesting developments to come out of the annual trade show sponsored by the Material Handling Industry of America (MHIA) was increased industry interest in worker assist devices. “We’re finding a renewed interest in looking at the worker rather than just the workplace,” said MHIA Vice President Tom Carbott. “Companies that can find talent want to keep their employees safe and productive in the workplace.” Carbott said he expects more exhibitors to mirror this interest at next year’s show in Chicago.

In a related development, in response to industry concerns about attracting workers to careers in material handling, the first job posting website dedicated solely to recruiting students to the material handling industry was introduced. Designed and launched as a cooperative effort by the Material Handling Equipment Distributors Association (MHEDA), MHIA and the College-Industry Council on Material Handling Education the website is meant to serve as a bridge or gateway between students and industry professionals. Dubbed by MHEDA the Gateway Program, the website is located at www.mheda.org.

“The website was developed to attract and recruit students seeking employment in the industry, as well as to strengthen relationships between academia and industry,” explained MHEDA Executive Vice President Liz Richards. “We encourage all professionals in the industry to take full advantage of the resources on the Gateway site, as it is meant for industry-wide use.”

The site targets three groups: students, advisors and industry professionals, providing customized resources and publications of specific interest to each group. Free searchable databases allow users to review resumes and job postings. The site can be used by students and industry professionals to find/fill internships, co-op work opportunities and full-time employment. Employers can also indicate their availability for guest lectures and site visits.

Integration of Material Handling Components Lags

To the frustration of many, the material handling industry stills seems a long way from achieving the plug and play capabilities of common home electronics. The day when all material handling components will interface with each other still appears to be in the distant future. Material handling manufacturers remain focused on producing dedicated components that require purchase of their particular system. The goal of integrated components that can be easily and quickly installed and used in any setting with any material handling system lags far behind the profit-driven motives of the current marketplace.

While integration isn’t the bug-a-bear it was a decade ago, it still “typically takes between 8 and 12 weeks to install a piece of material handling equipment in a distribution center,” said Steve Martyn, CEO of GRSI, a systems integrator. Even products that bill themselves as “plug and play” generally require that specific coding instructions be written for at least 40% of the integration before successful installation can be completed.

The problem, say experts, appears to be a lack of interest in creating industry-wide data-exchange standards that would allow for instant interface of varied material handling components. “The only way to have true plug and play is if you have a body of industry leaders that define a standard,” explained Daniel Ahrens, client support manager at Fortna, Inc., a material handling consulting firm. That would require that hundreds of companies come to agreement as the electronics industry did in choosing the USB as the standard interface device — a difficult, but not impossible, task. “The trouble with standards is you have to get hundreds of companies to agree,” said material handling consultant Sam Flanders, president of 2wmc.com. “You have to have a driving force to make this happen. And nobody thinks it will result in extra revenue.”

At present there’s no pressure on the industry for anyone to step up to the plate; however, that’s expected to change as small providers of warehouse management software fall to the giants like SAP and Oracle. “The big ERP (enterprise resource planning) guys probably will eventually set standards,” said Martyn. Until they do, beware the material handling supplier that advertises “plug and play” components — they probably won’t be what you’re expecting.

Author: christopher Harper