Parcel - August 2008 - (Page 33) Remember, we are human beings. Sounds funny, but we don’t usually like change. teacher taught. The same goes for training. Once you have the person that will implement the program, design the curriculum to match the person being trained. Keeping it simple is a good motto. Once training is completed, a validation program should take place. This is not a “fail, and you are fired scenario.” Positioned right, associates understand that the validation is just to confirm that they now have the tools to complete their job in an exemplary manner. Training is not a oneshoe-fits-all program. Some people are fast learners; others take longer but become very valuable after they finally get it. The validation program will help you determine if they are getting it or if they need another review. You can get big gains and add dollars to your bottom line by building a strong program. [Often, companies buy expensive software programs and the initial team was trained well.] But over the years, turnover has taken place, and unfortunately, much of the domain knowledge has been lost. In many audits, it is not uncommon to find that users are utilizing only the bare minimum of functionality. All those bell and whistles that cost thousands of dollars have gone by the wayside. Be wary of buying generic training programs from your vendors. If the training is not customized to your particular facility, it may confuse the user more than it helps. Incorporate training tools that keep it simple. Laminated cards hooked with rings on a storage rack, forklifts or packing stations all add value when someone forgets the process. They can easily check the process instead of using the guessing game. Turnover across the country ranges from 20-80% per year. Training is the number-one program to get a new associate off to a good start. Also, develop training tools like shadow boards to show how to pack a product or apply a label, etc. process is failing, signs are only in English, training is only in English, and announcements over the intercom are only in English. You get the point. Focus on the individual and develop the tools to help all succeed. Don’t forget counting! If your order fillers need to count, give a math test. The best supply chain or distribution networks that I have experienced are led by a leader that understands the value of passion. It’s usually not the ones that have invested millions of dollars in automation but the ones that have invested in their associates that run more smoothly and have a lower turnover rate. Unfortunately, creating passion in your network is not something you can buy in a shrink-wrapped box. It’s not that easy! But vice presidents that understand the importance of “passion” have implemented a plan to develop a culture that not only builds teamwork but complements the company’s goals. A vice president who has never been on the warehouse floor will have a hard time instilling passion in his/her organization. How do you keep the productivity rate consistent? Consider pay for performance another motive to assist in training. Order picking is usually an area in the distribution network that requires self-motivation. Short of walking behind people with a cattle prod, the best way to have consistent performance is to pay for it. It is important to develop fair standards and measure those standards. When work areas change or the mix of product changes, standards should be reviewed because they probably will change too. Pay for performance works when it is fair. Remember, we are human beings. Sounds funny, but we don’t usually like change. There was one facility where the human resource director demanded that each warehouse employee needed to be rotated every 30 days. This was done in the auspices of fairness. Productivity suffered, and the warehouse manager was frustrated. There is a benefit of others learning to do new jobs for a duplication security, but people usually take 90 days to become productively efficient in one task. If you are moving every 30 days, your whole facility is less productive. Most warehouse workers like to be assigned an area. They come to know the area, comfort level increases, and they can identify errors immediately because they know the area so well, this is long-term training. Avoid moving people around in an effort of fairness. Listen to your people doing each job; they’ll tell you what they need to do their jobs better. They will also tell you what they have to do that doesn’t make sense, and they’ll tell you ways to improve. Susan Rider is the President of Rider and Associates, specializing in Supply Chain, Operations and Marketing Consulting. Previously an executive of two of the leading supply chain software companies after over 20 years experience in the material handling industry, Rider is Past-President of WERC. She serves on the board of CSCMP, Editorial Advisory Board for Modern Material Handling, Distribution Center Management and University of Louisville Logistics School. She can be reached at 270-324-4762, 847-910-6288 or www.riderandassociates.net. August 2008 33 Other Factors to Consider In a recent poll of industry professions, over 48% only train when there is a new employee. Do you remember when you were new? The first week when there was so much being thrown at you that it was hard to retain anything? Each new associate should be trained in the beginning, again in 90 days and again in six months. After each training session, use a validation test to determine if the associate has clarity on the training. Another area that is getting the utmost attention and is critical to the facility is the language barrier. If you are hiring people where English is not the language, then you better be prepared to support it. Many are not prepared and wonder why this www.PARCELindustry.com http://www.riderandassociates.net http://www.PARCELindustry.com
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