Studies indicate that order pickers spend too much time walking. Distribution center employees routinely spend more than  half their day walking, not picking orders, packing orders, or replenishing stock. They’re going from point to point, burning man hours getting where they need to be, not working. And that’s the average — for really poorly designed operations, it’s worse.

As they tire, workers pick slower, pick less accurately, and work more dangerously — almost a zombie like situation! Every bad thing that can happen in a warehouse operation is amplified, the more time employees spend walking.

Check out our most recent Info-graphic, “Walking is the Walking Death of Order Picking Productivity”  for more information on ways you can combat this issue.

More information:

• Ways to reduce needless walking
• When it comes to order picking, don’t walk the walk
• Gravity flow vs. shelving 

In a recent blog post, Auburn professor Dr. Kevin Gue, one of the bright minds in the industry when it comes to the business of industrial distribution and plant operations, reflected on the reaction to his ProMat 2013 talk on “Designing a Worker-Centric Facility”.  Gue has smart points about the relationship between safety and ROI – and how you can deal with those issues.

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Based on 5 Japanese words that begin with “S,” the 5S Philosophy homes in on effective work place organization and standardized work procedures. When correctly implemented, it reduces waste and increases efficiency and overall work quality. You’ll also have a safer, more effective operation and employees who are more checked in than they were before. It simplifies work flow and helps you find inefficiency.

You may see things like empty flow racks, needless processes, over stocking, redundant operations, looming maintenance problems and more.

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In the not-too-distant past, most companies that weren’t running immense distribution operations, who didn’t have multiple facilities, who didn’t run 24-hour shifts, didn’t even consider automation. Too expensive, they’d say. Too much risk. Too little upside if things go wrong.  All valid in context, if it was 1998. But the reality is this: While most costs—personnel, land, energy— have increased, automation costs have remained steady or declined across the board. The reality today is that the four guys stacking pallets at the end of a line, even for a single shift, even at low wages, are more expensive than a well configured palletizing system.

Those costs aren’t going to do anything but escalate, either. Listed are ten ways automation has become more relevant, even to mid-size operations:

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It’s important to control costs in your operation. What are some warehousing cost-cutting methods you can employ that don’t require extensive investment or re-tooling? Most of the costs of warehousing operations fall into the following categories:

• People
• Real Estate, Utilities & other Fixed Costs
• Inventory
• Technology

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The most common advice that ergonomics experts, OSHA, and other researchers provide to people in warehousing or other jobs that require manual lifting is that you should always bend your knees and lift that way, rather than bend at the waist to pick something up. Repetitive stress on the lower back is staggering: 20% of workplace injuries are related to lower back issues. Lifting right is essential to employee safety, and also to preventing Worker Compensation claims.

Even when you train employees to lift right – and we know that not everyone does – they frequently ignore the advice. Why?

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It ought to be fairly simple, but specifying the right workbench for your application is something that requires thought and pre-planning if you want to maximize your time and labor. Minor differences in the type of bench can provide critical benefits that add up to major productivity gains over time. Benches aren’t the simple, static equipment many believe. Here are some traits to consider.

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There isn’t enough room at your average industrial workstation. In fact, many order pickers, packers, shippers, and other professionals might tell you that you could have a 10′ long workbench, and they’d still be squeezed for space. In a busy operation, it’s a constant battle between availability of materials and space for doing the actual work. So what’s the solution? A larger workbench top?

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Three areas – picking, packing and returns – incur anywhere from 60% to 80% of labor costs in your typical distribution operation. 60% of the average pickers’ time is spent walking. Not picking, not packing, not checking for quality and accuracy – walking. This is an activity that cannot add value to your operation or to your customers, so you should strive to eliminate it whenever possible. Not only does it waste time, it makes people tired, and tends to cause a loss in focus and can increase error rates.

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As interest continues to grow in automated palletizing, let’s take a brief look at a few of the issues surrounding these applications.

Over the next couple of months, I’ll be providing a handful of blog postings relative to palletizers. We will begin with what is driving the growth in the use of these products, then a look at basic systems, cost estimates, what you can expect from a properly applied palletizer system, and then share specifics from a couple of actual implementations in distribution centers. If you are experienced in palletizer systems, you will likely be familiar with much of what is covered here. If you are new to palletizing, or considering your first system, hopefully, this information will help you understand what the issues are and how you can navigate them.

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