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warehouseandoperationsasacareer's podcast
Hosted by WAOC · EN
A Podcast discussing the many Opportunities and Positions in the Warehouse and Operations industry. We will talk about getting started in warehousing and the many different tasks that are performed. Safety in the workplace and the use of powered industrial equipment such as pallet jacks & forklifts will be discussed. We'll discuss GMP's and SOP's and there importance in the world of operations and logistics. A fun and learning experience, we'll all pick up something from each other!
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Band It, Strap It, Block It
5d ago00:13:59Tap to summarizeLast week while talking about all the different types of shipping containers I mentioned strapping and banding, closing up and securing D containers, and our loads. We had a few people write in asking if I could explain banding. A couple of listeners took strapping as securing the load in the trailer. So today I thought we'd walk through not only strapping and banding, but also the more common things we use for securing our loads. I'm Marty and I thank you for stopping in for another episode of Warehouse and Operations as a Career. Ok, so the two most common types of strapping are, steel strapping, which, in many instances, are referred to as Metal Banding, and then we have the plastic strapping, which can be comprised of Polypropylene or Polyester. Each has its own purpose, advantages, weaknesses, and safety concerns. And trust me, if you've ever had a steel band snap beside your face or watched a poorly strapped pallet explode in a trailer, you develop a lot of respect for all three! At its core, banding is about securing items for transportation, stabilizing product, preventing shifting, maintaining pallet integrity, and of course reducing product damage, and increasing safety. Think about what all freight goes through, a forklift or pallet jack running it through the warehouse, a trailer bouncing around on the roads and over potholes, rail transportation, ocean movement, temperature changes, stretch wrap tension and weight shifts during turns and braking. So, lets start with steel strapping or metal banding. Steel strapping is typically used for heavy industrial products, steel coils, lumber, brick and block, pipe, building materials, those kinds of things. Steel is chosen because it has very high tensile strength, doesn't stretch much if at all and has excellent holding power. When a load absolutely cannot shift, steel often wins. But it doesn't come without limitations and concerns. Steel banding is dangerous. A couple of concerns are, number 1, is snap back. This is probably the biggest danger. When tension is released incorrectly, steel can whip back violently. And I mean violently. That band becomes a razor-sharp spring under pressure. Injuries can include facial cuts, eye injuries, fingers and deep cuts to our arms. Some injuries could even require surgery. Early on in my banding adventures, I had tightened a band on a d container filled with heavy meter parts. I had used the tension ratchet to tighten it pretty tight on the pallet. While getting my crimping tool positioned it snapped at a corner post. Ever since that moment I give strapping and banding the respect it deserves! And number 2 is rust. Steel can rust in humid conditions, outdoor storage areas, and refrigerated environments. Rust weakens the strap over time. And the 3rd concern is the weight. Steel is heavier than plastic. That can mean higher shipping costs and more difficult handling. And lastly, product damage. Steel bands can crush or damage softer freight. Especially things like cardboard, consumer goods, appliances, food packaging. Now let's talk about the most common strapping in today's warehouse world. Plastic banding. There are two major types Polypropylene, used for light duty pallets, cartons, retail shipments, newspaper bundles and such. And then we have polyester, used for heavier pallets, beverage loads, and many applications that were once dominated by the steel strapping. Polyester or PET is the stronger version and has replaced steel in many operations. Some of the advantages of plastic strapping? Well, there safer than steel. This is a huge reason facilities prefer plastic now. Plastic can certainly still hurt someone, but it generally does not whip with the same deadly force as steel. Less severe recoil. Less sharp edges. Still dangerous, but safer. And it's lightweight. Plastic is easier to carry, use, store, and dispose of. And it's a little more flexible to work with. Plastic stretches slightly. That's actually beneficial for loads that shift naturally, settle during transportation, and expand or contract with temperature. Think of my watermelon example being packed in d containers last week. And another thing is plastic does not rust. This makes it useful in those cooler environments, in freezer operations and outdoor storage. Oh, and plastic is usually cheaper than steel. And in today's operations, cost matters. But plastic isn't perfect either. Its strength is lower, even the PET or polyester strapping. Very heavy freight can stretch and snap plastic, allowing a shift during transport. And it can be more heat sensitive. Extreme heat can weaken plastic. Think of a hot trailer in Texas during August? Let's see, what else on banding. Oh, I want to mention how banding can be applied several ways. I'm most experienced using the manual tools. Hand tensioners, crimper sleeves and crimpers. Probably more common today are the battery tools. These tools adjust the tension, the seal, and cut automatically. A Huge productivity improvement. But also dangerous if improperly used. And then you have the large automatic banding machines. They may be used in distribution centers, manufacturing plants, and production facilities. Loads pass through automated arches that apply straps quickly and consistently. They're great for high volume, consistency, and speed. All of these, everything I've mentioned can be dangerous. Some common safety mistakes are standing directly in front of a tensioned strap. Improper cutting. Associates sometimes cut steel banding without controlling the tension. That strap explodes outward. And we should never use damaged strapping. A kinked strap is a weakened strap. And never reuse bent steel, frayed plastic, or cracked seals. Oh, and always use edge protectors. Edge protectors prevent product crushing and helps prevent load shifting. Skipping them can and will causes failures. And another biggie for me is too much tension. You're going to crush cartons, damage packaging, and, as we've learned, it's just not safe, or even useful. Wither you're operating the bander, any type of bander, or training or assigning associates to work with banding, we should always wear the proper ppe we've been assigned to use. Our safety glasses, cut resistant gloves, even face shields in heavy steel applications, and then long sleeves in some environments. So, my thoughts on steel vs plastic. I don't think one is universally "better." I think the correct question is what type of freight are we securing, and why are we securing it? Because really the freight determines the strapping. Here's what I really think the takeaway is. Banding is one of those warehouse tasks people underestimate. It looks simple. But it combines stored energy, sometimes heavy freight, sharp materials, and human behavior. And that combination can become dangerous quickly. A properly strapped pallet travels safely across the country. A poorly strapped pallet becomes a workplace accident waiting to happen. And just like everything else in warehousing, the little things matter. The associate applying that final band may be the last person protecting the freight, the driver, the receiver, and the customer. Ok, talking about how we use strapping to secure loads made me think of a few other tools, probably more common tools, we use every day to help us secure the loads. Let's talk about a few of those real quick. First up bulkheads. Bulkheads are used to separate and secure product areas within a trailer. They create a barrier that prevents freight from shifting forward or backward during transportation. You'll see solid bulkheads or ridged dividers used in things like grocery or food distribution to keep the freezer and cooler areas at temperature and the freight separated. Kind of creating temperature controlled vaults or compartments in the trailer. Then we have Bubble Bulkheads or Inflatable Bulkheads. These are pretty cool because they function almost like giant airbags. They're placed in empty spaces between freight sections and inflated. Some advantages they bring to the table are how they are lightweight, flexible, and can fill any odd-shaped spaces. Of course there are some limitations. They can puncture. They'll require proper inflation, and there not always suitable for heavy shifting loads. Next up the Cardboard Bulkheads. Sometimes the simplest solutions are the most effective. These are heavy corrugated dividers used to separate lighter products. Sometimes there used to identify different stops for the driver too. There inexpensive, disposable, and lightweight. But they have limited strength, they can crush under heavier pressure, and they can present some moisture concerns. And then anyone that's ever looked down the walls of many trailers, you've probably noticed those long metal rails with repeating slots. Those are E-tracks. E-tracks are mounted horizontally or vertically and create attachment points for securing freight. The straps that clip into them are called E-straps. ...
Transcribe →More Than Just A Box
2w ago00:13:06Tap to summarizeA young associate, from what I could gather, had been on the job for 3 days, and was asked to go over to another building and help load out D-Containers. They were quite shocked to learn they were not the large metal containers, as she put it, that looks like trailers. She asked if I'd ever seen such. It just so happens that I've worked a lot with different containers earlier in my career. Now when most people hear the word container, they think about those giant steel boxes stacked on ships crossing the ocean. But containers are really everywhere. From a D container rolling through a retail grocery warehouse, to an EH container packed with heavy product, to lift vans moving families overseas, all the way up to 45-foot, and even larger, high cube ocean containers arriving from around the world. There are so many different types of containers. They organize freight, help protect the product Increasing productivity and Improving cube utilization, and speeding up transportation. And if you've ever worked around them, you already know containers aren't just boxes. Some are designed for stacking. Some for rolling. They even have some refrigerated products. I've seen several different ones for for export shipping. So today, let's talk about containers. The small ones, large ones, reusable ones, the refrigerated ones, and the giant steel containers that changed global commerce forever. Let's start with the containers many warehouse associates know best. The D containers, E containers, EH containers, and the LDN containers. Now depending on the operation, the exact sizes and names may vary slightly, but in grocery, foodservice, retail, and large distribution environments, these are usually large reusable, pallet or rolling containers designed around warehouse productivity systems. These are not the little plastic totes on our conveyer tracks. Let's start off with the D Container. I've banded and strapped many a D container in my day. If you've spent time in grocery or foodservice distribution, especially in the produce world, you've probably loaded up hundreds of D containers in your career. The D container is one of the workhorses of warehouse distribution. An absolute time saver. Typical dimensions are often around 48 inches long, 40 inches wide and anywhere between 36 to 48 inches tall. Anybody want to guess why 48 by 40. Yep, the size of a typical GMA, or the grocery manufacturers association pallet. Most are built with heavy-duty cardboard or plastic with reinforced bases, large caster wheels for the rolling models and some stackable designs as well. Many operations load them with 1,000 to 2,000 pounds of freight. I commonly see D containers used for mixed product selection, cooler operations like produce, think of like watermelons, pumpkins, melons, things like that. They are good for returns and repacks too. If you've seen those commercials or ads for buying a pallet of returned product, they may ship it to you in a D container. A container can truly change the workflow. Using the right container is important. The size of the container affects our picking speed, trailer cube, stacking patterns, conveyor systems, even different slotting strategies, and labor productivity. Operations teams don't just pick containers randomly. There's engineering behind every inch of that design. And from a safety standpoint, D containers demand respect. Once they're fully loaded, stopping distance changes, our pushing force is increased, visibility and control changes. Anybody that's ever lost control of a loaded D container on an incline knows exactly what I'm talking about! Next up are the E containers. Now the E container is usually taller and designed for higher cube utilization. Typical dimensions are again around 48 inches by 40 inches wide, but around 50 to 60 inches tall. You'll see E containers heavily used in, again, grocery distribution, some types of retail replenishment, and both cooler and freezer environments. I mentioned respect and safety earlier. That extra height changes everything operationally. Now we're talking about a higher center of gravity, reduced visibility and an increased tipping risk. A poorly built E container becomes dangerous quick. Especially if heavy product gets stacked high or product shifts during transportation. Now let's move on to the EH container. The heavy-duty version. These containers are built tougher and stronger. More reinforced. And designed for heavier freight applications. The typical dimensions are often 48x40 and 60 inches tall or greater. Many operations safely load 2,000 pounds or more into an EH container. You'll commonly find EH containers in freezer operations, meat distribution, industrial warehousing, manufacturing, and such. And once again, the container itself becomes part of the safety conversation. Because now we're discussing pinch points, rolling weight, dock plate safety, caster failures, and freight shifting. Especially in freezer environments where condensation freezes, wheels become harder to control, and any plastic can become brittle. Let's see, what's next, the LDN containers. These are often longer, deeper, high-capacity containers designed for heavy environments. Typical dimensions may range from 48 to 60 inches long, 40 inches wide and 60 inches or taller . These are commonly seen in cross dock operations, route staging and high-volume distribution centers and these containers are built around one thing, cube utilization. Empty space cost money right. Every inch matters. In the trailer, on the dock, in reserve storage and on conveyor systems. The better we use cube, the more efficient the operation becomes. Now let's talk about something many younger warehouse associates may never have heard of. The lift van. Before standardized ocean containers became the norm, lift vans played a huge role in transportation and overseas moving. A lift van is basically a portable shipping vault. There usually built from wood or reinforced plywood with steel supports or composite materials. Typical sizes varied greatly, but many measured 6 to 8 feet wide, 6 to 8 feet tall and 6 to 12 feet long. These were heavily used for military relocations, office moves, overseas household shipping, and export freight. And honestly, lift vans helped inspire container standardization and showed a need across global shipping. Once businesses realized freight could stay inside one container from start to finish, efficiency exploded. Now let's move into the giants of global commerce. The ocean shipping containers. These steel boxes changed the world. Before standardized shipping containers, freight was loaded piece by piece onto ships. Imagine loading every box, crate, barrel and pallet by hand. Loading ships could take days. Then standardized containers arrived and global commerce was changed forever. The 20-foot container became one of the original global standards. There typical dimensions were 20 feet long, 8 feet wide, and 8 feet 6 inches tall with a maximum gross weight of approximately 52,000 pounds, meaning a payload capacity of roughly 47,000 pounds. These containers are commonly used for things like machinery, industrial products, canned goods, and heavy dense freight. And because the container is smaller, it often handles heavy loads better than longer containers. Now the 24-foot container isn't as common globally, but many domestic and specialized operations use them. You'll sometimes see them in regional transportation arenas, moving operations, specialized freight systems, and certain intermodal applications. They help bridge the gap between maneuverability and increased cube space. And on to the 40 foot container. The 40-footer became the king of international shipping. Typical dimensions being 40 feet long, 8 feet wide, 8 feet 6 inches tall with a gross weight of approximately 67,000 pounds. These dominate in retail imports, electronics, furniture, apparel, and consumer goods. When you picture giant stacks of containers on ships, this is usually what you're seeing. And you have the 40 foot and 45 foot high cube containers, both having an extra foot of space. These containers maximize import efficiency, warehouse throughput, transportation cube and trailer equivalent capacity. And anybody that's manually unloaded one during the summer already knows, halfway through that unload, it feels like the container keeps getting longer and longer. And now let's talk about the refrigerated containers. Or as transportation folks call them reefers. These containers maintain controlled temperatures for frozen foods, produce, pharmaceuticals, dairy, and meat product...
Transcribe →The First 30 Minutes & Last 30 Minutes
3w ago00:11:59Tap to summarizeMarty here, and thanks for stopping by Warehouse and Operations as a Career! I had a listener comment that on several episodes I had said something like early is on time and on time is late, and if you're on time you're late. They stated that I placed way too much weight on the time clock. And I guess somewhere I had written or said that I had learned more by always being early, setting in the breakroom and listening to or talking with the other shift coming or going. They stated as long as they punched in a minute before the shift their manager shouldn't be concerned with their schedule. They went on to share that their management wanted them on the floor, dressed out, and ready for the preshift meeting but the timeclock was in the breakroom. At least a two minute walk from the gathering point. Well, let me clarify my thoughts there. I think you should always be you. And you'll probably be fine. But, if you are an early one, one collaborating with others, and being inquisitive, I assure you, you will earn more throughout your career. But seriously, everyone does have the right, at least to themselves, to, well, be you. And I support that 100%. So, after going down that path, it made me think about that first 30 minutes of our shift, and then the last 30 minutes as well! I've always believed that hour is the most important two pieces of my shift. Now a lot of people and managers think the middle of the shift is where everything happens. That's where the work gets done, the trucks get loaded, the orders get selected, the freight gets moved, and the productivity numbers are at their peak. And that's true. But I feel that experienced operations people know something else. You can usually tell how a shift is going to go within the first 30 minutes, and unfortunately, a lot of accidents and poor decisions happen during the last 30 minutes. Those two windows can determine the safety, productivity, morale, and professionalism, what am I wanting to say, Culture, of the entire operation. And it really doesn't matter what position we hold. Whether we're unloading trailers, selecting orders, operating forklifts, working sanitation, dispatching trucks, handling inventory control, or leading teams, how we start and how we finish matters. A lot. I'm going to say it defines the shift or its culture. Let's start with the beginning of our day. And honestly, I think the shift actually starts before we ever clock in. It starts when the alarm goes off, and with how much sleep we get whether we prepared our lunch, laid out our clothes, filled up the gas tank the night before, or whether we woke up already behind schedule. We've all done it. Wake up late. Rush through traffic. Walk into the building frustrated. Grab a scanner or piece of equipment and jump right into the shift without mentally arriving yet. And when that happens, we carry our chaos into the operation with us. Now I know life happens. Kids get sick. Traffic backs up. Life is expensive. Some people are working two jobs. I understand all of that. But there's also something to be said for preparation and routine. Professional associates learn that the shift before the shift matters. I really do believe that showing up ten or fifteen minutes early changes things. It gives us time to breathe. Time to mentally prepare, to stretch, to review assignments and to attend startup meetings without rushing through the door halfway distracted. And our startup meetings matter. I know sometimes we look at them as repetitive, and think oh no another safety topic again. We're listening to the case counts, the trailer counts, and our productivity and error numbers again. But don't those meetings set the tone? That's where the communication begins and where the expectations are shared. And, in my opinion, strong startup meetings can prevent injuries and operational concerns before they ever happen. Here's something I learned years ago. A chaotic first hour usually creates a chaotic day. When batteries aren't charged, and equipment inspections aren't completed, and maybe the dock doors are blocked with the previous shifts freight, or our assignments aren't understood and our leadership is scattered trying to find everyone, or attitudes are negative. It's going to be long day. We all know that one late start can affect productivity for an entire shift. That one missing pallet can create indirect time for us. And that one forklift issue not caught during our pre-trip can become a safety incident later. And oh my goodness, can't attitudes spread quickly inside the warehouse. One negative or rushed person at startup can affect ten more people before first break. But positivity and preparedness spreads just as quick. I that's why leadership being visible during startup matters so much. Associates notice when supervisors are engaged and they notice when leadership is walking the floor. And it's easy to pick up on when management already looks stressed before the shift even starts. And new employees especially pay attention during those first thirty minutes. That's when the culture gets introduced to them. All the posters and slogans are cool, but the new boot learns through our behavior. They watch how equipment gets inspected, and whether safety rules ar being followed, how people are talking to each other, and whether procedures actually matter. And many times, they'll mirror what they see. Ok, now let's move to the other side of the shift. The last 30 minutes. And honestly, this may be one of the most dangerous periods of the day inside warehousing and transportation. Because by then, fatigue has entered the picture. Our feet may hurt and our backs may ache. People are mentally tired. Production numbers are on our mind and the clock starts becoming everyone's focus. We've all heard it, said it, or thought it before. Just one more pallet. Just hurry up and finish it. Ot thought I'll clean it up tomorrow. Or it's close enough. And that's when shortcuts begin. Maybe someone skips wrapping a pallet correctly, or someone rushes backing out of a trailer or someone jumps off equipment instead of maintaining their three points of contact. Maybe someone ignores a spill because the sanitation team will get it later or a forklift operator stops paying attention to pedestrians because mentally they're already in the parking lot. And unfortunately, many injuries happen right there, at the end of the shift. Not because people are bad employees. But because they're tired. The scary part about fatigue is many times we don't even realize how distracted we've become. That's why experienced operations leaders are or should be walking the floor during the last hour of the shift. This is when our energy levels change, our awareness and patience changes, and urgency can become dangerous. I was told once to watch my team and don't let them mentally clock out before they physically clock out. Once that happens, safety and quality begin dropping fast. You can literally see it spread across the dock. People stop communicating. Housekeeping slips. People start parking their equipment anywhere. And paperwork gets rushed or not completed at all. Sometimes people become so focused on leaving on time that they stop focusing on working safely. Now don't misunderstand me. There's absolutely nothing wrong with wanting to go home. We all work hard. But professionalism and us being That employee means finishing strong too. Not just starting strong. Oh and here's another bullet point I wanted to throw in there. The last thirty minutes are not just about ending our shift, they're about preparing the next shift. Remember another one of those quotes we've all heard at a start up meetings, how it's our responsibility to set the plate for the next shift! And I'll use another one of the words we learned 2 weeks ago, I think this says a lot about our ownership. Do we leave equipment plugged in? Do we report damaged the pallets? Do we clean up shrink wrap and debris, leaving our work areas clean and organized or do we leave chaos for somebody else to fix? We all know that if batteries are dead, or equipment is damaged, and replenishments weren't completed, or if paperwork is missing or incomplete, the next team starts behind before they even begin. Often our teams are measured by what we leave behind for others. I think strong facilities operate like connected shifts, not separate teams competing against each other. And I want to add that leadership plays a huge role in both the first and last thirty minutes. Like we discussed earlier, a disengaged startup creates confusion, just like a disengaged close creates carelessness. I'm just going to say it. Associates need to see leadership on the floor, they need communication and consistency. Sometimes just seeing a supervisor engaged on the floor at the end of the shift changes the entire energy of a department. At the end of the day, warehousing and transportation are fast-moving environments. We deal with freight, equipment, deadlines, productivity, customers, and pressure. But sometimes the smallest moments create the biggest outcomes. The first thirty minutes. And the last thirty minutes. I think the best a...
Transcribe →Attachments. More Tool. More Talent.
4w ago00:14:53Tap to summarizeWelcome back to Warehouse and Operations as a Career. I'm Marty and I've received a couple of different questions about forklift attachments over the last couple of months, so I thought we'd find a few answers for them. So today let's talk about a few different tools we can see in warehousing, manufacturing, food distribution, and the paper, beverage, chemical, recycling, and even import/export operations. We are talking about the clamp, the barrel clamp, the roll clamp, and the slip sheet or push-pull attachment. I think it's important to state that a forklift by itself is already a powerful piece of equipment. Add an attachment to it, and we have changed the whole game. We have changed what that forklift can do, the way the load moves, and the operator's responsibilities. And we have changed the risks. Some facilities love attachments, while other facilities discourage their use or only allow a very small group of trained operators to use them. They can certainly, in the right environments, increase productivity, however, in the wrong environment you'll find it's easy to damage product, slow down the productivity, and even present safety concerns as well. Forklift attachments came about because freight does not always come to us on a perfect 48 by 40 pallet. Warehousing, Manufacturing and Shipping had to evolve. Companies wanted to move more product, reduce damage, save money, use less packaging, and handle odd-shaped freight more efficiently. Companies have been building forklift attachments for decades, tracing their beginnings back to the late 1940's as a way to let a conventional lift truck push, pull, clamp, lift, and rotate different types of loads for a host of reasons. They were created to solve problems. A clamp attachment allows us to handle loads without forks going under a pallet. You may see carton clamps in appliance warehouses, paper goods, electronics, wine, packaged food, chemicals, and plastics. Think about big boxes of paper towels, refrigerators, washers, dryers, or cartons that are stacked and shipped without pallets. The clamp applies pressure from both sides and allows the operator to lift and move the product. My first experience with a clamp was unloading, stacking and storing washers and dryers. A unique experience to say the least. A paper roll clamp is common in paper mills, printing operations, and packaging plants. These clamps are made to handle large rolls of paper without damaging them. That takes skill. Too much pressure can crush or deform the roll. Too little pressure and the roll can slip. That operator has to understand the equipment, the product, the weight, the diameter, and the clamp pressure. One of my accounts used these, although I've never picked up one of those big, heavy rolls, I enjoyed watching them. The skill and focus were mesmerizing to me! A barrel clamp or drum clamp is used where drums, barrels, or round containers are moved. You may see these in chemical operations, food ingredient facilities, beverage plants, oil and lubricant operations, recycling, waste handling, and manufacturing. The goal is simple, safely grab and move a round container that does not sit on our forks the same way a pallet does. This is an amazing tool. Then we have the slip sheet attachment, often called a push-pull attachment. This one is interesting. This is a pretty common tool in distribution and storage environments. A lot of times product will be shipped on slip sheats. Instead of using a wooden pallet, the product sits on a thin sheet, often cardboard, fiberboard or plastic. The attachment grips the lip of that sheet, pulls the load onto wide platens, and then pushes it off at the destination. Manufacturers describe slip sheet handling as a way to ship, receive, and warehouse on inexpensive slip sheets rather than pallets, especially for bagged products, canned products and bottled items. I've seen all kinds of product shipped on slip sheets. So, why would a company use the slip sheet or push pull? Money, space, weight, sanitation, less pallet cost, less room needed for pallet storage, and overall, less wood in the facility. In some operations, especially export, grocery, beverage, and manufacturing, slip sheets can make sense. But, and this is an important point. Just because an attachment can do something does not mean every operator should be using it. Our training makes it clear that attachments change the forklift. The capacity, its operation, and maintenance plates or decals must be changed when a forklift is equipped with an attachment, and an unloaded forklift with an attachment must be treated as partially loaded. And we need to remember that modifications or additions affecting capacity or safe operation require prior written approval from the forklift manufacturer. That is a big deal. When we hang a clamp, push-pull, rotator, or barrel clamp on the front of a forklift, we are adding weight. We are changing the load center. We are changing visibility. We may be changing the way the forklift turns, stops, tilts, and reacts. And we are definitely changing the responsibility of the operator. A standard forklift operator already needs to know their data plate, load capacity, load center, travel speed, dock safety programs, pedestrians, horn use, ramps, trailers, and stability triangle. Add an attachment, and now that operator also needs to know clamp pressure, product damage points, hydraulic functions, attachment inspections, load shape, grip points, and how that attachment affects the capacity. Ok, the question of pay comes up. Having these experiences may bring more pay to the table. Not always, but it can. In many operations, an operator who can run a sit-down forklift is valuable. An operator who can run a sit-down forklift with a clamp, a slip sheet attachment, a roll clamp, or a drum clamp may be even more valuable. Why? Because fewer people can do it well. It requires more training, more patience, and more judgment. But more pay should also mean more accountability. We cannot say, I want the extra wages, but then not accept the extra responsibility. Attachments are specialty tools. Specialty tools require specialty habits. Let's talk about some of the dangers. With a carton clamp, the big risks are product damage, dropped loads, crushing, poor visibility, and over-clamping. If the operator clamps too hard, they can crush the freight. If they do not clamp hard enough, the load can slide out. If the load is not square, stable, or properly positioned, it can shift during travel. With a paper roll clamp, the risks include roll damage, dropped rolls, unstable travel, and poor positioning. A paper roll can be heavy, round, and unforgiving. Once it starts moving, it can keep moving. That means the operator must think ahead. With a barrel or drum clamp, we add the risk of round containers, liquid movement, chemical exposure, spills, and environmental concerns. A dropped drum is not just damaged freight. It may be a hazmat situation. It may become a slip hazard. It may require evacuation, cleanup, reporting, and investigation. With a slip sheet attachment, the danger is often in the technique. Push-pull work is not the same as sliding forks under a pallet. The operator has to grab the lip of the sheet, pull the load correctly, keep the product stable, and push it off without tipping, tearing, or shifting the load. Industry sources note that push-pull attachments require specific training, as do all attachments, and can reduce forklift capacity because of the attachment weight, and add complexity compared with normal pallet handling. And that is why some companies discourage their use. It may not be because the attachment is a bad thing. It may be because the facility does not have enough properly trained operators or maybe because the product damage is too high. It may be because the loads are just so inconsistent. To be honest, these tools, especially the slip sheet, just don't make sense in all situations. I know of a lot of produce houses that discourage their use because of so much product damage. They don't save a lot of unloading time if you spend any saved time picking up damaged product! And in our world, as we've learned speed can get us in trouble. A clamp operator cannot be rushed, a slip sheet operator cannot be careless, and a barrel clamp operator cannot assume every drum is stable. These jobs require focus. So where do we see these attachments? You may see clamps in receiving, shipping, production staging, appliance warehouses, paper product warehouses, grocery distribution, consumer goods, and retail distribution. I've seen roll clamps in paper mills, printing plants, packaging plants, and ports. You may see barrel clamps in chemical plants, food manufacturing, beverage, oil, recycling, and sanitation-related operations. And you may find slip sheet attachments in export loading, food and beverage distribution, manufacturing, agricul...
Transcribe →Ownership, It's All About Choices
Apr 3000:12:25Tap to summarizeIn our world of warehousing, transportation, and supply chain operations, titles or what we call ourselves can vary widely. You may be in sanitation, running a scrubber and setting the plate for the next shift or you may be a yard spotter moving trailers or maybe you're on a forklift racking pallets, or an order selector chasing cases, a clerk managing paperwork, a dispatcher coordinating loads, or an inventory analyst balancing numbers that keep millions of dollars accounted for. All different roles with different responsibilities. But there is one thing that ties every successful associate, supervisor, and leader together. Welcome back all, I'm Marty with Warehouse and Operations as a Career and today I'd like to talk about Ownership. Ownership is not given to us with a certificate, a vest, or a title. It's not written into our job description. It's a decision, one we make every single shift. I think ownership is the mindset of saying this is my job, and I'm responsible for how it's done. Or if something goes wrong, I don't look around, I point at myself. If something can be better, I want to be part of the solution. In my view, ownership means you don't separate yourself from the outcome. I own that responsibility. Whether you're loading a trailer, counting inventory, or scheduling freight, your work represents not just you, but your team, your company, and our industry. Let's talk about us on the floor for a minute. Let's see, we'll start with sanitation. Ownership here means more than just cleaning. It means understanding why that aisle must be clear of debris, and why spills must be handled and cleaned up immediately, why a clean facility prevents injuries, contamination, and lost productivity. Understanding all that, ownership says, I'm not just cleaning, I'm protecting people and freight. And regarding the Forklift operator, ownership isn't just about moving product from point A to point B. To me it's about performing your pre-trip inspection like your safety depends on it, because it does, and handling product like it belongs to you and always being aware of your surroundings. Ownership says this machine, this load, and this environment are my responsibility. And pretty much the same with the order selector. Ownership shows up in accuracy, we all know how one mis-pick can affect a customer, a driver, and our reputation. And then there's the productivity, our cases per hour can impact the entire operation. Here, if its mine, ownership says if it leaves my pallet, it's going to leave right. Are you starting to see a theme develop? What's up next, the spotter or yard hauler. Ownership here is just as critical. It means knowing where every trailer is and why its spotted there, checking equipment before moving it or setting refer temps, and of course communicating clearly with the dock. Ownership says nothing moves in this yard without awareness and intention. And in positions like a clerk or dispatcher, or inventory control, or more office type settings, ownership in these roles is often invisible, but incredibly important. It means accuracy in documentation, clear communication with drivers and teams, staying ahead of problems before they hit the dock, and understanding discrepancies, not just reporting them, and digging into root causes, really just protecting the company's financial integrity and responsibilities. I think that ownership is saying If information flows through me, it flows correctly. And If the numbers are off, I don't guess, I'll investigate. Ok, enough of all that. Now let's talk about leadership. Ownership doesn't stop when you get promoted. I think it becomes even more important. A supervisor or manager who owns their role understands how the team's success is their success and that the team's failures are also their responsibility. And how the culture, safety, productivity, and morale all fall under their watch. Ownership in leadership is addressing issues immediately, not later, and like we learned last week, coaching instead of criticizing, and setting expectations clearly and consistently. And an important part is holding people accountable, but holding yourself accountable first. A leader with ownership never says that's not my department or that's not my problem. Instead, they say Let's figure it out, or how do we fix this? Or something like what can we do better next time? And of course ownership is one of the strongest drivers of safety in any facility. Like we learned in episode 362. You can have posters on the walls and safety meetings every day along with all the training programs in place, but if individuals don't take ownership? None of it sticks. Ownership in safety says I'm responsible for going home safe and helping others do the same. We've talked before about, what gets measured gets managed. That's one of my many mentors favorite quotes. I've always believed ownership drives performance. When an associate owns their numbers, they know their cases per hour, and understand their goals, that person is always looking for ways to improve. They don't wait to be told. They take the initiative. I'm convinced that ownership turns average performance into consistent performance, which in turn takes consistent performance into top performance levels. On another note, have you ever heard anyone say that's not my job? That mindset will stall a career faster than almost anything else. Now, are there job descriptions? Absolutely. Are there responsibilities? Of course. But ownership, has to understand something bigger. We are part of a system, and every role impacts another, success is shared and so are failures. Now, Ownership doesn't mean doing everything. It means caring about everything. It means being willing to step in when needed, help a teammate, and raise your hand when something's off. It's important to remember that the operation doesn't run on job descriptions. It runs on people. Here's something I probably don't talk about enough. In my opinion Ownership builds trust. When you consistently do what you say, take responsibility, and deliver results. People notice. And our Supervisors and Managers notice. But even more importantly? Your teammates notice. They know they can count on you. And in this industry, being someone, others can count on is everything. That's how we grow and increase our earnings. Remember how I feel about being that employee. And speaking of growth. If you're looking to move up to that lead, supervisor, or manager role, ownership is the pathway. And you know I don't believe leadership is just about titles, authority, or even pay increases. It's about responsibility. And we've talked about the best leaders? They were the associates who owned their roles early on in their career, they took pride in their work, and they solved problems before they were asked. I always felt that my ownership told my leaders that I'm ready for more. In today's global supply chain, whether it's truckload, LTL, air freight, or ocean shipments, ownership matters. One missed detail can delay shipments, cost thousands of dollars and impact customers across the country or the world. Ownership at every level ensures accuracy, efficiency, and reliability. From the warehouse floor to international logistics, ownership is what keeps our supply chain intact. What else did I bullet point here. Ownership doesn't just affect your job. It affects your life. When you take ownership, you build confidence, and develop discipline, all while strengthening your reputation. You stop making excuses and you start making progress in your careers. I look at ownership as the difference between waiting for opportunities and creating opportunities. Ok, so how do we practice ownership everyday? I don't think it is complicated or difficult, but it does take thought and intention. I always speak to my new boots to start with this. Show up on time and ready to work. Know and understand your role, and know it well. And ask questions when you don't understand something. I urge everyone to take responsibility when mistakes happen, own it and look for ways to improve processes. I always add or wrap up an orientation by reminding us to help others succeed. That's part of every job. Oh, and most importantly, Care about what you do. At the end of the day ladies and gentlemen, ownership is a choice. I'm not going to say any choice is a wrong choice, but I do think it has to be our choice. You can do the minimum, just stay in your lane and wait to be told what to do. Or, you can take pride in your work, lead from where you stand and be the example others follow. Another words, be THAT employee we're always talking about. In warehousing, transportation, and supply chain operations, we deal with movement, products, freight, and information. But the most important thing we move forward is people and I think we should say our careers and futures also. And I believe ownership is the driving force behind all of it. So, whatever your role is today, sanitation, forklift operator, selector, clerk, dispatcher, analyst, or leader, lets own it. A quick opinion...
Transcribe →Fight the Feedback… or Use It
Apr 2300:10:05Tap to summarizeLet's talk about something that many of us have experienced, but very few of us accepted well or maybe even truly understood. That moment when your supervisor says hey, can you step into the office for a minute? Your heart rate picks up. Your mind starts racing. And before you even sit down, you're already on the defensive. You're thinking, what did I do wrong? Why am I getting singled out? This isn't fair. And just like that, before the conversation even begins, the opportunity for any growth or understanding is already slipping away. I think that's the human nature in us. I'm Marty with Warehouse and Operations as a Career and today I'd like to pause and reshape that entire moment. Because what many call a write-up, corrective action, or warning, I want us to recognize it as something different. I call it coaching. But it has to be presented and accepted as coaching too. So, we'll start with a bit of truth. In our light industrial world, warehousing, distribution, manufacturing, and production, we deal in productivity, safety, accountability, and responsibility. Cases have to move, trucks have to deliver, Equipment and machines must be operated safely, and teams have to show up, on time, ready to work. That is just fact. So when something goes off track like attendance, productivity, safety, or our behavior, well, it has to be addressed. Those things can't be, or shouldn't be ignored. They shouldn't be brushed aside. And not just saved for later. I want to know how I'm doing. But how it's addressed, I feel that's the important piece. So, let's spend a minute looking at it from the employee's side. Most associates don't hear coaching. They hear I'm in trouble. I'm about to get fired. They don't like me, oh and I love this one. They're picking on me. And what happens when those thoughts take over, the walls go up. Now the conversation becomes defensive instead of reflective, and emotional instead of anything close to productive, even argumentative instead of productive. And I think that's where we as associates sometimes fail to capitalize on an opportunity. A coaching conversation is one of the few times someone is investing directly in your growth. Think about that. Someone stopped their day, pulled you aside, and said let's talk about how we can do this better. The way I see things that's not punishment. That's opportunity. So why do we react the way we do? I think a lot of it comes down to pride. We don't like being told we missed something and we don't like being corrected, and we definitely don't like it when it's documented. But what if we looked at it this way. That correction is not rejection. It's direction, maybe even guidance. It could be someone saying you're capable of more, and I'm going to help you get there. Let's break this into two types of thinking. First up let's talk about a Fixed Mindset. That would be things like I messed up. This is bad. Or they're coming after me. And this is going on my record. And then we'd have the Growth Mindset. This person may think something like what can I learn from this? How do I improve? And what does success look like moving forward? Just a shift in thinking like that can change the direction of our career. I firmly believe the associates who grow the fastest, aren't the ones who never get coached. They're the ones who listen, adjust, and apply lessons learned. Now let's talk about the management side. Managers, supervisors, leads, this part is probably even more important. Because let's be real, sometimes we don't get this right. We rush the conversation or we come in frustrated. We make it feel like discipline instead of development. And when that happens, we lose the associate before we ever reach them. There is a difference between coaching and correcting. Correcting says you did this wrong. Coaching says let's walk through what happened and how we improve it together. See the difference? One shuts people down. The other opens them up. So how do we deliver coaching the right way. First, we have to set the tone. Start with calm, not confrontation. Something like, hey, I want to talk through something with you so we can make sure you're set up for success. Right away, you've shifted the conversation. And we have to stick to the facts. Not our opinions or emotions. It's always good to share numbers or what we've personally seen. Something like, yesterday you clocked in 18 minutes late. Or what else could we say about something, oh, your last three picks were below standard. Or maybe I observed a safety concern with your lift technique right after break. Clear. Direct. and professional. And we have to explain the why. This is where managers often miss the mark. We need to tie it back to something like Safety, or how it impacts the team, or for productivity concerns or even customer service or their expectations. I say all that because I think when people understand the why, they're more likely to buy in. And I feel as managers we have to invite them into the conversation. We have to listen. This is huge. We may need to help get things started by saying something like help me understand what happened. Now it's a conversation, not a lecture. Of course we cant just point out the problem, we have to define the solution too. Something like, going forward, I need you clocked in and ready at start time. And let's review proper lifting technique together. Here's what success looks like over the next week. And then we need to end the conversation with confidence. We need to be positive, I know you can do this. I've seen you perform at a high level. Lets get back to that. Even though I just said all that, we're not throwing out accountability. We can't sugar coat the situation. Coaching is not a free pass. It's not do whatever you want, or a no consequences ticket, and certainly not a we'll just keep talking about it scenario. No, coaching is the bridge between expectation and accountability. And if improvement doesn't happen, then yes, it can move into corrective action. But even then, the goal should still be growth, not punishment. Let me tell you something from experience. Some of the strongest leads, supervisors, and managers today have a history of being coached. Myself included. They were corrected, they were guided, and they were held accountable. And they used it, they didn't run from it, and they didn't fight it. They grew through it. So the next time you hear can you step into the office? Pause. Take a breath. And instead of thinking here we go try this, think what can I learn from this? Because that one question can turn a write-up into a turning point in our career. In our industry, we talk a lot about Productivity, Attendance, Safety and Performance. But behind all of that is people. And people don't grow from silence. They grow from feedback. They grow from conversations. And they grow from coaching. So whether you're the one giving the coaching or the one receiving it, remember this. It's not about being called out, it's about communication. Let's face it, we employees know when we have a coaching, a writeup, or whatever you call it is coming. We know the attendance rules, the productivity requirements, and safety processes, and we know what is expected of us. Yep, we're always shocked and surprised, generally upset when we're called out about something. But I think that's just that human nature thing. I always try and look past it, learn from it, and, honestly, most of my coaching's, I admittedly deserved. I'd like to say I grew from each and every one of them! I hope today's topic sparks a thought or two and maybe helps us the next time we're corrected on something at work! Y'all have a safe, productive, and prosperous week out there!
Transcribe →It's Not a Poster, It's a Choice We Make Every Shift
Apr 1600:12:26Tap to summarizeLet me ask you something, how many times have you walked into your facility, heard the safety message, maybe even repeated Safety is our number one priority, and then went right back to doing the job the same way you always have? Not wrong, just familiar or normal. Because that's where most of us operate, in the familiar and routine. Just this week, at different facilities, I've heard about several incidents that remind us how dangerous familiar or routine can be. A loader slips inside a trailer and breaks his leg. An associate missteps stepping onto a dock plate and twists their ankle. Someone overextends and strains a muscle, and another hurts their back lifting. And even a safety trainer, someone who teaches safety, cuts their finger with a razor knife. Now think about that. That's not a bad week. That's a pattern in the industry. And patterns tell us something. The Truth is that Injuries Aren't Rare. According to the U.S. Bureau of Labor Statistics, there are millions of workplace injuries reported every year in the United States. In fact, over 2.6 million nonfatal workplace injuries and illnesses are reported annually. Warehousing and transportation consistently rank among the highest injury rates. Sprains, strains, and tears make up the largest percentage of injuries. Let that sink in. The exact types of incidents we're talking about today, slips, missteps, overreaching, lifting injuries, those aren't uncommon. They're the majority. Let's take it a step further. According to the National Safety Council, the average cost of a medically consulted injury can be over $40,000. Lost workdays, productivity, and indirect costs can multiply that number significantly. Back injuries alone are one of the leading causes of missed workdays. And I want us to realize that cost isn't just on the company. It's on us too. Because that injury affects our income, which in turn affects our family, and can affect our quality of life. And sometimes, it doesn't go away. I'm not certain these are training failures, I'm concerned that their behavior gaps. I want to think that most facilities today are doing the right things, orientation programs, strong startup safety meetings, enforcing PPE use, near miss reporting, and safety signage everywhere. So why are people still getting hurt? I believe safety doesn't fail in training. It hurts a little to say this but I think it fails in our behavior. It fails in the moment when we decide to rush, when we reach instead of step and when we just go ahead and lift instead of asking for help. And that my friends are where incidents are born. I know, and I hate to know it, but safety isn't always the only voice in our head. It competes with production numbers, someone always saying hurry up, fatigue, maybe even bad habits, and sometimes even pride. We tell ourselves I've got this. It'll only take a second. I've done this a hundred times. And all those small decisions? Well, that's why we're talking today right! Remember a few weeks ago when we were talking about complacency? Repetition builds skill. But it also builds comfort. And comfort leads to complacency. According to safety studies across multiple industries, a large percentage of workplace injuries occur among experienced employees, not new hires. Why? Because we stop checking conditions, we stop thinking about our movement or our ergonomic training and we trust the environment too much. And that's when we act all surprised that something happens. Lets talk about a few of those scenarios I mentioned earlier. First up, Slipping in a Trailer. The Occupational Safety and Health Administration reports that slips, trips, and falls account for a significant portion of workplace injuries, especially in environments like warehousing. Trailer floors are unpredictable. condensation, debris, uneven surfaces. every step has to be intentional. I can't tell you how many times I've nearly fell sliding in the cooler area on the condensation, or nearly twisting my ankle on a piece of broken pallet. And then those pesky dock plates and the transition points, the dock to the trailer. A misaligned plate or a rushed step can turn into twisted ankles, maybe a fall or even long term injuries. Our next concern is overextending and reaching, things we're coached on all the time! Ergonomic studies show that lifting outside your power zone significantly increases the risk of injury. Remember our power zone? Between your shoulders and your knees. Anything outside of that reduces strength and is going to increase strain, raising the risk of injury. And I mentioned the back injuries earlier. Back injuries are one of the top causes of lost time incidents in the workplace. And they often don't come from one big lift. They can come from repetition, poor form, and a lot of small mistakes over time. And the razor cut or knife injury? Hand injuries are among the most common workplace incidents. And they often come down to us just rushing and getting in a hurry or improper use of the tool, and as with the safety trainers incident, a flat out loss of focus and not paying attention. Maybe he got comfortable or what did we say earlier, oh, complacent. His incident showed us that even experienced individuals are at risk. When we get our first light industrial position we start hearing about ergonomics. It's been explained to me as the career saver. I'm always talking about the long game in this industry, and ergonomics, when engineered, observed, worked, and practiced can keep us in that game for a long long time. Ergonomics isn't about comfort. To me it's about longevity. It's about being able to work today, work tomorrow, and still feel good doing it years from now. We have to remember that one bad habit repeated over time, can become one big problem. So whats missing or what are we doing wrong? Even with all the right systems in place, things still happen. I feel there's a combination of opportunities going on here. First, I want to say ownership. Safety isn't the company's responsibility alone. It's ours. No one else feels your injury but you. And then engagement. Do you feel we're listening to, or just attending all those meetings and shift startup get togethers? Because safety only works if it sticks, if we apply what we've learned. I have to say that speaking up is another big one for me. A real safety culture is going to sound something like hold up there a minute, that's not safe, and let's reset that machine, and hey, get some help lifting that. Our silence doesn't prevent injuries. Action does, our actions do. And in my humble opinion leaders set the tone. If safety is optional, people will treat it that way. If safety is enforced, people will respect it. It should be just that simple. But its not I guess, so how do we make it better? If everything is in place at our facility, well, I think it's on us. I think we need to slow down, but do it strategically. Not moving necessarily slower, but moving smarter and constantly focused is what I'm getting at I guess. A few seconds of awareness can prevent months of recovery. We need to think before we move. As equipment operators we've always heard look before moving the first inch. We'll, as people we need to think before we move. Every step and every lift matters, every movement matters. I think we need to make it personal. This isn't about policy. This is about our life and livelihood. Oh, and here's another pet peeve of mine. Why does everyone not use our companies near miss program? Doesn't most everywhere have one? That's a good question, please send me an email if your organization doesn't have one or share why you do or don't use it if so. I'll pick a few answers and share them with our group. I know of a couple of facilities that have a weekly drawing for a free lunch card. You're entered every time you fill out a quick electronic form and hit submit. Not as many associates participate as you'd think. I've heard things like I don't want to rat out anybody, or that there business not mine. I hope that comes from the 1% and most of us realize we're helping our peers not telling on them. We're being paid, this isn't school or on the streets. We're protecting our friends and family. Anyway, near misses are warnings. Ignoring them is a choice. And it is so important that companies recognize safe behavior. People repeat what gets noticed. It doesn't cost much if anything to pat someone on the back and say good job! Even for a lead or supervisor or manager to speak up at the start up and recognize a job done well goes a long way. At the end of the day, nobody remembers your case count, your productivity, and nobody is going to talk about how fast you moved. But you will remember an injury, a limitation going forward or a moment you wish you could redo. Safety isn't complicated. But it does require something from all of us. Awareness. Discipline. And ownership. Because safety? It's not a poster. It's not a meeting. It's not even a program. It's a decision. One you make every step. Every lift. Every single shift. I'm Marty with Warehouse and Operations as a Career and I enjoyed talking a little safety culture with you today. Let's all do our part, be safe at work and at home, take care of ourselves and the family! Y'all be safe out there.
Transcribe →Doing or Leading
Apr 900:11:46Tap to summarizeI'm glad you're here with me today, because we're going to talk about something that a lot of us think we want but may not fully understand what we chased until we're in it. Today's topic is about reaching for frontline management in the light industrial world, what it takes, why we chase it, and the real challenges and rewards that come with it. Because let me tell you, moving from doing the work to leading the work is one of the hardest transitions you'll ever make in your career. What brought all this up was a listener named Michele brought up that recently I had been talking about retirement, and how I felt it was important to plan for it even at an early age. She'd done a little research and read somewhere that seeking a position in management could help secure what she called the golden years. Well, I'm not sure where she read that or where she heard it, but I do have an opinion or two on the subject! Let's start with the why some people reach for management positions. Why do we want to become a lead, a supervisor, a manager? For some, I think it's about growth. We don't want to stay in the same role forever, we want to learn more, do more, and build something or be a part of something bigger. For others, it's about financial opportunity. We hear about salaries, bonuses, incentives, and we think, that's where I need to be. And for many of us, it could be about recognition. We've put in the work. We've hit the numbers. We've been reliable. We've been that employee I'm always talking about. We want someone to say, You're ready for the next step. And all of those reasons are valid. I still remember when I made the decision I was going to be the vice president of operations. I was working in the high rise department pulling groceries on the cherry picker. I was part of a 3 man team in the back. I was still in training when one evening a man came back there with a whole group of people dressed professionally. They were looking for some kind of product, I don't remember exactly why, but the guy in front, well, you simply knew he was the boss of bosses. I asked my trainer, his name was Mike, who he was and he told me to stay away from him, he was the v.p. of operations. I told him I was going to have that guys job. 13 years later Mike came by my office and said you told me you wanted this job one day. Where was I, so, let's talk about something I've seen over and over again. In my opinion, one of the most common mistakes in our industry is promoting the most productive associate. The fastest selector. The best forklift operator. The one who never misses a number. And on paper, it may make sense. But in reality? I don't know. Because high performers often love doing the work. They thrive on movement. They enjoy hitting numbers. They take pride in production. They love those challenges. But leadership? Leadership is different. Leadership is thinking instead of doing, planning instead of reacting, coaching instead of producing, and being responsible for others instead of just yourself. And not everyone wants that. Some people don't want the responsibility or want to manage people. And that's okay. But when we promote someone into leadership who doesn't truly want to lead. I think we can set them, and the team, up for a struggle. All I'm saying is that we need to communicate and communicate well, from both sides. Some of us love what we do, and I'm a firm believer we need to love what we do, we're going to be working for the rest of our lives! Now let's talk about the path. It isn't something that's going to happen overnight. To me, becoming a leader isn't a title, it's a journey. It usually starts as a department lead, then a Supervisor, then maybe a Manager, and next possibly a Director. And for some, even a Vice President or above. Remember that journey can take years. And every step requires a different version of you. What made you successful as a selector won't make you successful as a supervisor. What made you a great supervisor won't carry you as a manager. You have to evolve. You have to learn things like being a great communicator, accepting accountability and decision making, conflict resolution, time management, and most importantly, managing people. What I like to refer to as human capital. Ok, on to something that makes no sense. Sometimes, when you first step into management you might take a pay cut. And that surprises people. You go from hourly, with overtime, to salary. And suddenly you're working more hours and carrying more responsibility, but your paycheck might look smaller, at least in the beginning. And that's a tough pill for us to swallow. But here's the long game, as you grow in leadership, opportunities open up. Bonuses, incentive programs, performance rewards, and career advancement. The earning potential can become much greater. Let's get to the real challenge for us. I mentioned human capital earlier. It's not the numbers. It's not the loads. It's not the cases per hour. It's people. For me, human capital was the most difficult part of leadership. Ok, people can be different, emotional, each can be motivated by different things, and each will be dealing with different situations outside of work . And now, as a leader, you're responsible for all of it. You're managing attendance issues, performance gaps, attitudes, conflicts, personal struggles, and of course a host of Safety concerns and maybe a few regulatory opportunities. And sometimes, you're doing all of that before lunch! Now let's talk about one of the biggest challenges, and one of the most real. Managing people you used to hang out with. Yesterday you were on the floor together, you were taking breaks together, maybe even going out after work. Today, you're holding them accountable, you're coaching their performance, you might have to discipline them. None of that is easy. Here's a little bit more than an opinion of mine. You can't lead effectively if you don't create separation. It will not work. That doesn't mean you stop respecting people and it doesn't mean you become cold towards the old team. It does mean you set boundaries and stay consistent, you have treat everyone fairly. Because the moment your team feels favoritism you've lost credibility. When you step into leadership, everything changes. You're no longer responsible for just your performance. You're responsible for everyone's performance. If the shift misses its numbers or there's a safety incident or if attendance is poor, it's on you. That can be real pressure ladies and gentlemen. And it doesn't shut off when you clock out. You'll find yourself thinking about tomorrow's staffing, rehashing decisions from the day, and thinking about next week's plan. Leadership doesn't always stay at work. For me, one of the biggest changes was learning to think instead of just react. As an associate, I was focused on doing my task. As a leader, you're focused on problem prevention. You have to start asking why did that happen? How do we prevent it from happening again? What process is broken? What training is missing? You move from doing the job to improving the job. Ok, it's probably worth noting that not everyone is meant to lead. And that's not a negative thought. I think the people who thrive in leadership want to help others succeed, and can handle pressure, and are willing to constantly learn, and are willing and able to accept accountability, and can separate emotion from decision making. The ones who struggle often miss the floor, avoid difficult conversations, play favorites and resist change, and take things personally. I think leadership requires a different mindset. Now, with all that said, let's talk about the rewards. There is nothing like watching someone you trained and mentored succeed, seeing your team hit their goals, building a strong culture, and knowing you made a difference. And yes, the financial rewards grow, our opportunities expand, and our career path opens up. But the biggest reward? For me any way was the Impact or influence. You're no longer just part of the operation. You're shaping it. If you're thinking about stepping into leadership, I want you to ask yourself a few questions. Do I want to lead or do I just want the title? Am I ready to be responsible for others? Can I handle tough conversations? Am I willing to grow and change? Because leadership isn't about being in charge or being the boss. It's about being responsible. And it's not always easy. But for those who commit to it, it will be one of the most rewarding journeys you'll ever take. Thank you for spending a few minutes with me, Marty T Hawkins, today on Warehouse and Operations as a Career. If you found value in this conversation, share it with someone who's thinking about taking that next step. And remember. It's one thing to do the work, it's another thing to lead it. And most importantly, y'all be safe out there, at work and at home!
Transcribe →Work Life Balance
Apr 200:13:48Tap to summarizeWarehouse and Operations as a Career, I'm Marty and It's great to have you back this week. As I travel around to different facilities, and different regions, I'm hearing the phrase, no, not a phrase, I'm going with words, I hear the words, work life balance. Now, I'm going to tell you right up front, I believe in it. I believe in family, and I believe in taking time for the things that matter to us. Stick with me here for a moment, I'm not being negative, so bear with me for a few minutes. I believe in family and enjoying things that are important to us. But I also believe in something else, responsibility. Because before we can talk about balancing work and life, we've got to make sure we're handling and understanding the work part of it don't we. And in our world, light industrial, warehousing, distribution, manufacturing, this isn't a conversation about convenience. I think it's a conversation about commitment. We hear the phrase, no not phrase, I mean the words work-life balance everywhere. But sometimes, I think it gets misunderstood. To me, balance doesn't mean showing up when it's convenient or leaving when things get tough or skipping out when something better comes along. To me that's not balance. That could be construed as choosing life over responsibility, without planning for either. And here's the old school thought. If we don't protect our job, there's nothing left to balance. Let's talk about what we do. Warehousing isn't like retail and restaurants. There's no one standing by waiting to jump in if someone calls out. When someone doesn't show up. Freight still has to move, orders still have to be picked, trucks still have to be loaded, and customers are still expecting their delivery. And what really happens? The team absorbs it. Someone else works harder, someone stays later, and we all pick up the slack. And that's where things get real. Because our decisions don't just affect us, they affect everyone around us. Here's a quick example of what I'm talking about. We were putting together an out-of-state rollout. A big project with a tight timeline. We had about 25 people lined up, ready to go into a facility during a transition. Schedules were built. Travel was arranged. The plan was solid. I had been working with a supervisor for about three weeks getting everything ready, written out. So, three days before departure he came to me and said his brother was coming into town. He hadn't seen him in a few years, and he decided to stay back and party that weekend. Now think about that. Not a family emergency. Not something unexpected. A decision. That one decision could have cost us the account, let down his entire team and cost them income and damaged our reputation. All that for two days. To me, that's not work-life balance. Isn't that walking away from responsibility? Let's talk about something we see all the time. An associate calls in and says I just need one more day, I had a long weekend. A small thing right? But here's what happens. The shift starts short handed, productivity drops, the team has to adjust, and overtime increases for others. And here's the kicker, we've all seen it, how It becomes after every holiday, after every late night, and after every weekend. And before long? That one day becomes our reputation. Oh, and here's a regular one. You're scheduled for overtime. It's been on the board for days. Maybe something like an inventory. Then something comes up, a cookout, a get-together, maybe just relaxing at home. And the decision is made, we call and state I'm not coming in. Now again, life happens. But this isn't life happening. This is choosing convenience over commitment right? And what does that mean? Someone else stays late, they miss their plans and picks up our workload. Again, I don't think that's balance. Isn't that passing responsibility to our teammate? Ok, I hope we all say it. Family comes first. And I agree. But there's a right way and a wrong way to handle it. Let's say there's a school event, a game, or a family gathering. We know about it in advance, but we don't request the time off. Instead, the day of the shift we call and state I can't make it today, I've got something to do with my family. Of course, the event matters. But the lack of planning? That's what creates the problem. Because again, now there's no coverage, no adjustment time, and no preparation. Responsible balance plans ahead. Irresponsible balance reacts last minute. Alright, one more and for me this one hits us kind of hard. The lead or supervisor decides to step away during an important time, something like inventory or maybe new hire orientation. Maybe they leave early or they don't show up at all. Maybe they're just unavailable. And the mindset is the team will figure it out. But leadership isn't about showing up when it's easy. It's about showing up when it matters most. When leadership is missing direction is lost, morale drops, and productivity suffers. And what about trust? Trust has to take a hit. So, what does real work-life balance look like? I think it looks like planning ahead, communicating early, honoring commitments, understanding our role, and respecting your team. It's not about doing less work. It's about doing your work right, so you can enjoy your life without consequences. I think instead of asking how do I balance work and life? Ask yourself, how do I manage my responsibilities so I can keep both? Because our job pays the bills, supports our family, and builds our future. And every decision we make either strengthens that or weakens it. So where did this mindset or concern come from, or how'd it come about. It didn't just show up overnight. I think at some point, somewhere along the way, the idea of work-life balance shifted from something healthy to something that can sometimes be misunderstood. Work-life balance didn't start as a bad concept. In fact, I believe it came from a very real place. Years ago, especially in corporate environments, you had long hours, salary roles with no real cutoff time, people missing family events, holidays, even important life moments. And the push became we need balance. Meaning, take your vacation, spend some time with your family, and don't let work consume your entire life. And that's a good message, a necessary message. Somewhere along the way, especially over the last 8 to 10 years, the meaning started to change. Instead of balance your responsibilities, it slowly became work should adjust to your life, whenever you want it to. And that's where things started to get all blurry, for me at least. Because now we see thinking like, if I don't feel like coming in, I shouldn't have to. And my personal plans outweigh my work commitments. Or I'll work when it fits my schedule. And in some industries, maybe there's flexibility for that. But in operations? That mindset just doesn't translate. But being fair, we also have to look at how different industries shaped this thinking. Think about remote work environments, flexible schedules, oh and Gig work and contract roles. In those spaces you can log in later, you can shift your hours, and you can make up time. But in a warehouse? You can't log in later to load a truck that already left. And you can't circle back to pick an order that missed its delivery window. Time is tied directly to the operation. And I think sometimes we try to apply flexible-work thinking, to a non-flexible work environment. And there's probably a generational perspective at play to. I'm just talking and not pointing fingers. But I think different generations were raised with different messages about work. Many of us were taught to show up early, stay until the job is done, and that your word is your bond. And today, there's more emphasis on mental health, personal time, and setting boundaries. Again, none of that is wrong. In fact, some of it is long overdue. But here's my thought. Boundaries without accountability can become excuses. And accountability without boundaries can lead to burnout. I don't think the answer is choosing one, It's understanding both. And we can't ignore this part either. Social media, workplace culture shifts, and even corporate messaging have reinforced ideas like don't let your job control your life, take time for yourself, no matter what, and you don't owe your employer anything. Now, some of that comes from real experiences, people feeling overworked or undervalued. But when taken too far? I think it creates a mindset of my responsibility is optional. And, in my opinion, that's dangerous in our team driven environment. And this isn't just on us employees. Employers played a role too. There have been times where companies overworked teams, underst...
Transcribe →Why Finding a Job Feels Harder Than Ever
Mar 2600:10:31Tap to summarizeI'd like to talk about something that is a struggle right now, something I'm hearing from associates, candidates, recruiters, and even hiring managers. Why is it so hard to find a job today? I had to pause for a second when this was brought up to me, that question doesn't always make sense. We drive down the road and see now hiring signs everywhere. We hear companies are short-staffed. Warehouses are expanding, it seems like there's new commercial complexes going up constantly, and we're hearing how production lines are growing, and distribution centers are moving more freight than ever. So, what is or where is the disconnect? Why does it feel like opportunities are everywhere, yet landing one is harder than ever? So, I wanted to look at it and break it down. And more importantly, I wanted to understand what's really happening so we can figure this out and make it work for us. I think first, we have to think about technology. Applicant Tracking Systems are being used, and they are much more detailed and programmable than ever before. Years ago, getting a job was a much more personal process. You walked in, shook a hand, filled out an application, maybe had a quick conversation with a supervisor or hiring manager. Today? Most of that first step happens through a computer system. Applicant Tracking Systems, or the ATS, are now the front door to us. You don't meet a person first. You meet a computer system first. And here's the challenge. These systems are scanning resumes for keywords, job titles, specific skills, and experience that matches exactly what was posted. If your resume doesn't match what the system is looking for, you may never get a call or be seen. And not because you're not qualified or because you couldn't do the job. But because your resume didn't speak the system's language. Now let's layer in something newer, AI. Artificial Intelligence is being used more and more in hiring. It helps companies sort through hundreds, sometimes thousands, of applicants. But here's the reality, or my opinion at least. AI doesn't understand potential and doesn't see attitude or personality or our confidence and it can't recognize work ethic. It looks for patterns or what it's been prompted to find. So, if your experience doesn't line up with the request and our job titles don't match exactly or even If your resume isn't structured correctly, oh, and, maybe the recruiter didn't write the prompt correctly or specific enough, you can get filtered out before a human ever lays eyes on your name. To me that's frustrating, but it's also something we need to understand and adapt to. Just being honest for a minute, we don't know what to put on our resume. This is one of the biggest struggles I see in light industrial recruiting, or for me anyway. A lot of great workers, solid, dependable, experienced associates, don't know how to present what they've done. We may say things like I worked in a warehouse, I loaded trucks, I picked orders. And while that's true, it's not enough in today's environment. Because the system and the employer want more detail. They want to know things like what type of equipment did you use, what were your productivity numbers, did you use RF scanners, and if so what kind? Did you work in a fast-paced environment? Were you meeting or exceeding goals? You may have years of experience, but if it's not clearly explained, It can look like you have very little. Now let's talk about something that doesn't always get said out loud and another thing that I land on the wrong side of, where you live matters. Employers today are looking closely at commute distance, reliability, and transportation challenges Why you may ask? Because attendance is critical. In warehousing, distribution, and manufacturing, if someone doesn't show up the line slows down, orders don't get out, and those trucks don't get unloaded or loaded. So companies often lean toward candidates who live closer. It's not always about fairness, it's about risk management. If two candidates have similar experience, the one with the shorter commute often gets the call. Another quick opinion, I tell people not to list their exact address, just the city. Of course, I guess that could hurt us also if the employer or hiring agent has a hundred others that listed theirs and they live withing 30 minutes of the facility! Next up, background checks, a real barrier sometimes. Backgrounds matter. And in today's world, they matter more than ever. Many companies have strict background requirements. And while there are still second chance employers out there, and I fully support them, the reality is, options can be more limited depending on the situation. This creates frustration for candidates who are ready to work and trying to move forward, and just looking for an opportunity, but keep hitting roadblocks. And that's something we, as an industry, continue to work through. And some states have their own ideas and laws concerning our backgrounds and employment. Now let's talk about another sensitive, but very real, topic. Workplace expectations around our appearance. We're seeing more face and neck tattoos, nose rings, ear spacers, and personal expression through style, and there's nothing wrong with individuality. But here's the challenge, not all workplaces have evolved at the same pace. Some environments, especially in food-grade facilities, manufacturing, and office or customer facing operations, still have policies around visible tattoos, jewelry and safety related appearance standards, and sometimes, those expectations can impact hiring decisions. It may not feel fair, but it is part of the current reality in many operations. Another factor? The competition has changed. You're no longer just competing with people in your neighborhood, or people who walk into the same office. You're competing with online applicants, candidates from across the city, sometimes even across regions that may be willing to move closer. And with easy apply buttons, hundreds of people can apply for the same role in minutes. That increases competition and makes standing out even more important. I think in many cases, it's not a skills gap. It's a communication gap. We have strong workers experienced on equipment that are comfortable in fast-paced environments, their reliable and capable. But they struggle to explain their experience or translate their skills onto paper and struggle to present themselves during the process, either on paper, on the phone or in the interview, and that gap can cost us opportunities. So What Can We Do About It? Now I don't want this to sound negative. Because while things have changed, they are not impossible. Far from it actually. We just have to adjust. I do think we have to learn to Speak Resume though. We have to break down our experience, list the equipment we've used, the tasks performed, what our productivity expectations were and any Systems (RF, WMS, etc.) we've used. And of course, we need to be honest and prepared. If you have challenges like transportation concerns, background, scheduling problems. Be upfront and look for employers who can align or work with them. We aren't going to change anybody's mind or their work shift. And we should remember, Sometimes the door in isn't necessarily your ideal job. But once you're in, Opportunities can open up for us. I want to say again that you're not just applying to a person anymore. You're applying to a process. And learning and accepting that process gives you an advantage. So yes, finding a job today can feel harder. Not because there aren't opportunities, but because the process has changed. Technology, employer expectations, the competition, and so many new policies, they've all evolved. And as workers, as leaders, as an industry, we have to evolve with it. And with all that being said, I'm going to get back to work myself. I'm Marty T Hawkins and I appreciate your time and I hope you take another listen Warehouse and Operations as a Career next week. Until then work safe and live safe in everything you do.
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