Receives and stores product by designing and developing product movement and storage systems; improving operations; managing staff.
Customer Service– Deliver “Raving Fan” customer service to internal and external customers. Respond to customer inquiries timely and proactively communicate on follow up items. Create a culture of “Raving Fan” customer service within the Warehouse Operations team. Work closely and communicate closely with counterparts in: Customer Service, Transportation, Finance, and Sales. Counterparts are internal customers. Deliver them service as such. Over communicate and be proactive in our communications. We are hereto solve problems. We don’t simply throw problems over the fence and lose track of our customer requirements. We are advocates for our customers and we take necessary steps to deliver our service level. Required Reading for Managers, Supervisors, and Leads: Raving Fans: A Revolutionary Approach to Customer Service by Ken Blanchard. Team will deploy a practical application of the “Raving Fan” approach to our business.
People and Resources– Insure you have appropriate coverage and depth to provide Raving Fanservice throughout our extended operations. Managing Overtime and Attendance are critical. OT and Rework are the biggest profit killers in this industry. We need to eliminate both. Make sure the team is capable, and properly allocated to deliver our expected service levels. Enforce the blackout Calendar for vacations and time off requests. Certain times require all hands on deck. We can’t afford to have people off during critical times. Build a team of “finishers” no one wants to chase people around for follow up and follow-through. Handle discipline, write ups, coaching, terminations, reviews, etc.
Quality – Become an expert on our WMS system. Learn how to set up SKUs, complete receivers, generate pick tickets, complete shipping transactions, complete inventory counts, set up cycle counts, automate processes, build reports, set up billing, etc. Master our system. Insure data entry completeness and transactional integrity. Exceed the following MINIMUM KPI Standards: Receipt Accuracy by Unit 99.5%, Receiving Timeliness 99.5%,Inventory Accuracy by unit 99.5%, Shipping Timeliness 99.5%. Make sure the team has the tools to do their jobs without issue. Create and generate reports that show the: workload, workflow, volumes, lines, units, quality, capacity, and costs incurred by the department. Insure the existence, completeness and accuracy of SOPs, and Work Instructions for: Receiving, Inventory Control, Picking, Shipping, OS&D, Transfer of Liability Documents, and Onboarding Training. Insure that the Operations Team has documented, detailed, and current SOPs and Work Instructions for every function.
Appearance – As an extension of Quality and Customer Service, Our warehouse must be clean and organized at all times. We must always be “Customer Ready”. Our operations organization and appearance are critical to support or Sales and Customer Service efforts. 5S/7S standards will be deployed and maintained. Operators will develop habits that demonstrate the idea of “working clean” and the fundamentals of 5S/7S. Operators will be accountable for designated areas, as well as, the overall cleanliness and organization of the operation. Uniforms and Vests to be standardized and all operators will be required to adhere to the standards.
Financials – To optimize operations, Deploy Mobile Data Capture solution. Eliminate OT and Rework. Optimize the staff level through scheduling, automation, and controls. Enable billing automation efforts and help insure the billing is accurate every time. We cannot leave money on the table because we haven’t done enough to capture our revenues. All customer interaction or customer driven activities shall have an associated billing. Transactions, Counts, Projects, Visits, etc. Everything we do costs us money. We should get paid for the service we provide. There are very few exceptions to this tenant. Know how your actions and your teams actions impact the P&L.
