Warehouse and Operations as a Career

Warehouse and Operations as a Career
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Sharing job and career experiences through discussion & participation

  1. 5d ago

    Don’t Burn The Bridge You’re Standing On

    Hi All, Marty here with Warehouse and Operations as a Career. I started off this week hearing a peer’s name I hadn’t heard in probably 12 to 15 years. A colleague was on his way to a meeting with a a prospective client and shared who he was meeting with. It was a gentlemen we’d both worked with in the past. I was reminded how many times this happens every year. It’s something we all, no matter the industry, need to keep in mind! You start at one warehouse in your teens and twenties. A few years later you move across town. Five years after that you accept another opportunity. Then one day you walk into a customer’s warehouse and there’s your old supervisor. Or how about the forklift driver unloading your trailer? You worked beside him fifteen years ago. Or the operations manager? She used to be a shift lead when you were loading trucks together. And this is always an interesting one, the recruiter interviewing you? You remember when she worked in receiving. And the truck driver making your delivery? He used to work maintenance at your last facility. It’s funny how that happens. But it does. Our industry feels huge. Millions of square feet. Thousands of warehouses. Hundreds of trucking companies and countless manufacturers. But once you’ve been around a while, well, it’s actually a very small neighborhood. People don’t disappear, they simply change addresses.  One of the greatest pieces of career advice I can give anyone entering warehousing, manufacturing, production, or transportation is to never burn a bridge. And not because it’s the “nice” thing to do. But because it’s one of the smartest career decisions you’ll ever make.  I’ve been fortunate enough to have worked in this industry for a long while. I’ve unloaded trucks, selected orders, operated every forklift and attachment, and worked all the utility positions. I’ve supervised some awesome crews and managed a few outstanding operations. I’ve worked beside some incredible people. And today I still run into people from every stage of my career. Former supervisors. Former employees. Customers. Drivers. Safety managers. HR managers. Recruiters. Forklift operators. Maintenance technicians. General managers and Vice presidents. Some I haven’t seen in twenty years. Yet somehow our paths cross again. And when they do they remember. They remember your attitude. They remember your work ethic. And they remember whether you helped people or hurt people. They remember whether you were dependable and whether you accepted responsibility. Most importantly, they remember how you left. And that’s the part I see many young professionals overlook. People remember endings.  We’ve all had or watched an employee having a bad day. They got frustrated. Started yelling. Cursed their supervisor. Threw down their badge and stormed out the door, maybe even slamming doors. Almost like they wanted to make sure everyone watched. In that moment they probably felt powerful. Maybe even justified. But what they didn’t realize is how that three minute emotional decision could follow them for years.  And here’s just a few reasons why I believe we should reconsider that pathway. Your supervisor may leave six months later. The HR manager might accept another position. The operations manager is promoted. The plant manager or GM moves across town. The recruiter joins another staffing company. Suddenly, the people who watched that exit are interviewing candidates somewhere else. Want to guess whose name they recognize? Here’s a quick scenario.  Hey “We interviewed someone today.” “Oh really? What’s his name?” “Johnny so and so.” “I remember Johnny.” Sometimes that’s followed by, he’s a “Great worker.” “Always dependable.” “He’d be an asset.” Other times. Woah, “be careful there.” He can have a bit of a “bad attitude.” “he walked off the job once.” “Couldn’t control his temper.” That one conversation. Just thirty seconds can influence your next opportunity.  Now of course, leaving a company is certainly okay. People leave their jobs every day. Sometimes it’s for better pay, better hours, more opportunity, family reasons, health, education, or maybe career growth. There is absolutely nothing wrong with moving on. But there is a huge difference between leaving professionally and leaving emotionally. Professional employees give notice when possible. They thank people and finish strong. Even train someone else if needed. Shake hands and wish everyone well. They leave the same way they hope to be remembered.  Here’s something many of us don’t consider. Your reputation isn’t built only by your performance. It’s built by your character. Anyone can have a good week and can perform well when everything is going right. Character stands out when things aren’t. When you’re disappointed. Passed over for a promotion. Corrected by your supervisor. Upset over your schedule, and frustrated with overtime. That’s when people discover who you really are.  I’ve had employees come into my office completely upset. And sometimes they deserved to be upset and I’ve agreed with them. But after talking they left respectfully. And months later they received promotions. How you may ask.  Because they handled difficult conversations like professionals. On the other hand, I’ve also watched employees lose tremendous opportunities because they couldn’t manage one emotional moment. One outburst, social media post or text message or one argument. A bridge burned.  Wither right or wrong, today’s world makes all that even more dangerous. People stay connected. You have LinkedIn. Facebook. Instagram. Industry and management groups. People know people. Your reputation can travel across an entire city before you even submit your next application!  Oh, and I want to say this too. Every person deserves respect. Not because of their title but because you never know where life will take them. That warehouse clerk? Could be tomorrow’s operations manager. The young recruiter? My be a future regional vice president. Our friend the forklift trainer? Down the road we may find them as our future safety director. I’m just saying we should treat everyone with respect. Always.  One of my more recent favorite sayings is, today’s coworker may become tomorrow’s boss, or tomorrow’s customer. I’ve lived that more times than I can count. I’ve purchased services from former employees. I’ve hired my former supervisors, and I’ve partnered with people I once trained. I’ve worked for people who once worked beside me. That’s our industry ladies and gentlemen. Careers and opportunities intertwine.  So what do you do if you’re unhappy? Yep, here I go again with that word communication. Have the conversation. Ask questions. Seek solutions and be honest and be respectful. If it’s time to move on, move on with dignity and grace. Give your best effort until the very last shift. Thank those who invested in you. Leave the facility better than you found it. Return all your equipment. Shake hands and wish everyone success. Because someday you may walk back through those same doors, or someone from those doors may walk through yours.  Here’s my thought, or yes, my opinion on the subject. Don’t just avoid burning bridges. Lets always be building them. Stay connected with mentors. Congratulate former coworkers on promotions. Celebrate their accomplishments. Send a quick message once in a while. Thank someone who helped your career. Give a shout out to or recommend good people when opportunities arise.  At the end of the day your résumé gets you noticed. Your skills get you hired and your attitude helps you succeed. But your reputation, well, your reputation follows you everywhere. In warehousing, manufacturing, transportation, distribution, and production, people remember.  So work hard and lets treat people well. Leave every job with them wanting you to stay. Because you never know when today’s goodbye will become tomorrow’s opportunity.  Ok, its time to say thank you for spending a few minutes with me today! If you’re just starting your journey, remember that this industry is much smaller than it appears. Protect your name and your reputation at all times. And never burn the bridge you may someday need to cross again. Until next time, keep learning, keep growing and above all, work safe at all times!

    11 min

  2. Jun 25

    The Raise Starts Before You Ask

    Welcome back to Warehouse and Operations as a Career. WAOC is on the road again this week, hitting up Nevada and Arizonia. It’s always nice to get out and walk a few operations and meet new team members. I’m Marty and today I’d like to talk about something every employee wants but not everyone necessarily understands. And that would be a raise. Whether you’re unloading trailers, operating a forklift, selecting orders, dispatching trucks, running production equipment, or managing a team, most of us have asked ourselves the same question at some point, how do I make more money? And maybe an even tougher question, how do I ask for a raise? Now before we get started, let’s true a few things up. There is absolutely nothing wrong with wanting more money. Life gets expensive. Rent, gas, insurance, and groceries go up. The challenge is that employers don’t typically give raises because our bills increased. They give raises because our value has increased. And that’s what I’d like to talk about today. A lot of us think a raise starts when we walk into our supervisor’s office to discuss our performance review and or our raise. Well It doesn’t. The truth is that a thought of our raise starts months before that meeting. A raise starts with our habits. Every day we’re building a reputation. People notice things. Maybe not immediately or every day. But over time, they notice. Who shows up on time and stays productive? Who complains and who volunteers? Who learns new tasks? Who can be trusted and depended on? Who needs constant supervision and who solves problems instead of creating them? Our raise often starts with answers to those questions. I’ve got to say it again. I know I keep bringing it up. But being THAT employee just pays off. Every workplace has one. You know exactly who I’m talking about. That employee. The one everyone wants on their shift. The one the supervisor calls first and the one coworkers trust. The man or woman who can handle difficult assignments and gets opportunities. The one who gets promoted. The one who gets raises. What makes them different? Usually, it’s not because they’re the smartest person. Usually, it’s not because they’ve been there the longest. It’s because they’re dependable. They’re accountable and consistent. When they say they’ll do something, it gets done. When they make a mistake, they own it. When something needs attention, they step up. Those traits are incredibly valuable in our worlds. Reliability is really a superpower. Let’s talk about attendance. I know. Not the most exciting topic. But well worth mentioning again. Imagine you’re a supervisor with twenty employees. Five call in regularly. Three are late every week. Two disappear during breaks. Several perform differently every day. Then there’s one person. They’re always there. Always prepared and ready to work. Who do you think gets the first opportunity? Who is going to get cross-trained and promoted? Which one gets the bigger raise? I think reliability is one of the most underrated skills in the workplace. You don’t need special training or need a certification or a degree. You simply show up and do what you said you would do. Consistently. And believe me, consistency gets noticed. Here’s one of the fastest ways to increase your value. Again, I know I harp on it at least once a month but learn another task. Then another and another. Cross-training is like adding tools to your toolbox. Maybe you’re a forklift operator. Learn receiving and learn shipping. Learn a little about inventory control, quality inspection, and cycle counting. Learn the WMS. Learn the paperwork and the computer side. Even how transportation functions. Why? Because the more problems you can solve, the more valuable you become. And companies pay for value. The employee who can perform three jobs often becomes more valuable than the employee who only performs one. Another thing I bring up probably too often is attitude. And before somebody says, here we go with the motivational stuff. Hear me out. A positive attitude isn’t pretending everything is perfect. A positive attitude means being part of the solution. Every workplace has challenges. Every warehouse and transportation department has bad days. Every production line has setbacks. Our leaders notice who responds constructively. They notice who keeps moving forward and who encourages others. Of course attitude doesn’t replace skill. But attitude often determines who gets the opportunity to develop those skills. And heres a biggie, one word that can separate average employees from future leaders. Accountability. Accountability means owning your results. When things go well, great. When things don’t go well, own that too. No excuses or finger-pointing or blaming everyone else. The employee who says that was my mistake. Here’s what happened. Here’s how I’ll prevent it next time. Is far more valuable than the employee who spends ten minutes explaining why nothing was their fault. Our managers trust accountable people. Trust creates opportunity. Opportunity creates advancement and advancement creates raises. Ok, now it’s time to ask for a raise. Let’s say you’ve been doing everything we’ve discussed. You’ve improved, cross-trained and learned other tasks, you’ve become reliable, you’ve added value. Now it’s time to discuss our compensation. I think here’s where many of us make a mistake. We walk into the office and say I need more money. Unfortunately, that’s not a strong business case. Instead, let’s think like a professional or even an owner. Let’s approach it like a leader. Build your case. Show your accomplishments. We need to write them down and create a list. For example, perfect attendance for 12 months, trained on three additional positions, helped reduce picking errors, assisted with onboarding new employees, improved productivity by 30 pallets per hour, reduced damage claims and maintained safety compliance, and learned the new equipment, as well as receiving positive feedback from my management team and customers. Specific examples, data, and facts matter. When you can demonstrate your value, the conversation changes. Don’t bring problems, bring solutions. This is one of the biggest career secrets I’ve learned over forty years. Anybody can identify problems. Leaders identify solutions. Imagine walking into your manager’s office and saying I’ve noticed we’re losing time during shift startup. I have three ideas that may improve productivity. That’s different. Or I think we could reduce loading errors if we adjusted the staging process. Or I’d like to help train new associates because I think we can improve retention. Now you’re thinking beyond your job. You’re showing you’re thinking about the operation. And that’s valuable. Here’s another secret, or opinion I guess! Raises become easier when your goals align with the company’s goals. What does your company care about? Safety? Quality? Productivity? Attendance? Customer service? Retention? Cost reduction? If you can demonstrate how your efforts helped support those goals, you’re speaking the language leadership understands. You’re not saying I want more money. You’re saying I helped move the organization forward. See the big difference there? So how do we ask for a raise? Keep it professional and simple. Something like thank you for taking the time to meet with me. I’ve really enjoyed my role and the opportunities I’ve had here. Over the past year I’ve expanded my skills, improved my performance, and taken on additional responsibilities. I’d like to discuss my future with the company and whether my compensation reflects the value I’m currently providing. Notice what’s missing? No demands. No ultimatums. No threats. Just facts. Professional facts. And then what if the answer is no? First, don’t get emotional. Get information. Ask what skills or accomplishments would you like to see from me before we revisit this conversation? Now you’ve created a roadmap. Maybe they want more leadership or more productivity. Maybe they want additional certifications, or they want more time in the role. Whatever the answer, now you know what target you’re aiming for. And that’s valuable information. Let’s wrap up with this thought. Raises aren’t earned in a fifteen minute meeting. They’re earned in hundreds of small decisions over time. Showing up. Being on time. Learning another task. Helping a teammate. Theres’s hundreds of little important things, oh, here’s a big one, we’ve talked about owning our mistakes. And maintaining a positive attitude. Taking safety seriously. Thinking like a leader. Bringing solutions. Supporting company goals. Those things build value. And like we learned a couple of weeks ago, value builds trust and trust builds opportunity. And not sounding all motivational on you but I’ll add that opportunity builds careers and careers build income. If you’re listening today and wondering how to earn more money in warehousing, transportation, manufacturing, or production, start by asking yourself, am I becoming more valuable than I was six months ago? Because the employees who continually increase their value rarely have to chase opportunities. Opportunities start chasing them. Until next time, work smart, keep learning, and above all work safe out there!

    12 min

  3. Jun 18

    The Career Hidden in Plain Sight

    Hello everyone, and welcome back to Warehouse and Operations as a Career. Over the last several years we’ve discussed dozens and dozens of opportunities in warehousing, transportation, manufacturing, distribution, and logistics. We’ve talked about forklift operators, order selectors, recruiters, dispatchers, transportation managers, supervisors, safety professionals, operations leaders, and many of the global supply chain positions. Today I thought we’d talk about one of the positions or career paths that, well, isn’t thought about much but without it, simply put, things would grind to a halt! And that’s Building Maintenance. The people who keep the facility running. The men and women who make sure the lights come on, the dock doors open, the HVAC systems cool and heat the buildings and keep our coolers and freezers cold, the plumbing works, and the equipment keeps operating. Without them, nothing else happens. And the amazing thing is many of these careers begin with the simplest tasks imaginable. Changing a light bulb. I’m Marty and let’s talk about it today. When most people start in a warehouse environment, they may enter as a General Labor associate. Maybe we’re unloading trailers, stacking pallets, cleaning work areas or even assisting with counting inventory or any of the 50 other tasks that need help every shift. We’re learning about attendance, safety rules and procedures, and expectations. We’re learning what it means to be part of a team. Managers start noticing people who like fixing things. The employee who notices a broken door handle or a slow roll up door.  That associate who reports a leaking pipe. The team member who volunteers to help move equipment. The person who wants to know how things work. Those individuals often find themselves helping the maintenance departments. And that’s where a completely different career journey can begin. Many facilities have what is commonly called a Utility Associate. Sometimes they’re called facility assistants. Maintenance helpers, maintenance utility technicians. The title doesn’t matter much. And the responsibilities are usually very similar. Tasks might include things like replacing light bulbs, painting walls, cleaning dock plates, changing air filters, maybe even minor repairs on equipment, or organizing maintenance supplies, even assisting contractors, and helping the company technicians perform preventive maintenance. These aren’t glamorous jobs. But they’re valuable jobs. And more importantly, they’re learning opportunities. Every task teaches something, every repair becomes a lesson, with every day becoming a classroom. One of the first skills many maintenance associates begin learning is basic electrical work. I’m not talking about becoming an electrician overnight. Of course, electrical work requires training, certifications, and safety knowledge. But maintenance associates often start learning how lighting systems operate, how to replace ballast and LED conversions.  Circuit identification, Lockout/Tagout procedures, and electrical safety principles. They begin understanding why power flows the way it does, they learn troubleshooting and how to diagnosis problems. They learn how to identify problems instead of simply reporting them. That’s a valuable skill in any profession. The same thing happens with plumbing. Many maintenance technicians start by helping experienced professionals. They learn how water systems operate, how valves function and how drains are maintained, things like leak identification, and fixture replacement. Then comes one of the most in-demand skill sets in many nations today. HVAC. Or Heating. Ventilation. Air Conditioning.  As maintenance associates gain experience, many employers will sponsor training opportunities. Some associates pursue certifications on their own. Before long, they’re troubleshooting rooftop units. Maintaining industrial climate systems. Diagnosing airflow issues. And with those skills comes increased earning potential. What I find fascinating about maintenance careers is how they combine multiple trades into one profession. Electrical. Mechanical. Plumbing. HVAC. Carpentry. Safety. Even project management, vendor relations, and budgeting. It’s one of the most diverse skill sets in the entire facility. And I’ve found that many maintenance professionals continue developing themselves through formal training. Things like OSHA certifications, Lockout/Tagout training, HVAC certifications, EPA refrigerant certifications, electrical safety training, welding certifications, boiler certifications, preventive maintenance programs, and facility management certifications. Each certification adds another tool to the toolbox. And employers notice. One thing I’ve observed throughout my career is that maintenance professionals become incredibly valuable because they save organizations money. Imagine a conveyor system goes down. Production stops. Orders stop. Shipping grinds to a halt. A skilled maintenance technician can diagnose the issue, repair it, and get operations moving again. That’s value. The ability to solve problems creates opportunities. And, as we’ve learned, organizations reward problem solvers. As technicians gain experience, I’ve seen many advance into leadership roles. Maintenance Lead and on to Maintenance Supervisor or Facilities Supervisor. Even Maintenance Manager and Facilities Manager or Regional Maintenance Manager and Director of Facilities positions. These leaders may oversee multiple facilities, maintenance budgets, preventive maintenance programs, and manage vendor relationships, compliance initiatives, construction projects, and safety programs. They’re no longer changing light bulbs, there making strategic decisions and planning future improvements, helping organizations operate efficiently. Now the path isn’t always direct or happening in a straight line. I’ve witnessed people begin as janitors, as forklift operators. Some come from manufacturing or even the fleet or transportation environments. What matters most is curiosity and the desire to learn. The willingness to ask questions and to volunteer for opportunities. As you know by now, I’ve always believed that careers are built one skill at a time. Very few people just wake up one morning and becomes a Director. Nobody starts as an expert. No one began their career knowing everything. Success is usually much less exciting than people imagine. I think it’s learning one thing today. Another thing tomorrow. And one more thing next week. Then repeating that process for years. If you’re listening today and currently working as a general labor associate, here’s a quick exercise. Look around your facility. Notice who repairs things and who troubleshoots equipment, who maintains dock doors, who works on HVAC systems, who keeps the building running. Then introduce yourself. Ask questions and Show interest. You may discover a career path you never knew was there. And if you’re already in maintenance, keep investing in yourself. Take the next class and earn the next certification and  the next skill. Because maintenance is one of those professions where learning never stops. technology changes, equipment changes, and our buildings change. The people who continue learning continue growing. Saying all that reminds me of a much earlier episode from back in 2016, episode 11, where we visited with a gentleman named Mike that pretty much lived the life we’ve discussed here today. I’d urgh you to go check out what he had to say way back then. Anyway, so this week, I challenge you to look beyond the obvious career paths. Sometimes opportunity isn’t driving a forklift. It isn’t sitting in an office or managing a department. Sometimes opportunity is standing on a ladder changing a light bulb and realizing you’ve just taken the first step toward becoming the person responsible for an entire facility. And that’s a pretty incredible journey. Until next time, remember that warehousing, transportation, manufacturing, and operations aren’t just jobs. They’re careers. And every career starts with a single opportunity. And we can make our own opportunities. Well, I’ve got to go move some freight myself now. Thanks for listening in today, and hey, y’all be safe out there, our friends and family are wanting to see us after our shift.

    10 min

  4. Jun 11

    The Job Is Available. Are You?

    Yep, there is a gap between available jobs and job ready candidates. There are jobs available, but employers are becoming much more selective about who they hire. A few years ago, many facilities were simply trying to fill positions. Today, employers are looking for candidates who can bring reliability, flexibility, safety awareness, and productivity on their first day.  What many of us applicants don’t realize is that employers are often evaluating far more than just experience. I’m Marty here with Warehouse and Operations as a Career. So let’s talk about that.  I recently was enjoying lunch with a long time mentor and the subject of hiring came up. He made a point I had to ponder on for a moment.  He commented that although training was expensive, and of course experience is important, he had learned or felt like, in todays environment, things like attendance history, reliable transportation, the ability to be flexible with shift times, and a strong safety mindset along with a wiliness to cross train, and at least average communication skills were what he was placing more weight on these days. And he made it a point to comment on, what he’d look for first was a stable work history.    The challenge for us applicants becomes, I can do the job is no longer enough. Employers are asking, can I depend on you to do the job consistently?  And some other hurdles for us, or a few things I thought of start off with those pesky Applicant tracking systems or ATS. Many applicants never speak to a recruiter because their application gets filtered before a human ever sees it.  And wage expectations vs market rates. Applicants often see social media posts about higher wages, while many entry level positions are paying less than expected. And I’m seeing more skilled equipment requirements. Many facilities now want forklift, reach truck, electric pallet jack, clamp truck, or inventory experience, even for positions that were once considered entry-level. And communication challenges. I hear this every day, and I think both sides are probably quilty, but Recruiters frequently comment on the struggle to reach applicants who don’t answer calls. Have full voicemail boxes. And don’t respond to texts or emails. Then we have competition from better candidates. When ten applicants apply for a position, employers often choose the one with better attendance, longer tenure, and the better interviewing skills.   The good news is that the hurdle is also the opportunity. A candidate who shows up on time, returns calls, has a positive attitude, accepts coaching, prioritizes safety, is willing to learn additional equipment can often outperform applicants with years more experience.  As we’ve discussed many times on WAOC, the industry still offers tremendous career opportunities. The challenge isn’t necessarily finding a job, it’s demonstrating that you’re the person an employer can trust with the opportunity.  So, if there’s applicants looking for work, and employers looking for workers, why are they not connecting? Well, I think the hiring game has changed. Twenty years ago, many warehouses and production facilities hired almost entirely on experience. Could you drive a forklift, pull an order, load a trailer, or operate a machine? If the answer was yes, there was a pretty good chance you’d get hired on the spot. Today, things are just different. Most employers are still looking for skills, but they’re looking for something else first. They’re looking for dependability. They’re looking for consistency. And they’re looking for people they can count on.  I’ve sat across the table from hundreds, maybe thousands, of hiring managers throughout my career. And I can tell you something that might surprise applicants. Many managers would rather hire a dependable employee with less experience than an experienced employee there not sure can be counted on. Think about that for a moment. The employee who shows up every day, arrives on time, follows instructions, works safely, and wants to learn often becomes more valuable than the person with years of experience but poor attendance or a negative attitude.  Let’s talk about the first hurdle many applicants never even see. The Applicant Tracking System, or ATS. Years ago, an application landed directly on someone’s desk. Today, many applications are screened by software before a recruiter ever sees them. A computer may be reviewing your application before a human being does. Now, I’m not saying that’s good or bad. It’s just reality.  If your work history is incomplete, if your resume doesn’t match the position, or if key information is missing, you may never make it to the interview stage. Many applicants think nobody called me. The reality may be nobody ever saw the application. That’s why accuracy on our part matters. Taking an extra few minutes to complete an application correctly matters. And that’s why we should tailor our resumes to the position we’re applying for.   Now let’s talk about what employers are really seeking. Most people think employers hire labor. I don’t. I think employers hire reliability. Let’s say I have two candidates. Candidate A has five years of forklift experience. Candidate B has one year of forklift experience. Most people automatically assume Candidate A gets the job. What if Candidate A has changed jobs every three months and has attendance concerns and arrives late for the interview? But Candidate B has a solid work history, great references, and arrives fifteen minutes early? The decision suddenly becomes much harder. In fact, many employers will choose Candidate B. Because skills can be taught. Reliability is much harder to teach.  Here’s another challenge I see every day. Applicants submit applications. Recruiters call. Nobody answers. Recruiters text. No response. Recruiters email. No reply. A few days later, the applicant says nobody contacted me. Now, I’m not picking on anyone. But communication matters. If you’re actively looking for work, we need to answer our phone, check our voicemail and respond to texts. And watch our email. I’ve seen qualified candidates lose opportunities simply because another applicant responded first. Speed matters in recruiting. Especially in warehousing and manufacturing. Sometimes positions are filled within hours. Not days. Not weeks. Literally, just hours.  Transportation is often part of the interview before the interview. Can you reliably get to work? Can you make a 5:00 AM shift? Can you work overtime? Can you handle weekends when required? Employers understand that life happens. Cars break down. Traffic exists. Emergencies occur. But employers are also trying to determine whether attendance problems are likely to become a pattern. Remember attendance drives productivity. And productivity drives customer satisfaction. And customer satisfaction keeps facilities open and growing. Again, everything is connected.  Another thing I’m seeing is that Years ago, some facilities focused heavily on production. Today, safety and production must work together. Most employers are looking for candidates who understand safety expectations. They want associates who wear PPE correctly, follow procedures, report hazards, work safely around equipment, and take training seriously. The old mindset of I’ve been doing this for twenty years doesn’t impress many employers anymore. The new mindset is I’ve been doing this for twenty years and I’m still learning. That’s the employee organizations want. Safety conscious employees protect themselves, their coworkers, and the company.  And I think another hurdle for us is Technology. Today we have RF scanners, Warehouse Management Systems, voice picking systems, tablets, inventory software, electronic inspections and productivity tracking. Some applicants become nervous when they hear the word technology. And we can’t. All systems can be learned. The bigger issue is willingness I think. Employers aren’t necessarily looking for technology experts. Again, they’re looking for people willing to learn. A positive attitude toward technology often beats resistance every time.  I think competition is stronger than ever. You’re not competing against the job. You’re competing against other applicants. Imagine ten people apply for the same position. Who gets the interview and the offer? Often, it’s the candidate who demonstrates better attendance better communication better attitude better stability better preparation. Notice that experience isn’t the only factor. Sometimes it isn’t even the most important factor. The candidate who prepares wins. The candidate who follows up and demonstrates professionalism wins.  A recruiter told me last week. If I could sit every applicant down and share one message from employers, it would be this, we want to hire you. Think about that. Recruiters don’t wake up hoping positions stay open. Supervisors don’t want to work short staffed. Managers don’t enjoy running operations with vacancies. Everyone wants positions filled. But employers need confidence. Confidence that we’ll show up. Confidence that we plan on staying. Confidence that we’ll work safely and represent the organization well. That’s what they’re evaluating. Not just whether we can do the work. But whether they can trust us with the work.  So, what can us applicants do? I think it’s simple. If we own it. We need to show up early. An

    14 min

  5. Jun 4

    Learn the Language, Grow the Career

    Welcome back to Warehouse and Operations as a Career. I’m Marty and today I want to talk about something a listener brought up recently. They asked me, “Why don’t you just stick to explaining warehouse positions instead of all the other stuff that doesn’t make us more money?” Well, I guess that is a fair question.  As We’ve discussed many times, and I believe this is more than just my opinion. Here’s the thing about warehousing, transportation, distribution, manufacturing, and the whole supply chain.  Nothing stands alone. Every movement touches another movement. Every position affects another position. Every delay or error cost somebody time. And in my experience, every shortcut creates a problem somewhere else. And, not only do I believe, but I think I can show that the people who grow the farthest in this industry are usually the people who understand more than just their own task. That’s why we talk about everything, and why I try and get as many questions answered as possible. We can all learn something from all the experiences shared.   On another note, kind of keeping with the theme of the day, I had a long time mentor, just this week say that the associate who learns the language of the operation becomes more valuable to the operation.  So today, I thought we’d have some fun with that idea by talking about something every warehouse, dispatcher, inventory clerk, transportation coordinator, recruiter, manager, and forklift operator and a couple of hundred other positions hear every day.  Acronyms. Being honest. The supply chain world LOVES acronyms. Sometimes it feels like people are speaking another language. A dispatcher says I Need POD on that LTL before DET hits, or customer’s asking for an ETA, and OS&D says there’s one QTR short. And the new employee standing there is thinking What in the world just happened? But once you understand the language, you start understanding the business. And understanding the business creates opportunity. So let’s break a few of them down today.  POD. This one’s huge. POD simply means Proof of Delivery. It’s the signature, paperwork, photo, or electronic confirmation showing freight arrived where it was supposed to arrive. Without a POD, customers may refuse payment. Billing can stop. Claims can happen. That little signature? That’s money. It’s like a check. One missing POD can turn into hours of emails, phone calls, and frustration.  The BOL or Bill of Laden. The BOL is basically the birth certificate of the shipment. It tells us what the freight is, where it’s going , who shipped it, who receives it , and how many pallets or cartons there are. Drivers carry it. Receivers check it. And dispatch tracks it. If the BOL is wrong, everything downstream can become wrong too. Again, everything touches everything.  On to the ETA or the estimated time of arrival.  Everybody wants the ETA. An inaccurate ETA affects staffing, dock schedules, unloaders, production planning, and customer satisfaction. One late truck can ripple through an entire building.  PU and DEL. PU means Pickup. DEL means Delivery. Simple terms, but they move the entire transportation world. You’ll hear the PU is at 1400.  And maybe read or hear DEL scheduled for tomorrow.  And you don’t want to read or hear Missed PU. Or Late DEL. Those two tiny acronyms control millions of dollars in freight every single day.  Oh, these are common ones. FTL, TL and LTL. Now we’re getting into freight classifications. FTL or TL means Full Truckload or Truckload. That means one shipment basically fills the trailer. LTL means Less Than Truckload. That means multiple customers share trailer space. Why does this matter? Because of the freight handling changes. LTL freight gets touched more. More touches means more chances for damages. More planning, terminals being crossed and more scheduling. Understanding freight flow helps associates understand WHY all those processes we have to follow exist.  STL or Spot Trailer Load. Now depending on the company, STL can mean different things, but many operations use it to describe a spotted trailer load or staged trailer movement. Spotters, yard dogs, dispatch, and shipping clerks all coordinate trailer movement to keep freight flowing. One missed trailer move can shut down a shipping lane.  Then OS&D. This acronym can ruin everybody’s day. OS&D means, over, short, and damaged. To a receiver that’ll mean too much product. Missing product. Or Broken product! This affects inventory, customer service, claims, transportation, receivers, selectors and loaders. One crushed pallet may not seem important on the dock floor until you realize it can cost thousands of dollars.  Lets see, TONU or Truck Ordered Not Used. Transportation people cringe hearing this one. TONU means a truck was scheduled, showed up, and wasn’t needed. But the carrier is still going to expect his or her payment. Why? Remember all we’ve learned about transportation. A truck sitting parked still costs money.  One we’re all getting used to is FSC, the fuel surcharge. Fuel affects everything. When diesel prices rise, FSC charges often rise too. That means transportation costs increase. And when transportation costs increase, product prices eventually increase. Again, everything touches everything.  Two more biggies, DET and D&H. DET means Detention. D&H means Detention and Handling. This happens when drivers sit too long waiting to load or unload. And let me tell you, drivers will charge you and they remember facilities that waste their time. A poorly managed dock damages relationships fast. And we as warehouse people probably know these next two. APPT and FCFS. APPT means Appointment. FCFS means First Come, First Serve. Many warehouses, especially the larger ones run by appointments. Others unload trailers in the order in which they arrive. Understanding which system a facility uses affects scheduling, staffing, and transportation planning.  And here are 3 system ones. TMS, WMS, and YMS. Now we’re talking technology. TMS is the Transportation Management System, and I’m sure us warehouse folks know WMS, the Warehouse Management System, and a little lesser known system is the YMS, Yard Management System. You’ll see these in high traffic operations. These three systems track freight, our inventory, trailer locations, our productivity, shipping schedules, receiving , even our labor hours and cost. Really pretty much what ever information we feed into them! Years ago, many warehouses used clipboards and paper. Today? Data drives our operations. And the associate willing to learn systems becomes extremely valuable. A forklift operator that understands WMS screens and RF scanners may eventually move into inventory control or leadership. Knowledge adds up.  ASN and EDI. ASN means Advanced Shipping Notice. That’s electronic information sent before freight arrives and EDI means Electronic Data Interchange. Computers talking to computers. Purchase orders, invoices, shipment notifications, receiving confirmations, all moving electronically behind the scenes. Most associates never see it. But it’s happening constantly.  OK, this one most of us know. A PO or Purchase Order. A PO is permission to buy product. Without a PO, many companies won’t even receive the freight or their order. That one document controls inventory flow, accounting, receiving, and purchasing.  Here’s another on us production people know. KPI or Key Performance Indicator. KPIs are measurements. Cases per hour. Pallets per hour. On-time shipping. Inventory accuracy. Dock turn times. You’ve heard me say What gets measured gets managed. Warehouses or operations survive on measurements. And associates that understand KPIs understand how and why businesses make decisions.  Next we have RDC, DC, and MC. These are facility types. RDC is for Regional Distribution Center. DC is Distribution Center. MC is Manufacturing Center. Different responsibilities. Different workflows. But all connected together in the supply chain.  Now here’s a few for the transportation folks. ELD, GPS, DOT, and HOS. As we know, transportation runs on compliance. The ELD is an Electronic Logging Device. Remember keeping our paper logs? GPS, Global Positioning System. DOT or Department of Transportation, and HOS stands for Hours of Service. These systems and regulations track Driver hours. Safety, Speed, Routes, and Compliance. Transportation isn’t just driving a truck anymore. It’s technology, planning, regulation, and accountability.  Keeping things on the road. We have NMFC and SCAC.  Now we’re getting deep into freight language. NMFC means National Motor Freight Classification. SCAC means Standard Carrier Alpha Code. These help identify carriers and classify freight for shipping and pricing purposes. Again, Stuff most people never think about. But somebody in the operation has to understand it.  And BCO, FOB, and CFR. BCO often means Beneficial Cargo Owner. FOB means Free On Board. CFR means Cost and Freight. These terms matter heavily in international and large-scale shipping. They determine responsibility. Who pays for freight. Who owns the risk and where liability transfers. And one misunderstanding here can become extremely expensive.  Now some people may hear all these acronyms and think “Well, I don’t need to know all that. I just drive a forklift.” Maybe today you do. But tomorrow? You might have an opportunity train new hires. Lead a shift. Help coordinate the outbound shif

    15 min

  6. May 28

    Band It, Strap It, Block It

    Last 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. These things are great and allow for fast installation, and they are easily adjustable, they allow for multiple anchor points, and they are reusable, for like ever! They can be used for securing almost any type of freight. Appliances, furniture, palletized freight, and mixed loads. In distribution there great to secure the wall of freight as we stack down the deliveries. The mistake people sometimes make is thinking it’s clipped in, so we’re done.

    14 min

  7. May 21

    More Than Just A Box

    A 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 48×40 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 products. And these aren’t just cold steel boxes. These are rolling refrigeration systems. They require temperature monitoring, airflow management, fuel systems, maintenance, and constant inspection. One reefer malfunction can destroy an entire load, thousands of dollars in freight, or millions in pharmaceutical products.   Containers certainly improve productivity, but they also introduce risk. We have to respect dock locks, the dock plates, trailer movement devices and chassis, shifting freight and stacking stability.  Ocean containers especially can become dangerous environments. Improperly loaded freight can shift violently when doors open. And overloaded warehouse containers can roll unexpectedly, tip over or create severe ergonomic strain. Sometimes the co

    13 min

  8. May 14

    The First 30 Minutes & Last 30 Minutes

    Marty 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 associates understand it, because the best leaders teach it. And the strongest operations build cultures around it. Because how we start creates momentum and how we finish defines our professionalism. And in our world, bot

    12 min
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