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. MAR 26

    Why Finding a Job Feels Harder Than Ever

    I’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.

    11 min

  2. MAR 19

    1, 2, 3 of the Day

    While walking a warehouse with an old friend and ex coworker this week, he brought up what years ago we used to call our 1, 2, 3 of the day. It was a simple term we used for training new unloaders, sanitation, and order selectors. It came up as we were talking about how things are a little different in the workplace today. I won’t pick a side or even share my opinion on any right or wrong, but things are a bit different. A quick example, well, let’s take the clerk position. My first job as a clerk I had a desk out in the warehouse. I had a company stapler, a 10 key calculator, a medal ruler, a wooden inbox on the right of the desk, and a handful of pens and highlighters. My computer was an older model with a wired keyboard and mouse that both got dropped like 5 times a week. Walking by a clerks desk the other day I saw a hello kitty keyboard and mouse, a framed picture of the spouse, a picture of the grandkids, what appeared to be a picture from a recent vacation or cruise, along with a decorative and matching set of pen, paperclips, binder clips, and post it notes holder. Of course, there was a cell phone charger and phone stand front and center, and a pair of work shoes off to the side. I think they changed shoes once at the desk. I think we’d all agree, the workforce talks and shares more about their outside of work activities than the old boomer group ever did! And that’s just a quick example, I think we all get the idea. Things are just much more social or comfortable, I think. So anyway, the reason we were talking about the old 1,2,3 thoughts was because of those types of things and he had and employee come to him, questioning why he was so strict about the equipment pre trips being completed and everyone having to be in the start up area for the pre shift meeting at least 3 to 5 minutes early each day. He’d gotten in trouble a couple of times for both. That reminded us of the old training technique or program. I guess about now I need to throw in that I’m Marty and that I appreciate you stopping in here at Warehouse and Operations as a Career. Today I want to talk about it, something simple, but incredibly powerful. Things that happen every single shift in every warehouse, distribution center, manufacturing facility, and production environment across our industry. It’s what I like to call the 1-2-3 of our day. Three things that set the tone for every shift, the Pre-Trip Inspection, the Start-Up Meeting, and Meeting Expectations. Now none of these things are given the attention, no that’s not the right word, none of them are given the status they deserve. But I’ll tell you something after more than forty years in this industry these three habits separate the professionals from the people just punching a clock. If we get these three things right every day, our careers will grow, our facilities will run better, and most importantly, everyone goes home safe every shift The first responsibility, or our number 1 of the day for any equipment operator, or anyone operating machinery, is the pre-trip inspection. Whether you’re operating a forklift, the stand-up reach truck, order picker, electric pallet jack, lets see, what else have we mentioned lately, oh, the floor scrubber, conveyor system or any type of production machinery, you should never just hop on and go. The pre-trip inspection is our first safety moment of the shift. And it serves two very important purposes. First, it protects you. When you perform a proper pre-trip inspection, you are confirming that the equipment you’re about to operate is safe. You’re checking things like, fork condition, hydraulic leaks, tires and wheels, the steering, horn and alarms, any lights and warning beacons, battery or propane levels, safety guards and chains, and the brakes and lift functions. If something is wrong and you don’t check it, guess who ends up responsible when something happens? You, the operator. But if you perform your inspection properly and report an issue, you have done your job. You have protected yourself and others. Second, it protects the company. Equipment failures can cause accidents, product damage, injuries, downtime and expensive repairs. A five-minute inspection can prevent thousands of dollars in damage. Think about that. Five minutes. In many cases, pre-trip inspections are required documentation. So, when you take your pre-trip seriously, you’re not just protecting yourself and keeping yourself safe, you’re protecting and keeping your coworkers safe as well, and your supervisors, and your company. The professional operators I’ve known over the years all had one thing in common, they never skipped their pre-trip. Once our equipment or machinery is inspected and the shift is ready to begin, the next critical moment of the day is the start-up meeting. This is our number 2. Now I’ve heard associates say things like it’s just a quick meeting, I already know what we’re doing, it’s the same thing every day. The start-up meeting is actually one of the most important parts of the shift, because this is where communication happens. And in warehousing and operations, communication keeps the wheels turning. During a good start-up meeting, several important things are usually covered. First up would be the safety topic. Almost every professional operation begins the shift with a brief safety message. It might be about forklift awareness, proper lifting, pedestrian traffic, dock safety, and now with it warming up I’ll add hydration, ergonomics, and things like recent near-miss incidents. These small reminders keep safety fresh in everyone’s mind. And when safety is discussed daily, it becomes part of the culture. Next comes the plan for the shift. Your supervisor may review things like expected case counts, number of loads to ship or receive, order volumes, any special projects we may have going on, inventory activities, and any staffing assignments. And we’ll learn about any operational updates or updates that may affect the shift like new procedures, any equipment issues or customer requirements, trailer schedules, quality concerns or maintenance alerts. The start-up meeting keeps everyone on the same page. If you miss the start-up meeting, or show up late, you miss all that important information. You may not know the safety focus for the day, your assignment, production and productivity expectations, or process changes. And when someone misses that information, mistakes happen. That’s why professional associates treat the start-up meeting like it matters, because it does. Showing up early and ready tells your supervisors you’re serious about your job. Ok, After the pre-trip inspection and the start-up meeting, the shift begins. Now comes the third part of our 1-2-3. Every warehouse, manufacturing facility, and distribution center runs on expectations. These expectations usually fall into three main areas.  First would be productivity. In operations, productivity is measured and we hear terms like cases per hour, pallets per hour, lines per order, loads per shift, picks per hour, etc. Meeting productivity expectations doesn’t mean rushing or cutting corners. It means staying focused, minimizing downtime, working with purpose and confidence. See how I threw that in there from last week! Oh, and I want to add understanding the workflow. And I want to say again that when associates consistently meet productivity goals, supervisors take notice. The second area is safety. Productivity is important. But safety always comes first. Meeting expectations here means following equipment and machine procedures, wearing required PPE, doing our part and reporting hazards, operating equipment responsibly, watching for pedestrians, taking shortcuts out of the equation. The best associates understand a safe shift is a successful shift. No load, no order, and no production number is worth someone getting hurt. Another part of meeting expectations, or the third area, is how we end the shift. Good operations teams know the importance of setting the next shift up for success. Sometimes called setting the plate. That may include cleaning work areas, returning equipment, charging batteries, wrapping pallets, staging loads properly, completing paperwork, and reporting any equipment issues. In many facilities, people call this closing the doors. When the next shift arrives, they should be able to step into an organized operation, not a mess left behind. That’s professionalism. So, I’ve said a lot. Remember earlier I said I wanted to talk about something simple, but incredibly powerful? Well, every shift in operations really follows the same rhythm, our 1, the pre-trip inspection. We confirm equipment is safe and ready. Our 2, the start-up meeting. We communicate the plan and align the team. And our 3, meeting the expectations. We execute the work safely, productively, and professionally. Three simple steps. But when we commit to these three habits, something powerful happens. Supervisors begin to trust us and the team. Managers begin to notice us. And Opportunities begin to appear. Because in the warehouse world, I’ve said it before and I’ll say it again, that reliability is everything. The associates who build strong careers aren’t always the loudest, the fastest, or the most experienced. They’re the ones who show up every day and consistently do their jobs and meet their expectations. So tomorrow when you walk into your facility, think about the 1-2-3 of the shift. Take your pre-trip inspection seriously. Pay attention during the start-up meeting. And commit yourself to meeting expectations throughout the day. 3 Simple things, right? Well, thanks for checking in again today and I hope we gave you an idea or two, at least something to think about. If you have a topic you’d like a little information on, send me a message at host@warehouseandoperationsasacareer.com and I’ll find us an an

    13 min

  3. MAR 12

    Confidence and Earnings

    Welcome back to Warehouse and Operations as a Career, I’m Marty and today I thought we’d talk about something that probably is not listed on any job description, job board advertisement, or our resumes even.  But I think it plays a huge role in how we perform our work and how we grow in our careers. That is confidence. Confidence is one of those qualities that quietly shape our success. Oxford languages states confidence as a feeling of self-assurance arising from one’s appreciation of one’s own abilities or qualities.  In the warehouse environment, we can all learn to perform the tasks and learn how to operate equipment and machines. Those are skills that can be trained. But confidence is what allows us to perform those skills consistently, safely, and professionally. Confidence helps us trust our training. And I think Confidence in our abilities and that training helps us make good decisions.  In the light industrial world, confidence usually starts with us learning the job. When someone is new to a facility, everything feels unfamiliar. There are a lot of new faces, new processes, and new expectations. Sometimes even new equipment or different models than we’ve driven. It can feel overwhelming at first. But over time, as we begin to understand the workflow, we become more comfortable. We start recognizing product locations, understanding the pace of the operation, and we begin trusting our training. And that’s when confidence starts to develop.  You know that feeling when you have years of experience with a task know you’re good at it. Confidence is what allows us to step onto a forklift and operate it smoothly. It allows an order selector to move through the aisles safely and efficiently, it allows a loader to build a safe and stable trailer for delivery. I’m convinced that confidence grows from our training, repetition, and experience. The more we learn our role, the more confident we become in performing it correctly.   Confidence is also closely tied to workplace safety. In many situations, accidents happen when someone is unsure of what they’re doing. Maybe they hesitate with equipment. And you know I’m going to mention how we should never, ever, get on a piece of equipment or operate a machine that we have not been trained on or certified to operate. Ok, where was I, I was talking about situations where accidents may happen. Oh, here’s where I left off. Maybe we guess at something instead of following the correct procedure. Or try to rush through something we don’t fully understand. Confidence helps prevent those situations from happening.  When an employee is confident in their training, they are more likely to follow procedures correctly and operate equipment smoothly. Being confident helps us recognize hazards and dangers quickly, and to stop when something doesn’t feel right.  In my experience, confident employees are also more comfortable speaking up. They will report a near miss, and will ask questions when something looks unsafe. They will stop a process if something appears dangerous. That kind of confidence strengthens our teams safety culture. Safety isn’t just about rules and policies. It’s about people having the confidence to apply those rules every single day.  And here’s one of those opinions of mine. Confidence isn’t only about skills. It’s also about our character. Every workplace requires a level of trust. We trust that employees will follow safety procedures. We trust that inventory will be handled correctly. We trust that equipment will be operated responsibly. Confidence in our ethics and professionalism is what allows that trust to exist. As we’ve talked about before, and I’m only repeating it again today because it’s really that important. That means showing up on time. Taking responsibility for our work. Admitting mistakes when they happen. And doing the right thing even when no one is watching. Those behaviors build a reputation. And over time, that reputation becomes something very powerful. People begin to see you as someone they can rely on. Confidence in your character often leads to increased responsibility and opportunity. Our managers are looking for that kind of confidence. Meaning, confidence also plays a major role in career development.  Many careers in warehousing start with entry-level positions. Unloading trailers, sanitation work, pallet sorting, or general labor. But the associates who continue to grow are usually the ones who develop confidence in their abilities. They begin to volunteer for new responsibilities, ask to learn different equipment, and ask questions about other departments. Its confidence that allows us to say, “I think I can learn that.” or “I’d like to try that role.” That willingness to step forward often leads to cross-training opportunities, and cross-training leads to new skills. And those new skills often lead to promotions or leadership roles. Confidence helps people see possibilities they might not have seen before.  I’ve always thought that Supervisors and managers have a responsibility in helping employees develop confidence. Confidence grows in environments where people are trained properly and supported while learning. When leaders take time to teach processes clearly, employees feel more prepared. I know when I’m encouraged to ask questions, I’m more comfortable speaking up. When managers recognize progress, employees gain pride in their work. Those simple actions can make a huge difference. Confidence spreads throughout a team when employees feel supported. And when a team operates with confidence, productivity and safety often improve together.  Confidence is also reinforced by our daily habits. Showing up prepared for work, following procedures, maintaining a positive attitude, and of course taking our training seriously. These habits help us feel in control of our responsibilities. It’s easier for me to know what is expected and know how to perform my tasks. And for me Confidence never appeared overnight. It built up through consistent effort over time.  Now, throughout this quarter I’ve also been talking about another word that is important in our workplaces. That word is purpose. Purpose is a different concept than confidence, but it is something worth thinking about. Purpose is about understanding why our work matters. Why safety and professionalism matter. And why we take pride in the roles we perform every day. Purpose helps us see that our work is part of something bigger than a single shift. And that our work supports our teammates and our families. I believe when employees understand the purpose behind their work, they often approach their responsibilities with greater commitment and pride, and dare I say with confidence.  If there is one message I hope you leave us today with it’d be that confidence is something you build. It is built through training, experience, discipline, and professionalism.  In the light industrial world, confidence can carry you a long way. It can help you perform your job safely, develop new skills, and grow into leadership roles. And like I said earlier, it can help you build a reputation as someone who takes their work seriously.  If you work in warehousing, distribution, manufacturing, production, or transportation, remember to take the time to learn your craft. Ask questions when you need help. Respect those safety procedures. And stand strong in your values.  And allow your confidence to grow through experience and discipline. Over time, those qualities will shape not only how you perform your job, but how your career develops. Because in this industry, the people who succeed are not just the fastest workers or the strongest operators. They are the ones who bring confidence, professionalism, and integrity to their work every day.  Well, with all that being said, I’ll get back to work myself! I appreciate you taking time with us today and I hope to see you again next week.  And please be safe and stay focused in all you do.

    10 min

  4. MAR 5

    AMA – 2 Important Questions - The “R” Word & Forklift

    So, I sat down at the mic and I don’t have a clue what I’m going to talk about today! I’ve had a lot of questions come across over the last few weeks, let me look at those I guess. Oh, and I’m Marty and I appreciate you joining us here at Warehouse and Operations as a Career this week. Ok, where’s my bullet points. I’ve made a few notes on several of them, so let’s talk about a couple of those. Ok, a listener wrote that I mention retirement quite a bit. That’s an important topic so let’s start there. Now I know, if you’re 20 years old unloading trucks, running a pallet jack, selecting cases at 180 cases per hour, or learning how to operate a stand-up reach forklift retirement does not enter your mind, you’re thinking about the paycheck because you’ve got bills to pay! Retirement is not something you reach, it’s something you build. And whether you realize it or not, you are already working toward it every single shift. When you start your career in the light industrial arena, you’re focused on making it through the probation period, learning the WMS, hitting your productivity numbers, maybe getting cross-trained or learning that next position and the next promotion. Retirement is nowhere on the radar. But the truth is, the day you receive your first paycheck from a company that reports your earnings, you begin building your retirement record. Every time you punch in and your employer withholds taxes, you’re contributing to the system. And that system keeps score. So Let’s talk about Social Security for just a minute. No politics. No noise. It probably should be said that I am no authority on the social security system or tax system and by no means a retirement advisor so take nothing I say today as gospel and if you have serious questions reach out to someone other than an operations guy! So some notes I took from a quick internet search tells me that you earn work credits by working and paying into the system. You can earn up to 4 credits per year. Most people need 40 credits, about 10 years of work, to qualify for retirement benefits. If you work “under the table” and your earnings aren’t reported, you are not earning credits. You might feel like you’re ahead today, but you’re stealing from your future self, and your future self will live with that decision. Our earnings can matter more than we think. I understand that Social Security calculates your benefit based on your highest 35 years of earnings. That means that promotions matter, our raises matter. Those certifications will matter. Moving from general labor to equipment operator can matter. When I talk about building a career instead of just working a job, this is part of what I mean. Higher reported earnings over time can mean hundreds of dollars more per month in retirement. And that difference lasts for the rest of your life. Here’s something most young workers may not understand. Presently, you can begin drawing Social Security as early as age 62. But if you do, your monthly benefit is reduced. For many younger workers today, full retirement age is 67. If you wait beyond that, up to age 70, your monthly benefit increases even more. Here’s how someone explained it to me. If you clock out early every shift, your paycheck is smaller. If you stay the full shift, sometimes even staying for the overtime, the paycheck grows and is larger. Retirement works the same way. And once you choose when to start collecting or drawing your social security, that decision follows you for life. Here’s something else that we need to understand. Social Security was designed as a foundation, not the whole house! If your facility offers a 401(k), an employer match, a Roth option, make sure we ask questions understand those things. If your employer matches contributions, that is free money. I’ve seen young associates pass on it because they “need every dollar right now.” I understand that. I really do. But even $25 or $50 a week, invested consistently over 30 or 40 years, can grow into something meaningful because of compound growth. Time is your greatest asset when you’re young. Not your strength and not speed or productivity. In this instance time is our greatest financial asset! We all know Warehousing is demanding. Loading trucks, Selecting cases, operating equipment and working 10-hour shifts on concrete floors is rough. Your body is strong in your 20s, even in your 30s, you still bounce back. Then In your 40s, you start noticing things. By your 50s and 60s? You respect recovery time a lot more. Planning for retirement isn’t about quitting work. It’s about having options. And planning can get us there. You’ve heard me mention Career planning vs. Paycheck planning. A paycheck mindset says “I just need this week covered.” Whereas our career mindset says “I’m building something that lasts.” When you show up on time every shift, protect your attendance record, willingly accept cross-training, maybe learn inventory control and learn dispatch, or learn how the operation works. You are increasing your lifetime earnings potential. And our lifetime earnings impact our retirement. Everything is connected. I want to mention the forty credits. That’s the minimum many workers need to qualify for Social Security retirement benefits. Ten years of documented, reported work. That’s not a long time. But if you spend years bouncing in and out of undocumented work, quitting without records, or not paying attention to your earnings history, you can delay or reduce your benefits. It’s important to review your earnings record periodically, make sure it’s accurate. This is your future income. If you’re 20-something listening to this start early, build skills, increase earnings, and think long term. Don’t sacrifice tomorrow for temporary comfort today. I think retirement is about having the choice to mentor part-time, consult, volunteer, travel, spend time with family and friends, or simply rest. But choice only comes with planning. You are already working toward retirement. Forty credits. Thirty-five years of earnings. Small weekly investments. Consistent growth and career decisions that increase long-term value. This is the long game. And in warehousing, just like in life, the long game is what matters most. Ok, enough of all that. Here’s one more bullet point I wanted to mention. I jotted this down a couple of weeks ago, I don’t remember who asked about it, but I’m asked the question almost monthly. How am I going to get a job as a forklift driver if no company is willing to train me? A fair question, but honestly, most all companies train people to operate their forklifts.  There are no shortcuts to becoming an equipment operator. I urge associates interested in being equipment operators to target a company within a distance from the house that you can commit to the commute for every shift. Make sure they are using the kind and type of equipment you’re wanting to drive and take any utility position to get your foot in the door with them. Show up every day with a great attitude and be willing to learn every task they offer you. After about 3 to 6 months of being that employee, approach your manager and share your goal of being an operator. Companies train their associates. An employee knows the warehouse, they know every item, they know how the warehouse flows and works. Yes, you can take a short course and pay for a license. That’s a whole story on its own, that I won’t climb up on my soap box about right now, anyway, what you’re likely to find is that the first question a hiring agent is going to ask is, how much experience do you have? When we get our foot in the door as an unloader, loader, maybe even a sanitation associate, or almost any general labor job, our management team is more apt to work with us. They already have an investment in us, and we’ve shown them, and now told them, that we have a goal, and a plan. We’re going to be the safest and most productive equipment operator they’ve ever trained. Companies do train operators, they have to train them because it can take many months, even years to be a productive operator. So to answer the question. Companies do train. In my opinion, we have to work ourselves into the position. Theres no class that can teach us everything. We develop those skills over time, through experience. And that’s my 2 cents on that! Theres my own personal thoughts on two points today. I hope I mentioned something that helped you or got you to thinking about a plan. Until next week, please be safe at work and at home, stay focused on the task at hand. We all want to do it again tomorrow!

    11 min

  5. FEB 26

    Short Chaser, The Last Line of Defense

    Hi all, I’m Marty and welcome back to Warehouse and Operations as a Career.  Today we’re talking about one of the more important roles on the shipping side of things, and oddly, it’s hardly ever brought up. I find myself discussing it today only because a listener wrote in that they had applied for the position and was told they would need at least 1 year of equipment experience for the position. We’re talking about the Short Chaser.  If you’ve never worked in a high-volume grocery, retail, produce, or foodservice DC, this position may not even be on your radar. But if you have, well, you know why I mentioned it’s a very important role. When a trailer is staged, sealed, and about to be dispatched or leave the yard, yet the paperwork says we’re missing a case of product, there is only one person standing between our success and customer dissatisfaction. The Short Chaser.  Today we’re going to break down why the position exists, how the WMS helps drive it, some of the different types of equipment used to accomplish the task, the pressure and safety considerations, and why it’s actually one of the best career-building roles in outbound operations. But then, as we’ve learned, in my humble opinion anyway, is that every position in the light industrial fields are great career building opportunities.   So why is the short chaser needed or why is it such an important role? Well, in large distribution centers, outbound selection is built on speed and engineered productivity standards. The Order Selectors are measured by things like cases per hour (CPH), lines per hour, and maybe pallets per hour. And then you’ll have their Direct vs. indirect time metrics and travel time efficiency. In these environments, we cannot afford for selectors to stop and wait when a pick slot is empty.  So here’s what happens. A selector travels down the aisle. They scan the location. The slot is empty. The Replenishment hasn’t been dropped yet or the inventory count is off for one reason or another. Instead of waiting, which would destroy productivity metrics and delay the batch, the selector marks the item short in their RF unit and continues moving. The Warehouse Management System (WMS) logs that short against the load. Multiply that by 40 to 60 selectors across a shift. It adds up quick! Now you have a short list or another batch created.  Once the replenishment has been made, the WMS recognizes that inventory is now available. It then creates what most operations call a short batch. This batch includes load number, trailer number, stop number, SKU or item number, quantity shorted, slot location, and required completion time or dispatch time. The Short Chaser logs into their RF device and sees a prioritized list, usually sorted by the dispatch time. So, this role is a little bit selection, and a little bit loading, but really 100% recovery. The order selectors are pulling throughout the shift, the short chaser is of course running behind the original batch, gathering any missed or shorted cases. That means the Short Chaser operates closest to dispatch time. And in distribution, the dispatch time is sacred. If a trailer misses its dispatch window drivers lose hours, customer delivery windows are affected, route sequencing breaks down, we’re outside the WMS perimeters, think of it as manual mode, and of course overtime increases and service levels can drop. So the Short Chaser works under what I like to call controlled urgency. Not chaos or panic. But controlled urgency!  Now Depending on the facility, the Short Chaser may use several types of powered industrial equipment. In the produce or specialty world we may be using the single electric rider pallet jack. Ideal for quickly grabbing partial pallets or a few cases and delivering them directly to dock or staging area for the loaders or even running the product out to the yard and adding them to the trailer. Fast, agile, and highly maneuverable. When multiple shorts are tied to the same trailer or dispatch times, the double rider jack allows movement of two pallets at once, reducing travel time and improving efficiency. We may even use the sit-down forklift, it could be used when handling full pallets, or delivering larger quantities of freight directly to trailers staged in the yard. Of course, the short chaser role requires certification and strong equipment handling skills. There is no room for unsafe operation, especially with urgency involved.  I mentioned the yard, maybe I should explain what I meant. In many large operations, once trailers are loaded, they are pulled from dock doors and staged in the yard awaiting dispatch or the driver arriving. The Short Chaser’s job can expand beyond the building. They may need to identify the correct trailer in the yard, verify trailer number and route number, confirm the stop sequence, properly load secure the product, ensure the load stability and communicate back to dispatch that the load is complete and ready to go.  Sounds simple right? Think about this though. Delivering a short to the wrong trailer is worse than not delivering it at all. Because now you’ve created two shortages. Again, in our environment, accuracy is critical. Let’s paint a real-world scenario. It’s 45 minutes before dispatch. Three trailers are staged. The short batch drops with 22 SKUs, across 3 routes, with 3 different dispatch times. What does a great Short Chaser do? They prioritize by dispatch time, our warehouse route complexity or the possible different pick path we’ll be taking, the items difficulty, or things like stack ability and weight. We can’t stack a 50 case on top of eggs, and then of course the yard location. They communicate early. They don’t wait until 5 minutes before dispatch to say, “I can’t find this item.” They involve replenishment or inventory control immediately.  Here’s where, I feel, the role becomes powerful for career growth. A strong Short Chaser begins to recognize patterns. They see certain SKUs consistently being shorted, replenishments that seem to always take longer to be made, slotting inefficiencies, Mis-picks during selection and cycle count issues. They begin to understand the system says one thing, but the slot sometimes says another. This is how future inventory control specialists are born. This is how future supervisors learn to ask things like why are we shorting this item three times a week? I guess I’m saying the short chaser sees things and we should speak up and communicate. It’ll only help us in our careers.     Ok, I’ve used the word urgency several times, but it cannot override our discipline. A few of the common risks in this role include speeding through the aisles, cutting through the cross aisles, yard traffic, blind corner visibility issues and fatigue late in shift when people are tired. The expectation must be clear. You cannot rush safety.   When Short Chasers perform well, our success shows with improved on-time dispatch, higher fill rates, reduced customer claims, and reduced driver wait time. Operations managers know a strong short chasing process protects revenue, because incomplete deliveries damage our customer relationships.  And our modern WMS platforms are becoming more advanced too. We now see real-time replenishment triggers, automated alerts for low slots, dynamic slotting has really helped the order selector, Voice-directed picking systems and even AI forecasting.  All these improvements reduce shorts, but they will never eliminate them entirely. Physical inventory and system inventory will never be perfect. There will always be human error, inventory discrepancies, slotting adjustments and late replenishments.   Here’s why I believe this is one of the strongest development roles in outbound operations. The Short Chaser learns WMS navigation and logic, Dispatch prioritization, Yard operations and why trailers are staged where they are, Cross-department communication, Inventory issues, and how to balance productivity. This naturally transitions into dock Lead or outbound Lead roles. Dispatch Coordinator, Inventory Control assignments and even Supervisor positions.  The best ones share some of these common traits. We’ll be calm under pressure, detail-oriented, and be a strong communicator, confident and skilled on the equipment, system literate and safety disciplined.   So if you’re listening today and you’re working in sanitation, selection, loading, or general warehouse operations and you want to understand the bigger picture, pay attention to the Short Chaser role.  When that trailer door closes and the seal goes on and the route leaves complete and accurate, that’s not luck. That’s execution. And the Short Chaser is often the last line of defense before that door shuts.  Well, there’s a bit on another great light industrial position! I hope you all join us again next week, and that each of you sends over a topic you’d like to hear a bit about. We love getting mail each week! Until then, remember to put safety first in all that you do and to never get on or touch a machine or piece of powered industrial equipment you’ve not been trained on and certified to operate. Yall be safe out there.

    12 min

  6. FEB 19

    The Cherry Picker & The Position

    Welcome back to Warehouse and Operations as a Career. I’m Marty, and today we’re talking about a piece of equipment that almost everyone in our industry recognizes, but not everyone fully understands it. If you’re a long time listener you’ll remember I spent about 6 years operating it on the 2nd shift, in the outbound operations within the food service distribution arena. We’re going to talk about the cherry picker today. Now its proper name, or if your ordering one from the manufacturer, it’ll be referred to as an order picker. This machine helped shape the modern warehouse, the newer e-commerce departments, and really, distribution as a whole. It’s increased productivity, allowed us to build higher racking, with many more selection slots, helping reduce the buildings footprint, reducing the cost of real-estate needed. But it’s also one of the most unforgiving pieces of equipment to operate. So today, I want to really walk through where the order picker came from, why it exists, what it’s good at, where and what it struggles with, how it’s used, and most importantly, the dangers, limitations, and responsibility that come with it. This isn’t just about the equipment. And I know I harp on it, but it’s about our mindset, maturity, and our career. And you ought to know, I’m going to take this opportunity to again stating that you should never get on or even touch a piece of equipment or machine that you have not been trained and certified to be on. Now that all that’s out of the way, let’s talk about the cherry picker! Believe it or not, the cherry picker didn’t start in a warehouse. Its earliest versions were used in agriculture, specifically for harvesting fruit. Farmers needed a way to lift workers safely into trees so they could hand-pick produce without ladders or unsafe climbing. The concept was simple, instead of bringing the fruit down, bring the worker up. As warehousing evolved, especially in the mid-20th century, that same idea became essential indoors. Warehouses started growing up instead of out. Land became expensive. Inventory counts increased. SKU or item counts exploded. Full pallets weren’t always the answer anymore. Traditional forklifts could move pallets just fine, but they couldn’t safely lift people to pick individual cases. And that’s where the order picker was born. By combining a powered industrial truck with an elevated operator platform, warehouses could store product higher, pick individual cases efficiently, reduce walking and ladder use, and dramatically increase picking productivity. Over time, these machines were refined with better controls, safety systems, harness requirements, and more stable designs. What we ended up with is one of the most productive, and demanding machines in the building. The defining feature of an order picker is simple but powerful, the operator rises or goes up in the air, up to the higher pick slots with the platform and forks, with a pallet usually. And that changed everything. Instead of pulling pallets down to floor level or relying on ladders and mezzanines, the operator works directly at the pick face or pick slot. Here’s why that matters. First, vertical access. Order pickers allow warehouses to fully utilize high-bay racking. Space that would otherwise be wasted becomes valuable inventory real estate. Second, case-level picking. This machine is built for piece and case selection, not full pallet movement. That makes it ideal for retail, grocery, and e-commerce operations where accuracy matters as much as or more than speed. Third, productivity and accuracy. A trained operator following a clean pick path can maintain a strong cases-per-hour average while reducing errors, with less walking, less searching for the product, less backtracking. And fourth, when used properly, reduced physical strain. The machine does the lifting, not the operator. No constant ladder climbing. No unsafe stretching to reach the product. And no carrying cases long distances. But, and this is a biggie, all of those benefits only exist when the equipment is used correctly and the warehouse is layed out and slotted properly. It needs to be said that order pickers are a specialized piece of equipment. They are not one-size-fits-all machines. They perform best in the high-bay warehouses, and narrow-aisle configurations. They require clean, dry, flat floors, and facilities with defined pick paths and in operations with high SKU and item counts. They are common in retail distribution centers, grocery warehouses and those large e-commerce fulfillment operations. They are not ideal for outdoor use, on uneven or damaged flooring, and up front in our dock areas or congested pedestrian zones and walkways. If your facility isn’t designed for elevated picking, an order picker becomes more risk than reward. Now we get to the part that separates training from experience. The order picker is one of the most dangerous pieces of equipment in the warehouse if misused. The biggest risk is obvious, falls from height. That’s why harnesses and are not optional and why lanyards must be properly anchored and why gates must be closed before elevation. A fall from an order picker is rarely a minor incident. It’s usually life-altering or worse. Another major risk is stability. Order pickers are designed to lift vertically, not travel or turn at height. Sudden movements, improper positioning, or failure to fully lower before traveling can and will create serious tip-over hazards. Then there are the pinch points and struck-by hazards. Operators work inches from steel racking, the beams, and product. One moment of distraction can result in crushed fingers, head injuries, or worse. And I want to point out, one of the most common unsafe behaviors, and that is overreaching. Instead of repositioning the truck, operators may stretch just a little farther. That’s when our balance can be or is lost, and that’s when falls happen. Your machine will always win that fight. A professional order picker operator follows a rhythm and the rules. It starts with his or her pre-shift inspection. Brakes, tires, controls, mast, chains, horn, lights, harness, and lanyard. This isent just more paperwork or a law, it’s self-preservation! Mounting the platform means three points of contact. Harness on. Lanyard secured and the gate closed and latched. Traveling means forks down, eyes up, horn used when needed, and awareness of surroundings. When elevating, the operator is square to the rack, lifts smoothly, and keeps their body inside the platform. No leaning and no shortcuts. After the pick is completed, the platform comes all the way down before travel every time. That consistency, following the procedure is what prevents injuries. Lets see, what else, uh, let’s talk about some of the controls. Theres several different models but most order pickers share common controls, forward and reverse travel, lift and lower, steering controls, a horn, an emergency stop, a deadman switch, and a battery indicator, and a pallet clamp or pallet grab vice. A trained operator doesn’t just know what each control does. They know to use them. It’s important to understand that training is not optional. Operating an order picker is not a right, and it’s a lot of responsibility. Of course that proper training includes classroom instruction, demonstration of the controls and handling, a hands-on evaluation, a review of the site-specific hazards and the observation and certification. Our powered industrial truck training or PIT training. And here’s another opportunity for me to state to never, ever, get on or touch a piece of equipment or machine that you’ve not been trained or certified to be on or operate! And remember that authorization can be removed if unsafe behavior is observed or we don’t act and operate it responsibly, and that’s not punishment, that’s our own fault and for our own good and the good of others. Because the goal isn’t speed. The goal is going home. Here’s the bigger takeaway. The order picker rewards discipline, patience, awareness and respect for process and position. By the way, those same traits are what make great leads, supervisors, and managers. People who master this equipment often become the people others trust because they understand the consequences. The cherry picker teaches you that rushing doesn’t save time. Shortcuts don’t make you efficient and safety isn’t a rule, it’s a responsibility. I loved my time on the cherry picker, it is one of the most powerful tools in the warehouse and one of the most dangerous when disrespected. The difference in those two statements isn’t the machine. It’s the operator. I always love talking about the many different pieces of equipment and the machines we use in our industry. If you have any positions or tools used in the light industry world, shoot us an email to host@warehouseandoperationsasacareer.com or post a comment on our Facebook page using @whseops, or hit us up on Instagram at waocpodcast and I’ll do my best to find us an answer! Well, I hope you enjoyed today’s episode and thanks for spending your time with us, and I’d appreciate it if you’d share the show with a friend or two! Remember to respect our equipment, to be safe at all we do, and that we have others depending on us and waiting for us to return home each day! Y’all be safe out there!

    12 min

  7. FEB 12

    What You Sign Matters, Earn from It

    Let’s talk about something that doesn’t get people excited. No machines, nothing about forklifts, and no mention of productivity or numbers. I’d like to talk about paperwork. I know I know, but this isn’t boring paperwork. This is the paperwork of life. The kind of documents that quietly follow you from your first job all the way to retirement. The kind that, when handled correctly, makes life easier, and when ignored, can create stress, delays, lost money, or even lost opportunities.  I was looking for the right word here, I highlighted the words personal responsibility, and that’s not what I’m looking for, but there are things we, ourselves, need to make sure we get right. So instead of harping on what we need to do I’ll just speak to it in an, “I’ve seen how this plays out” kind of way. Because here’s the truth, no company, no HR department, no recruiter, no government agency cares about your paperwork more than you do, and they never will.  When someone gets a job offer, they’re excited. And they should be. But onboarding isn’t just about orientation videos and a badge. From day one, you’re asked to complete documents like I-9 employment verification, W-4 tax forms, Direct deposit information, Benefit elections, Emergency contacts, Policy acknowledgments. And these aren’t just forms. These documents determine whether you can legally work, how and when you get paid, how much tax is withheld, whether you have insurance, and who gets called if there are any problems or emergencies.  When onboarding paperwork is filled out incorrectly, or rushed through, problems can start immediately. Delayed paychecks. Incorrect tax withholdings. Missed benefits. And the worst part? Most of those problems are preventable. Here’s a tip or an opinion I guess, if a document affects your pay, your health, or your job security, slow down. Ask questions if you do not understand something. Especially anything like deductions. Read what you’re signing. If you don’t understand a box, don’t guess. Guessing on official paperwork almost always comes back around to us.  The I-9 form is one of the most misunderstood documents in employment, and one of the most important. This form verifies your identity and your legal authorization to work in the United States. It requires specific documents, completed within a specific timeframe. If our hiring agent doesn’t properly complete the I-9 you may not be allowed to start work. Your employment could be delayed, or you could be terminated, not for performance, but for a compliance issue. This isn’t personal. It’s just the law. As a worker, our responsibility is simple but serious. We need to bring valid, acceptable documents, make sure names match exactly, and pay attention to dates and signatures. Just this week I’ve heard about 3 individuals that met all the qualifications for a position, interviewed great, was offered the position, only to say that they didn’t bring 2 forms of I.D. Their hiring process was delayed until they could return with their documents. For one of them the position was filled before she could return. And to our recruiter, being unprepared for an I-9 and the onboarding sends a message, fair or not, that you didn’t take the process seriously.  Taxes are another area where people often say, I’ll just fill it out the way I always do. That mindset can cause problems for us. Your W-4 determines how much money is withheld from each paycheck. Too little withheld? You might owe money at tax time. Too much withheld? You’re giving the government an interest-free loan all year. And it’s important to remember that life changes, marriage, kids, second jobs, side work, all affect how your W-4 should be filled out. Here’s another tip or opinion! Our paycheck is our responsibility. If something looks off, ask about it immediately. Waiting six weeks doesn’t fix it, it only multiplies the problem.  I want to mention a bit on our personal records too. Health records, Immunizations, Vaccinations, Physicals. In warehousing, manufacturing, transportation, and logistics, these come up more than people realize. Certain jobs, sites, or clients may require proof of Tetanus shots, Hepatitis vaccinations, physical capability exams or ergonomic testing, even drug screening history. Yes, these request or needs are rare in our field, but if you can’t produce records, you may be delayed from starting a job, or even be excluded from certain assignments or have to repeat tests at your own expense. Keeping copies of our health records is important, it’s about preparedness. Create a simple system, a physical folder at home, or digital copies on a secure drive with clear file names and dates. This is one of those, future you will be thankful for, habits.  Oh and many people assume education records don’t matter once they’re working. That’s not always true. High school diplomas, GEDs, college transcripts, certifications, licenses, these documents can come up when applying for leadership roles, moving into safety or compliance positions, transitioning into office or management roles and applying for specialized training. Saying I completed it is not the same as proving it. If you’ve earned something, keep the documentation. You worked for it. Don’t let missing paperwork slow your progress later.  And here’s another free opinion! Your resume should never be written in a panic. It should be updated after each role, after learning new equipment, when gaining certifications, and after taking on leadership tasks. Too many people try to rebuild their entire work history the night before applying for a job, and details get lost. Dates get fuzzy. Job titles blur and we’ll leave off some of our accomplishments. A resume isn’t just for job hunting. It’s a record of our career. Here’s another unsolicited opinion of mine! Keep a running document. Add bullet points as you go. That away when opportunity shows up, you’ll be ready.  Now let’s talk about open enrollment, this is where people can get hurt financially. Open enrollment windows are like written in stone. Miss them, and you may be locked out of Health insurance, Dental and vision, Life insurance or Disability coverage until the next enrollment period. Saying “I didn’t know” doesn’t reopen the window. This happened to me last year. I asked about the dental and vision offerings, but I didn’t follow up when no one got back to me. So I didn’t have dental and vision insurance! Understanding your benefits isn’t optional adulthood, it’s more like survival planning. If you don’t understand a benefit, ask HR. That’s what they’re there for. And don’t hesitate to follow up if you haven’t heard back. Ignoring enrollment because it feels overwhelming can cost thousands of dollars later.  Here is a hard truth, deadlines don’t care about your schedule, your stress, or your intentions. Miss a form deadline and benefits don’t activate, our coverage can lapse, pay adjustments don’t happen. Professionals respect deadlines, even when the task isn’t exciting. And we are professionals, right? That’s part of being dependable.  And all this documentation follows us right into retirement as well. At the end of your career, paperwork doesn’t stop, believe it or not it actually increases! Retirement accounts. Pension records. Social Security documentation. Healthcare elections. People who kept records throughout their career transition more smoothly. People who didn’t often scramble at the worst possible time. Your future self deserves better than all that last-minute chaos!  I recently read something by a government agency. It said that paperwork isn’t the enemy, neglect is. It made me think a bit!  The paperwork of life isn’t glamorous, but it is important. Careers don’t fall apart because of one bad day on the floor. They fall apart because of missed details spread out over time. Let’s all be sure to handle our paperwork with the same pride we bring to our work ethic.  Oh, and I mentioned retirement a minute ago. One of the biggest myths is that retirement planning begins when you’re close to retirement. It doesn’t. It begins with your first benefit election, and your first 401(k) form, and your first beneficiary designation. The people who retire smoothly didn’t magically get organized at 60, they stayed consistent for decades. Every form you complete correctly today reduces stress tomorrow. Every document you keep track of becomes a gift to your future self.  Let me leave this part with something simple and honest. Paperwork is how the world keeps score. It records who you are, what you’ve earned, what you’re entitled to, and how you’re protected. Ignoring it doesn’t make it go away, it just hands control to someone else. So lets take ownership of it, ask questions, respect those deadlines, and keep records.   Ok, I’ll leave it at that. I don’t want it to sound like I’m standing up on a soap box here, but I’ve seen so many people struggle and take financial hits over the very things we discussed today. If you have any questions about anything I brought up, check with your HR department or a member of your management team, ask questions. And as always, feel free to send us an email to hose@warehouseandoperationsasacareer.com and I’ll help find you an answer. Thanks for checking in and as always, please be safe in all you do.

    12 min

  8. FEB 5

    More Than Cleaning

    When I talk about warehouse sanitation, I often say, “It’s a great way to get your foot in the door.” And every now and then, someone pushes back and says, “I don’t want to clean restrooms or take out trash.” I understand that reaction. On the surface, sanitation doesn’t sound exciting. It doesn’t come with a forklift, a title, or a clipboard. It came up again this week so I wanted to explain a little better what the warehouse sanitation role really is, what it teaches you, and why it has launched more warehouse careers than people realize. Because warehouse sanitation is not just cleaning. It’s operations support. It’s safety. It’s compliance. And for the right person, it’s a proving ground. Think of it like this. At its core, warehouse sanitation exists to protect people, product, and the process. A clean warehouse is a safer warehouse, a compliant warehouse, and ultimately a more productive warehouse. Yes, sanitation associates may clean restrooms and remove trash, although a lot of times that’s more of a role for the janitorial folks and departments, anyway, that work matters more than people realize. But in a warehouse or production environment, sanitation includes maintaining dock areas, storage aisles, production zones, and shared spaces so that operations can run without interruption and bottlenecks. Sanitation associates are often the first ones to notice leaks, spills, or damaged flooring, broken pallets and debris buildup, blocked exits or fire equipment, and unsafe conditions developing in the aisles, cross aisles, and dock areas over time. In many operations, especially your larger distribution operations, sanitation is not a background function, it is a frontline safety and compliance role. Auditors, inspectors, and customers notice cleanliness immediately, and sanitation teams are often the unsung reason a facility passes inspections. One of the most valuable things a sanitation associate learns is Good Manufacturing Practices, or GMPs. GMPs teach the why behind the rules. Why food can’t touch the floor. Why personal items are restricted in production areas. Why cleaning tools and equipment are color-coded and why documentation is so important and matters. Sanitation associates learn how contamination happens through people, equipment, and behavior. They learn how one mistake in one area can affect product quality downstream. Once someone understands GMPs, they become valuable across the entire warehouse. Receiving, picking, packing, shipping, and quality all rely on the same principles. GMP knowledge changes how people move, touch, store, and think about product. Sanitation associates don’t just follow rules, they help enforce a culture of cleanliness and accountability. And sanitation work is structured. There are daily, weekly, monthly, and quarterly cleaning schedules that must be followed. Sometimes called the Master Sanitation List. This teaches sanitation associates how to manage time independently, how to prioritize critical areas, and how to complete work without constant supervision, and then most importantly, how to properly document completed tasks. Schedules don’t care if someone is motivated or not, the work still has to be done. Associates who learn to stay on schedule develop discipline quickly. When managers look for leads or trainers, they often look for people who can manage their time without reminders. Sanitation associates who consistently complete schedules are already proving they can handle responsibility. We also may be given classes, training, and certifications on handling cleaning chemicals, another area where sanitation roles quietly build professional skills. Associates are trained on proper dilution ratios, PPE requirements, SDS sheets, and safe storage practices. They learn that stronger is not better, and that improper mixing can create hazards instead of preventing them. Chemical misuse can damage floors and equipment, create slip hazards, most importantly violating safety regulations. Learning to follow chemical procedures teaches precision, patience, and respect for process. Again, traits that are essential in equipment operation, quality roles, and leadership. Those next steps we’re all after. Ok, what else did I make notes on. Alright, this is where the sanitation role starts to surprise people. Warehouse sanitation often involves powered and equipment and machines, and that equipment brings even more responsibility into play. Think of Industrial floor sweepers, walk-behind or ride-on, remove debris that creates safety hazards. Sanitation associates trained on sweepers learn to perform pre-use inspections, monitor battery levels, and operate safely around pedestrians and forklifts. They learn right-of-way rules, speed control, and awareness of blind spots. Now, we need to remember that sweepers operate in active aisles. That means sanitation associates must anticipate traffic patterns, understand dock activity, and adjust their cleaning routes based on production flow. This isn’t random driving, it’s operational awareness and has to be treated as such. And the floor scrubbers require even more thought. These machines deep clean concrete floors and are essential in GMP environments. Associates learn how water flow, detergent concentration, and recovery systems work together. They quickly learn that too much water or chemical creates slip hazards and damages floors. Scrubbers require planning, which areas are active? Which areas can be blocked for a while? How to communicate wet floors? That kind of forward thinking kind of mirrors the decision making required of supervisors and leads. Oh, and trash compactors. Trash compactors are powerful machines with strict safety rules. Sanitation associates learn load limits, prohibited materials, cycle timing, and lockout awareness. Compactors teach one key lesson, procedures exist for a reason. There are no shortcuts, no “just this once.” They can be dangerous. This mindset, follow the process every time, is exactly what safety managers look for when selecting people for advancement. And Balers. Many facilities recycle their cardboard, shrink wrap, and slip sheets. We’ll learn how to sort materials properly, safely load the baler, tie off the bales, and document counts or weights. Many facilities track recycling metrics, which introduce sanitation associates to cost control and sustainability efforts. Balers build organization skills and attention to detail, two traits essential in inventory control and leadership roles. What else did I note here, Sanitation associates work everywhere. They see inbound, outbound, production, and all of the common areas. They notice how shifts hand off work, where bottlenecks form, and where safety issues seem to repeat themselves. That exposure creates, what I like to call, big-picture thinkers. People who understand how departments interact often become strong supervisors because they already understand the operation as a whole. Remember how I’m always mentioning to understand the task before and after ours? So where can all this take us? Sanitation experience often leads to general warehouse associate roles, Forklift and equipment operator positions, quality control or safety support roles, inventory control or clerical positions, facilities or building maintenance support, and yes, front line management. Some of the most effective leaders I deal with started in sanitation, and they respect every role and understand compliance better than most. So about that, I don’t want to clean mindset. Here’s the truth I share often, careers aren’t built by avoiding necessary work. Sanitation teaches discipline, humility, consistency, and accountability. Remember, managers notice who shows up, with a positive attitude, follows procedures, and does the work, even work that others avoid. Sanitation isn’t about trash. It’s about trust. Warehouse sanitation doesn’t have to be a forever job, but it can be a powerful starting point. And it can be a great career. It builds safety awareness, equipment experience, operational understanding, and work ethic. Sanitation isn’t a dead end. It’s a foundation. And as we’ve learned, strong foundations support long careers. Well, I have to get back to work now myself. I hope I shed some light on why I feel sanitation is one of the strong starting points in our industry. I’d appreciate it if you’d pass the episode along to a friend, ask them to subscribe on Apple Podcast, Spotify, or any of their favorite Podcatchers, we’re even on YouTube! Let’s all do our part to bring more of those entering the workforce into our Industry. Until next week, please give every action and movement the respect it deserves, our family and friends need us to be safe and come back home as well and in as good of health as we left!

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