The standards you maintain in your organization’s warehouse can determine its productivity levels and the overall costs of operation. A streamlined, efficient, and productive warehouse can result in savings on a cost-per-unit basis. More warehouse efficiency = faster production = more production = more money out the door. Your approach to warehouse management can make all the difference in productivity. Use this article to revolutionize systems at your business, improve warehouse efficiency, and achieve long-term warehouse optimization.
If warehouse labor productivity is a question mark at your corporation, you could be losing money. It is paramount to stay on top of your warehouse’s performance measurements at all times, continually searching for inefficiencies and opportunities for improvement. Otherwise, productivity could be slipping through the cracks…as could your profits. Learn how to make your warehouse operations leaner through data-backed strategies with help from nGROUP.
We’ve all heard the saying, “attitude is everything.”
“There are only three measurements that tell you nearly everything you need to know about your organization’s performance: employee engagement, customer satisfaction, and cash flow. It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.” - Jack Welch
With the majority of the “Obamacare” Affordable Care Act (ACA), mandates going into effect in 2014, executives and human resource professionals across the country are scratching their heads trying to figure out the best strategy for labor compliance and cost improvements. nGROUP Performance Partners, a national on-site outsourcing provider, is answering their call with a business model that offers solutions in both critical areas.
One of my favorite themes in Malcolm Gladwell’s work is his perspective on talent. Several of his books and essays focus on how we identify talent, how it develops and what it is. The concepts are worth revisiting as I see a lot of essays, blogs, and articles focused on the theme of how to find and engage the “best talent”.
Years ago I worked with two 3PL’s that had cross-docking operations in the Southeastern US. On paper, the businesses were strikingly similar. Both supported big box retailers with highly manual processes. They had dramatic fluctuations in volume and frequent interruptions to production planning due to upstream supply chain issues. The companies paid market competitive, but relatively meager wages, and had a workforce primarily made up of minorities.
However, their cultures were as different as night and day. So, what made these two similar operations so different?
By David Cook