Most responses to this question may be “yes, both”.  OK, but when you implemented labor management, was the main focus on software integration and configuration?  OR was it on gaining associate buy-in, transitioning to a performance based culture, and providing your management team with the tools & skills required to succeed?  Perhaps some of both?

Procrastination and impatience may seem like opposite ends of the behavioral spectrum, but they have remarkably similar effects on distribution operations. In a seminar talk I gave a while back, I remarked that the cost of not being able to plan tomorrow’s work today makes a big difference in warehouse operating costs. “How big?” one

At the beginning of a project, we invariably are given a planning guideline that goes something like this. “We want to plan for a system that will carry us through our peak in 2018.” It has always been a surprise to me that this important goal seems to be set based on hazy definitions of

So, you recently went to a conference and sat in on a session by a consultant or software vendor (hopefully not both) about this awesome labor management program they implemented for a client.  They improved productivity by 15% – sounds pretty good, right?  The consultant talked about their engineering prowess, the software guy did a

Maintain your slotting strategy by re-slotting as the inventory mix changes. In a column written several years ago I reported a number of thoughts on choosing methods for slotting products in the pick face. They are all still valid. However, getting the slotting strategy right is only half the battle. The other half is keeping