The first step is the delivery of a Power-Point presentation that showcases how these outcomes are achievable. How we can influence growth, financial gain, reduce deficit and better outcomes all round.
The five steps thereafter:
The first step is the delivery of a Power-Point presentation that showcases how these outcomes are achievable. How we can influence growth, financial gain, reduce deficit and better outcomes all round.
The five steps thereafter:
The Catalogue
Chapters Overview
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The glossary is customised to reflect the communication needs of your business. It is set out in alphabetical order except for the first two entries. The reason being that, along with neurolinguistic influence, these two vantage points; virtual and tangible, are why the glossary is so important. Terminology often gets confused as a consequence of context. Most warehouses have, in-the-area-of, sixty terminologies; Virtual, Tangible, Actual, Aisle, Aisle location, Allocated.
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3D mapping of the warehouse – aisles, bays, shelves, bins, benches, staging points, etc., to review the layout and flow of operations. Are the allocations and stations strategically placed for safety, efficiency, mitigating error, ergonomic accessibility, pick progression and functionality?
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This evaluation takes place in each department/section of the warehouse and looks at every aspect of what is practiced one task at a time from end to end.
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Observe the nuance and detail of every task and define each role. A specific chapter will also be created for outlining specific job descriptions.
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The manner in which we apply ourselves to tasks is important. It goes beyond the rudimentary physiology of muscle and bone. How we utilise our mass and apply torque can reduce required effort. What we engage with can have an influence upon our body.
It is best to better understand how we can have influence over the task. This applies to both the applicator and the facilitator. Also bearing in mind that warehouse tasks aren’t simply about lifting, pushing or pulling.
It is a matter of physiology plus our ASPINE framework.
One of the chapters of the catalogue focuses on work practices; not as ideals, but how they actually exist as specific work practices within your workplace. The catalogue provides a critique of those work practices, but The Ergonosapien doesn’t do this alone.
The Ergonosapien encourages additional input from an ergonomist and/or an occupational therapist. The information they provide is both a critique of The Ergonosapien’s evaluation and whatever other notes they feel are prudent. The notes they add may even be contrary to those of The Ergonosapien’s evaluations. This is embraced and encouraged, as there are multiple facets to manual applications. In order to provide the information to assist you in making informed decisions, we need to approach the findings from opposite ends of the equation; where the scope of our expertise comes to the fore. Ultimately providing much broader scope.
The Ergonosapien invites counterpoint rather than validation as the object isn’t to be influenced by vanity, but to be of the best possible service to your needs.
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In this clutch of chapters, the focus is on assisting the warehouse manager in their role.
Many warehouse managers have a vision for how they want the warehouse to run. That is reasonable and appropriate. They also need to make real-time decisions and pivot in an ever-changing environment. Our role is not to displace these managers, but to give them a tool that enables them to make better decisions in line with what the workgroups in their charge need from their leader. Those who steer the ship still need points of reference.
The catalogue is the tool that helps them stay on course; while still allowing them to take ownership of their role. The company sets the course, the warehouse manager holds the map, but we provide a compass.
The warehouse manger decides how they want the warehouse to run, while we communicate what the team needs from their leader to make that happen.
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The purpose of this chapter is to communicate the overall mood, culture and subculture on the warehouse floor. In the course of engaging with workgroups, you may have been met with angst, disregard, or conversely sycophantic facades.
In some cases, subcultures within the workplace can undermine their colleagues. In other cases, the culture may be tight; with individuals dropping what they are in the middle of to assist a colleague in need. There may be an antagonist. However, there are also those in the workplace that really care about the future of the business, and their angst may in fact be altruistic and protagonist. The apparent angst we perceive may in fact just be frustration of bad management decisions that affect the effectiveness of workgroups.
In many cases, workgroups just need to be heard, and toxic work cultures exposed. These are all things we won’t be able to define from an office; instead, it requires immersive engagement and the genuine empathy The Ergonosapien has in spades.
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In this chapter we look at the appropriateness of the equipment and materials used. One well established example is that electric forks have less emissions than gas/diesel/petrol, therein, better for using in confined spaces/indoors. While diesel delivers more horsepower when required.
There are so many variable needs in so many different types of warehouses.
Do we need to use food grade pallets
Is a grab fork more suitable for our stock handling than a reach fork
Should we stack our stock or use racking or shelving
What is the best trolley configuration for our specific needs
How do we stay on top of servicing the equipment
Do we need a PDA, RF gun or RF scanner
Is it best to use a tugger, WAV or just use a trolley
The list in boundless and depends upon your specific needs. As such, the catalogue outlines what is used in your warehouse and weather it is the most viable option.
There is a difference between what we perceive as Manual Handling and actual Manual Application. Where Manual Application differs, can be defined as Physiology + ASPINE.
A
Accessibility and Facilitation
Do we need to get down on the floor and reach under a bench? Do we have to duck under racking and mind out head when retrieving items from the pick face? Has someone placed a pallet in front of something we need to access? Do we need to negate obstacles when moving from one place to another?
S
Spread of Mass
Weight, mass and load are not actually synonyms. An object’s weight does not change, but the configuration of the mass may make a large object harder to handle than a small one of the exact same weight. Some objects place more load on the body than others, not because of what they weigh, but because of their configuration.
P
Proximity to the Task
The closer we align ourselves to what we want to have an influence over, the less load is placed upon the body. This is a basic principle of load and leverage. Which could be as simple as having our elbows to our side compared to having them outstretch.
I
Influence and Interaction
When handling any object, it may have an influence upon us in the form of load, but there are also ways in which we move that can lend energy to our application. We can apply torque or use our body mass; reducing effort so that the muscles don’t have to do everything.
N
Newton’s Law of Motion
Or as I like to call it; MeTal. Manual Transition of Load. The weight of an object is one thing, but in order to move it we need to generate greater force than the influence gravity holds upon the object. Once the object is in motion it has its own energy that we have given to it. This can be harmful and we must manage it effectively.
E
Expanse and Logistics
The focal area of the task. Often the task determines how and where we stand, along with our viable range of moment. Some examples include a work bench, the capacity of a box or tote, the surface area of a trolley or WAV, a pallet or confines of a shipping container. It is often the task that determines our approach.