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Nine principles of organizing warehousing. improvement of labor standards

V. Poltorak, Key Account Manager at Kifato MK Trading House LLC

The main condition for effective inventory management is the streamlining of warehouse management processes. To ensure order in the warehouse, it is necessary to give employees the motivation to handle inventories thriftily, organize their storage competently, promptly introduce new products into the assortment, try to rank products by priority, timely conduct inventory of inventories and process documentation. All this can be implemented in various ways, the main thing is to get a result, that is, to achieve order. Typically, the consequence of such transformations is economic growth, increased turnover of goods, and profit.

In relation to any trading company, the famous Russian proverb can be paraphrased as follows: tell me what your warehouse looks like, and I will tell you how your company works. When a company does not deal with warehousing logistics or does not devote enough time to it, problems of lack of space or labor, lack of necessary equipment or its improper use arise. Often managers have little interest at all in the functioning of the company's warehouse, which, undoubtedly, can lead to fatal consequences.

Why is the role of the warehouse in many organizations small and so often underestimated? The answer is quite simple: because initially the warehouse was just a place intended for storing material assets. Only then did various actions with cargo begin to be carried out within its boundaries. As a result of the fact that storage was considered a primary task, and warehouse operations were considered a secondary task, the opinion was formed that a warehouse that could ensure the safety and security of products was ideal. Today they began to understand that one absolutely cannot exist without the other.

Like the warehouse, so is the business.

Such a part of the enterprise as warehouses should be given special attention. How important this is is shown by the diagram that shows the “circulation” of material flows in a commercial organization.

Red lines indicate financial flows, blue lines – material (commodity) flows. Here you can see that first financial flows are sent to suppliers, then they return back to the company’s warehouse, but in the form of goods. On the other hand, material flows going to customers return to the company in the form of financial flows. This diagram is very arbitrary, since it does not reflect, for example, the entire sequence of structures through which these flows pass: the commercial department is not indicated here, without which this whole “circulation” becomes simply impossible. However, it quite clearly demonstrates the role of warehousing.

It is known that financial flows are regulated for the most part by legislation, but material flows are regulated by their own internal procedures. The point of contact between the first and second, both incoming and outgoing, is the warehouse. In other words, warehousing is a special link within which procedures are concentrated that relate not only to the functioning of the warehouse itself, but also to its joint activities with other units. This means that the warehouse is a kind of indicator that can indicate the “health” of the company as a whole. Moreover, practice shows: if the warehouse is in order, then the company is likely to function perfectly. If some processes are “lame,” then there are failures in the company itself. This is why managers make a big mistake by underestimating the role of the warehouse.

Where can you get ideas for optimizing warehouse operations?

In addition to constant monitoring, warehouse management requires regular analyzes of all work processes, the purpose of which is to clarify in advance the indirect causes of certain shortcomings. It cannot be said unequivocally that flaws in warehouse operations necessarily lead to problems in other company processes. But, on the other hand, the slightest disruptions in general work almost always affect the warehouse’s activities. This means that constant monitoring and analysis of warehouse processes will allow a problem to be detected in time and promptly resolved in accordance with the interests of the company.

Conducting an audit in a specific area of activity is necessary not only to identify imperfections. The analysis is a source of ideas for developing methods for optimizing the workflow. Each measure to improve warehouse operations will, in turn, certainly have a beneficial effect on the work of the company as a whole.

The question may probably arise: is it not possible to regulate all warehouse activities once, streamline all processes, and then simply control them? Unfortunately, the answer is no. After all, any dynamic business environment is subject to change, something becomes outdated, innovations appear somewhere, etc. In order to always keep your finger on the pulse and respond in a timely manner to difficulties, you need to constantly analyze the operation of the warehouse.

It is not always clear to a logistician what is clear to a storekeeper

When company management realizes that warehouse operations are indeed part of a business process, they are faced with the question of how to more effectively analyze warehouse management. This work is based on nine principles that are characteristic of every farm without exception. If you try to follow these principles, you can achieve some stability in the warehouse operations. For a storekeeper they are something self-evident, but for a logistician they are not. Therefore, they should be considered in more detail, since taking these principles into account greatly simplifies the procedure for analyzing warehouse activities.

1. Clear delineation of financial responsibility. In a warehouse, there must certainly be one person responsible for all goods and warehouse equipment, as well as for surpluses and shortages.

2. Organization and control. Absolutely any activity, including warehouse activity, needs to be organized and controlled. One person should carry out such work in a warehouse, not several. Since competent organization and control are inseparable from financial responsibility, the following principle becomes quite obvious.

3. Autonomy. Organization, control, and financial responsibility should be concentrated in the hands of one specialist. He can be called differently: warehouse manager, organizer of warehouse activities, manager, or something else.

4. Strict material reporting, and necessarily in real time. This is the most important and at the same time the easiest principle to follow and understand. Let's take this situation as an example. The truck with the goods is at customs, and the goods have already been entered into the computer database. Managers of the commercial department see that the product is in stock and offer customers to purchase it. Orders appear, but difficulties arise at customs, due to which the truck sits there for a week. The result is dissatisfied customers who were unable to receive products on time.

5. Planning the economic activities of the warehouse. Any work, including warehouse work, must be carried out in accordance with a certain plan. Completion times may vary depending on the characteristics of the warehouses. Quite often it happens that when a product arrives at the warehouse, the storekeeper does not expect it, that is, it is a surprise for him. Naturally, the storage space in this case is determined after the fact, and not in advance, as it should ideally be.

6. A strictly defined method for the movement of material assets in the warehouse. Most often this is either FIFO, LIFO, or a mixed option. The main thing is that it is clearly defined and strictly followed by storekeepers.

7. Correct location of material assets. The speed of warehouse processes and the ease of their implementation depend on how convenient it is for company employees to locate goods in the warehouse. In most cases, proper use of shelving will make warehouse work more efficient and orderly.

The choice of racks should take into account all parameters related to the type of product, its dimensions and weight, requirements for shelf life, features of processing and subsequent transportation. A large assortment of goods may require the use of various types of racking equipment, which in turn is associated with the involvement of professionals in this field. Leading companies engaged in the production of warehouse equipment and machinery have the necessary experience and knowledge to offer one or even several options for organizing warehouse management. This will allow you to look at the problem from different angles and get the best solution that suits all parameters. At the same time, the proposed solution may not be the cheapest, but in the long term it will allow significant savings due to both an innovative approach to organizing warehouse facilities and the high quality of the racks themselves.

8. Planned, regular inventory. Let's look at this principle in more detail.

Usually, an inventory is understood as an audit. Sometimes it is carried out only so that storekeepers “don’t relax.” However, the true purpose of inventory is to analyze the results of labor. This is a powerful tool for assessing warehouse performance. Practice shows that a third of all discrepancies in the quantity of goods available and recorded in documents appear due to poor performance of storekeepers, while the remaining two thirds arise due to improper organization of warehouse processes or due to an outdated form of control. It is these shortcomings that should be identified by the inventory, which must be carried out planned and regularly.

Naturally, this event takes time. In addition, it must be carried out when the warehouse is at rest. This means that for effective inventory you sometimes need to interrupt all the company’s work processes or do it on weekends. Time is also needed to process the results.

Is it possible to somehow speed up this process without reducing its effectiveness? Certainly. Each warehouse has products with which fewer errors are made than with others. Consequently, there is no need to count all the goods in the warehouse every time.

Many years of practice have shown that there are certain postulates according to which the warehouse operates. For example, the more transactions are performed on a particular product over a certain period of time, the greater the likelihood of an error occurring. Its degree can be calculated by the number of goods leaving the warehouse.

Of course, this is not the only criterion. The likelihood of errors also depends on other factors: high price, piece output, similar packaging, etc. The number of outputs should be regulated by a coefficient, which is determined using a special assessment, the experts of which are primarily storekeepers. To establish this indicator, it is necessary to take into account the results of previous inventories and specific features specific warehouse.

9. Strict regulation of presence in the warehouse. Warehouse workers must have clear instructions about who should be at the workplace and when. Neither loaders nor managers should violate these instructions.

The nine principles of organization listed above apply to any warehouse without exception, and their compliance is a kind of guarantee of its stability and efficient operation.

Commodity warehouses, their structure and the basics of technological layouts. The role and functions of warehouses in the process of commodity circulation. Organization of warehouse operations technologies at M. Video Management LLC. Recommendations for improving the efficiency of the enterprise.

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COURSE WORK

Organization of warehousing and increasing its efficiency (using the example of the wholesale and retail enterprise M. Video Management LLC)

Content

Introduction
1.3 Construction and layout of warehouses
Conclusion
List of sources used

Introduction

In this course work issues of organizing warehouse management and increasing its efficiency were considered. Well-established work of wholesale trade enterprises, bases and warehouses has a significant impact on the entire process of logistics, as well as ensuring the safety of material assets, accelerating their movement from suppliers to consumers at lower costs directly affect the economic performance of manufacturing enterprises.

A warehouse in a broad sense is a wholesale trading enterprise that services the process of commodity circulation; in a narrow sense, it is a structure designed for the accumulation and storage of inventory and the acquisition of a trade assortment of goods.

The main task of warehousing is to carry out rational storage of material assets, their safety, ensure uninterrupted, timely and complete supply of subdivisions of the enterprise with the necessary material resources, as well as timely shipment finished products consumers at the lowest costs for warehouse services.

1. Commodity warehouses, their structure and the basics of technological layouts

1.1 The role and functions of warehouses in the process of commodity circulation

In the process of bringing them to the retail trade network, goods pass through wholesale trade links, where they are temporarily delayed, thereby forming inventory.

Warehouses are needed to store inventories of goods.

A warehouse in a broad sense is a wholesale trading enterprise that services the process of commodity circulation; in a narrow sense, it is a structure designed for the accumulation and storage of inventory and the acquisition of a trade assortment of goods. They constitute the main complex of buildings for wholesale trade enterprises, as well as a significant part of the material and technical base of retail trade.

In wholesale trade, a warehouse, as a rule, is an integral organizational and technical part of the wholesale base. In some cases, warehouses may enter into the form of independent trading enterprises.

The set of warehouses of wholesale enterprises, organizations or systems in combination with the service infrastructure form a warehouse.

The totality of work performed in various warehouses is approximately the same. This is because warehouses perform the following main functions in different processes.

receiving goods from suppliers and monitoring their quality. By controlling the quality of incoming goods, wholesale warehouses prevent the penetration of low-quality goods manufactured by industrial enterprises or produced in agriculture into the retail trade network;

warehouse wholesale retail

accumulation of inventory and ensuring proper storage conditions. To ensure the safety of inventory in warehouses, the necessary conditions for storing goods are created, taking into account a variety of physical and chemical properties;

subsorting of goods. One of the important functions of warehouses is the subsorting of goods arriving at warehouses in a narrow range from a large number of suppliers for the retail chain;

Completing orders from wholesale customers. Carrying out the transformation of the industrial assortment into retail ones, warehouses of wholesale warehouses concentrate a wide range of trade assortments necessary for the uninterrupted satisfaction of requests from retail trade enterprises for the import of goods;

supply of goods to retail trade networks. Warehouses of wholesale warehouses play an important role in preparing goods for sale and organizing a rational supply of goods to the retail trade network.

1.2 Types of warehouses and their characteristics

The role of warehouses in the process of goods distribution, the functions they perform, the range of goods, structure and other factors determine the types of warehouses. Warehouses are classified according to the following main characteristics

By character carried out functions There are several types of wholesale warehouses.

Subsorting- distribution warehouses - are intended for the accumulation of current inventories of goods. Goods are stored in these warehouses for a short period of time. The main functions of sorting and distribution warehouses are acceptance of goods by quantity and quality; subsorting; preparing goods for release and sending them to retail outlets.

This includes warehouses of wholesale trade centers, which are located in areas of consumption, as well as warehouses of retail trade organizations. Here, commodity flows are formed in an assortment convenient for retail trade enterprises and sent to the distribution network.

Transit - transshipment warehouses - are located at railway stations, water piers and serve to accept cargo for batch storage due to the need to reload them from one type of transport to another. These warehouses accept cargo, short-term storage and dispatch of it in whole containers.

Warehouses seasonal storage are represented by storage facilities for potatoes and vegetables, as well as other warehouses where seasonal goods are processed and stored.

Warehouses early delivery are created in the Far North and other areas where delivery of goods is difficult during certain periods of the year. In such warehouses, goods are stored for a long time.

Cumulative warehouses They accept small batches of goods from industrial enterprises and send them in the form of large batch shipments to areas of consumption.

By organizational forms management there are warehouses for individual use (own and leased), shared use (may belong to several organizations, taking into account the amount of funds invested by each of them), general use (run by freight forwarding and container departments of the railway, as well as motor transport and other enterprises) .

By assortment attribute warehouses are divided into universal, specialized and mixed.

Universal warehouses provide storage and processing of a wide range of industrial or food products.

On specialized warehouses store goods of only one or several related groups of goods.

On mixed warehouses store an assortment of food and non-food products.

The wide variety of physical and chemical properties of goods requires a differentiated approach to their storage conditions and necessitates an appropriate warehouse network.

WITH taking into account created modes storage Warehouses are divided into two types - general and special.

General merchandise warehouses - the main type of warehouses in trade, which are intended for storing non-food and food products that do not require the creation of a special regime.

Special warehouses are represented by vegetable storage facilities, warehouses - refrigerators, oil storage facilities, salt warehouses, etc.

IN dependencies from number of storeys And heights warehouse premises distinguish:

Single-story ones (at least 6 m high) are more convenient for the rational organization of the technological process, since this facilitates the intra-warehouse movement of goods, and multi-story warehouses.

By degrees mechanization technological processes warehouses are divided into complex-mechanized, automated and using small-scale mechanization.

WITH taking into account external transport connections There are warehouses with berths (pristanskie), with rail access tracks (near-rail) and non-rail warehouses (without access tracks).

IN dependencies from devices warehouses are divided into open, semi-closed and closed.

Open warehouses are designed for storing building materials, fuel, goods in containers, etc. They are arranged in the form of unpaved sites and sites on pillars or strip foundations.

Semi-closed warehouses - These are sheds for storing building materials and other products that require protection from precipitation.

Closed warehouses - These are single or multi-storey buildings, which can be heated or unheated (insulated and non-insulated).

Heated warehouses have heating equipment and air ventilation devices. They are designed for storing goods that require maintaining temperature and relative humidity within certain limits.

Unheated warehouses store goods that do not lose their properties at temperatures below 0°C.

By material walls warehouses are made of wood, brick, stone, reinforced concrete and mixed construction.

A special type are temporary storage warehouses, which are established by customs authorities or Russian persons with a customs license. The procedure for issuing a license to establish a temporary storage warehouse and its validity period are determined by the Federal Customs Service Russian Federation(FTS of Russia).

The construction of temporary storage warehouses must be subject to ensuring customs control and the impossibility of third parties having access to stored goods and vehicles. If necessary, they must be equipped with double locking devices, one of which must be under the control of the customs authority.

1.3 Construction and layout of warehouses

The structure and layout of commodity warehouses are determined by their purpose, the characteristics of the range of goods, the physical and chemical properties of goods, and the organization and technology of warehouse processes.

Economic factors such as the construction cost of warehouse structures and the level of operational and operating costs have a significant impact on the arrangement of warehouses.

Warehouse buildings are currently constructed primarily from standard prefabricated reinforced concrete standard and standardized structures and prefabricated parts. The most widespread is the construction of one-story warehouse buildings, which, compared to multi-story ones, have the following advantages:

higher utilization rate of warehouse space due to the absence of staircases, elevators, fewer columns and the possibility of a significant increase in load per 1 m² of floor area (in multi-storey buildings the load is limited by building codes - up to 2 tons);

use of a lighter and cheaper warehouse design;

simplified mechanization of internal warehouse work.

When locating warehouse buildings on the territory of populated areas, the architectural and construction features of warehouse buildings are taken into account, with particular importance:

number of storeys;

height. Warehouses are constructed with a height of protruding structures (beams) above the floor level of at least 6 m; in some cases, warehouses of greater height (up to 16 m) are built;

shape - the most rational configuration of a warehouse building is a rectangular shape, which allows for fuller use of the entire warehouse area, reduces intra-warehouse paths for moving goods, and eliminates unnecessary turns and interception of paths.

The width and length of warehouse buildings must ensure free loading and unloading operations. The optimal ratio of width to length in general warehouses is 1: 2; 1: 2.5; 13; 15.

The width of the warehouse depends on the pitch width of the load-bearing columns (grid of columns). The grid of columns in the longitudinal direction is taken from 6 to 12 m, in the transverse direction - from 6 to 24 m. The required length of the loading and unloading front is determined based on the cargo turnover of the warehouse and the number of vehicles (wagons, cars) simultaneously supplied to the warehouse. This takes into account the length of the car, car and the distance between transport units.

The construction of warehouses must meet the requirements for the rules of their operation, compliance with labor protection conditions and safety requirements, as well as fire safety.

All premises in general warehouses are divided into groups: main production purposes, auxiliary, auxiliary - technical and administrative - household.

The main production premises include: premises for storing goods, expeditions for the receipt and release of goods, receiving and unpacking, packaging, and for packaging goods.

Auxiliary premises designed for storing containers, reusable containers and pallets. These also include container repair shops.

IN auxiliary - technical premises there are engine rooms, ventilation chambers, boiler rooms, storerooms for household materials and equipment, repair shops, battery charging stations, etc.

Administratively - household premises designed to accommodate administrative and office services, a place for rest and eating, dressing rooms, a hall for product samples, showers, sanitary facilities, etc.

The hall of product samples should be directly connected to the premises of the computer center or bureau for mechanized information processing.

The location of warehouse premises (warehouse zones), their internal layout and interconnection is determined by the technological scheme of the warehouse, depending on the nature of the movement and warehouse processing of goods.

To perform technological operations for receiving, storing and sending goods to customers in warehouses, the following zones are allocated: unloading vehicles, accepting goods by quantity and quality, storage, packaging of goods, selecting and completing customer orders, loading vehicles.

The listed operational areas of the warehouse must be interconnected by the necessary passages and passages and located taking into account a number of requirements:

the vehicle unloading area should be adjacent to the goods acceptance area in terms of quantity and quality, where the workplaces of commodity brokers are located;

The main part of the warehouse area is allocated for the goods storage area, which consists of the area occupied by goods and the area of aisles;

the storage area should be adjacent to areas for prepacking and packing goods, picking orders from wholesale buyers;

the order picking area should be located next to the shipping department.

This principle internal layout warehouse premises (zones) allows for flow and continuity of the warehouse technological process.

Usually in the hall of product samples there are working areas, an exhibition area, as well as waiting and resting areas (information) and a passage area.

Workers zones serve to accommodate workplaces for commodity experts and merchants. They are equipped with office tables and work chairs, counting equipment or a personal computer, filing cabinets, chairs for customers and furniture for storing documents. The number of such zones depends on the number of assortment groups of goods exhibited in the hall of product samples.

Zone expositions is divided into separate subzones, equipped with wall and island cabinets with devices for displaying goods (shelves, consoles, rods, etc.). Subzones are allocated for displaying individual assortment groups of goods. Here, in addition to the working display of samples of goods of this group, there are also special exhibitions of seasonal goods, etc.

Product samples are displayed in such a way that buyers can freely navigate the assortment offered to them.

Zone expectations And recreation designed for customers to work independently with albums, catalogs and lists of goods, as well as for them to relax after selecting goods. It is desirable that this area be separated from the main exhibition of goods and the workplaces of merchandisers and merchants.

Zone passages serves for movement in the hall of product samples and passage to other rooms of the wholesale warehouse.

The main passages must have a width of at least 2 m, others - at least 1 m.

1.4 Technological equipment of warehouses

Equipment for storing goods.

Equipment in this group is divided into the following subgroups:

racks and pallets are widely used for the stacking and storage of packaged goods, for the storage of bulk and bulk products, for the storage of liquid products, for the stacking and storage of packaged goods.

Racks are divided into universal and special according to their purpose. Universal racks are used for storing various food products in containers or on pallets. Special racks are used to store certain goods.

Pallets are devices designed for forming cargo packages, stacking and transporting products. They are universal in their use. The use of pallets in warehouses creates the necessary conditions for the comprehensive mechanization of loading and unloading and inside warehouse operations, reducing labor costs, and more efficient use of the space and capacity of warehouse premises. Storage of bulk and loose products (table salt, granulated sugar, etc.) is carried out in bunkers and bins.

Bunker devices are specially equipped containers for temporary storage of bulk and bulk cargo. They can have a capacity from 20 to 100 cubic meters. m or more. Bins are places fenced off by a vertical partition for pouring bulk products. They may have cells formed by internal partitions.

For the storage and transportation of liquid cargo, specialized vehicles and containers with a gross weight of 30, 20, 10, 5 and 1.25 tons can be used. Their use is economically beneficial, as it allows for maximum mechanization and simplification of operations associated with the storage and transportation of liquid cargo.

Lifting and transport equipment is classified according to the following main characteristics: functional purpose, frequency of operation, type of cargo being processed, types of drive, degree of labor mechanization.

Lifting machines and mechanisms include cranes, freight elevators, winches and electric hoists. Freight elevators are intermittent lifting devices for lifting and lowering products. Their load capacity is from 150 kg to 5 tons. Winches are used for vertical (lifting winches) and horizontal (traction winches) movement of loads, and are available with manual and electric drives. They can have traction forces of up to 1 ton.

An electric hoist is an electrically driven mechanism for vertical and horizontal movement of a load suspended on a hook. Horizontal movement is carried out along a suspended monorail track. It is controlled using a push-button mechanism, has a lifting capacity of 0.5 and 1 t and is designed for lifting heights from 4 to 100 m.

Transport machines and devices include conveyors, gravity devices, cargo transport carts, electric tractors and electric cars.

Conveyors (transporters) are continuous transport machines. Depending on the design features, they are belt, plate and roller. They are used for horizontal and slightly inclined movement of bulk and piece goods.

Gravity devices include gravity conveyors and vertical descents. The load with the help of these devices moves under the influence of its own gravity.

Cargo transport trolleys are used for horizontal and slightly inclined movement of goods. They are electric and manual. Electric trolleys are used to move goods over a distance of up to 1 km. Hand carts are produced on three or four wheels, their load capacity is up to 1 ton. Cargo transport carts with a load capacity of up to 50 kg are used to move individual lightweight loads.

Stacker trolleys with a manual hydraulic drive for lifting cargo allow for multi-tiered storage, stacking in racks and moving cargo in industrial containers. Carts may have a lifting platform or lifting forks.

Electric tractors are used for horizontal movement of trailed trolleys and container equipment on wheels. The total weight of transported cargo is up to 1500 kg.

Loading and unloading machines - forklifts and stackers - are designed to perform loading and unloading operations, intra-warehouse movement and storage of goods. Forklifts are divided into electric forklifts and forklifts.

Electric forklifts are floor-mounted, trackless, electrified vehicles driven by an electric motor powered by batteries. Their main working body is the forks, which serve to pick up the load, lift it, transport and stack it. They are produced with a lifting capacity of 0.5 to 5 tons, and a load lifting height of 2.0 to 5.6 m. Electric forklifts have high maneuverability.

Auto-loaders are powered by an internal combustion engine, and therefore are used to perform loading and unloading operations in open areas.

Their carrying capacity is from 3.2 to 10 tons, the lifting height of cargo is up to 8.2 m.

Electric stackers also belong to floor-mounted trackless transport vehicles. They are used to perform warehouse work in enclosed spaces with a hard and even floor covering. They are used for working in cramped conditions when stacking goods in high tiers of racks. Their carrying capacity is 0.8; 1.0; 1.25; 1.6 and 2 t.

When equipping warehouses with lifting and transport equipment, the following are taken into account: arrangement of warehouses; range and dimensions of products to be processed; volume of loading, unloading and storage operations; machine performance; warehouse operating hours.

Weso- measuring And packaging equipment.

Depending on the design, scales used in warehouses are divided as follows: weight, scale, scale-weight, dial, semi-automatic, automatic.

In addition, scales are divided into the following types: carriage, automobile, crane, commodity (platform), tabletop (ordinary, dial, electronic).

To equip warehouses, mobile and stationary platform scales are most often used.

Mobile floor scales are used to weigh cargo weighing from 50 kg to 3 tons.

Scale and dial scales are easy to use. Stationary platform scales are designed for weighing large loads. Their mechanism is mounted on a special foundation. In this case, for weighing cargo with a vehicle, truck scales with the largest weighing limits of 10, 15, 30, 60, 100 and 150 tons are used.

To weigh cargo along with wagons in warehouses of wholesale warehouses, wagon scales are used.

New generation electronic scales are becoming increasingly widespread. Currently, several hundred models of such scales are produced in the Russian Federation (from tabletop to automobile and carriage scales). They are durable and reliable, and can be designed for any operating conditions. Weighing time is only 2-3 seconds. The scales have maximum service functions.

Wholesale trade enterprises and warehouses use various packaging equipment.

According to its purpose, it is divided into equipment for filling and packaging groceries (automatic dispensers, mechanized production lines) and equipment for sorting, packing and packaging potatoes, vegetables and fruits (semi-automatic scales and lines for filling and packaging). Otskochnaya Z.V. Organization and technology of trade: textbook. aid for students institutions prof. education. M.: "Academy", 2012.192 p.

2. Organization of warehouse operations technologies at the LLC M. Video Management enterprise

2.1 Technology for receipt and unloading of goods; acceptance of goods by quantity and quality

At the warehouse of the LLC "M. Video Management" enterprise, a complex of various sequentially performed operations for the receipt, storage and release of products is carried out. These operations together constitute the warehouse technological process.

Products are delivered to the warehouse by road transport. Performing operations related to the receipt of products involves unloading vehicles, delivering products to the receiving area, unpacking and accepting them in terms of quantity and quality.

Received products are delivered to the storage area, where they are placed on racks or stacked.

This is followed by operations related to the release of products to customers: product selection; moving it to the order picking area; order fulfillment; forwarding operations for sending products to customers (formation of routes, loading vehicles, centralized delivery of products); delivery of products to recipients, display of goods in the hall.

The rational organization of commodity flow in M. Video Management LLC provides for intra-warehouse movements of products along the shortest possible, non-intersecting, oppositely directed paths, which reduces the duration of individual operations and requires lower costs for moving goods.

The principle of efficient use of labor means requires optimal use of warehouse space, capacity and equipment.

Ensuring the complete safety of the properties of products in the company "M. Video Management" LLC is achieved by creating an appropriate storage regime for products, a convenient system for their stacking and placement, and organizing constant monitoring during the storage process. One of the conditions for the rational organization of the warehouse technological process is a clear distribution of responsibilities between employees, performing the corresponding operations.

The initial stage of the warehouse technological process in the company M. Video Management LLC consists of operations for the receipt and acceptance of goods.

Before arrival cargo The following preparatory activities are being carried out at the warehouse:

the place of unloading of goods is determined;

availability of pallets is checked;

establish the mechanisms by which the incoming goods will be unloaded and moved.

The speed of unloading operations depends on the availability and efficiency of the necessary lifting and transport equipment and the precise organization of work on unloading vehicles.

At admission And unloading goods V companies M. Video Management LLC the following operations are performed:

checking the integrity of the vehicle (presence of damage and breakdowns);

checking the presence and integrity of seals;

opening a vehicle;

inspection of the appearance of goods;

unloading of goods;

preliminary acceptance of goods by quantity;

delivery of goods to the acceptance site (acceptance expedition);

delivery of goods from receiving places to storage places.

For unloading, forklifts, small battery-powered forklifts, and forklifts are used. Unloading of vehicles is carried out in strict compliance with the established rules for performing loading and unloading operations.

If a vehicle malfunction is detected or seals are broken, the following operations are carried out:

complete check of the quantity and quality of goods;

if damage or breakdown of the vehicle is detected, a commercial report is drawn up, which is the basis for filing a claim with the transport authorities or the supplier;

if due to a malfunction of the vehicle or damage to the cargo, a technical report is drawn up in addition to the commercial report.

Acceptance of goods by quantity at M. Video Management LLC is a check (reconciliation) of the compliance of actually received goods with the data of accompanying documents (waybills, invoices, inventories, specifications, packaging labels).

In the absence of accompanying documents, the goods are accepted based on their actual availability, with the obligatory drawing up of a report listing the missing documents.

Preliminary acceptance is carried out during unloading of vehicles and consists of checking the number of places of received goods and gross weight.

Final acceptance is carried out at the receiving areas, while checking the number of product units.

If a discrepancy is detected in the quantity of goods received, acceptance is suspended and the recipient is obliged to carry out a number of actions:

1. Draw up a unilateral act on the identified shortage in a unified form.

2. Ensure the safety of the received goods and take measures to prevent its mixing with other similar products.

3. Notify the sender’s representative about the identified shortage. Notifications are sent by telegraph or telephone no later than 24 hours

4. Appoint a representative to participate in the final acceptance of goods. If the supplier's representative fails to appear, acceptance is carried out:

with the participation of a public representative of the recipient enterprise, appointed from among the persons approved by the decision of the trade union committee;

representative of another enterprise, authorized;

unilateral by the recipient enterprise (if the supplier agrees).

A representative of the public (a representative of another enterprise) is issued a certificate confirming his authority to participate in acceptance on the day of final acceptance of goods by quantity. The certificate is issued for each acceptance separately. It must indicate: date of issue and certificate number, last name, first name, patronymic, position, work experience of the representative, as well as:

for a representative of the public - the date and number of the decision of the local trade union committee that allocated this representative is indicated;

for a representative of another enterprise authorized to do so by the sending enterprise, a link is given to the documents with which the representative is authorized to participate in acceptance.

5. Draw up a bilateral act on the day of final acceptance. The act indicates: the quantity of missing goods, their cost, a conclusion about the reasons and place of occurrence of the shortage, etc. The act is accompanied by all necessary documents confirming certain circumstances of the shortage (copies of accompanying documents, packaging labels, seals of containers where the shortage was found, original transport document, identification, documents containing data on plumb lines and measurements). The act is approved by the head of the recipient's enterprise no later than the next day after its preparation.

Acceptance goods By quality consists in reconciliation compliance of the quality and completeness of received goods with the data of regulatory technical documentation, state standards, technical specifications and approved samples.

Acceptance of goods by quantity is carried out by financially responsible persons with the participation of commodity experts and brokers in accordance with the instructions “On the procedure for accepting products for industrial purposes and consumer goods by quality” No. P-7.

Terms of acceptance of goods according to quality:

for out-of-town delivery - 20 days;

for out-of-town delivery - within 10 days;

hidden defects - 4 months (the report is drawn up within 5 days from the moment the hidden defects are identified).

If a discrepancy in the quality of goods is established, a unilateral act is drawn up and further acceptance is suspended. Notify the supplier's representative about the identified discrepancy in the quality of goods within 24 hours

The supplier's representative must appear:

same-name supplier - the next day after receiving the call;

out-of-town supplier - within 3 days, not counting travel time.

The supplier's representative must have a certificate confirming his authority to participate in determining the quality of goods received by the recipient.

If the supplier's representative fails to appear, the quality of the goods is checked with the participation of:

an expert from the examination department of the commercial and industrial board;

competent representatives of another organization related to the relevant manufacturing industry;

a competent representative of this organization from among the persons approved by the decision of the trade union committee;

unilateral by the recipient enterprise (if the manufacturer has given consent).

The certificate is issued only for the right to participate in the acceptance of a specific batch of goods.

A bilateral certificate of acceptance of goods for quality is drawn up. It provides precise information about the detected defects, gives their characteristics, and lists the reasons for which the product was relegated to a lower grade or rejected. If a product is relegated to a lower grade, it will be relabeled. The defective goods are accepted for safekeeping, after which the supplier is notified and a safe receipt is sent to him.

The one-city supplier must dispose of the rejected goods within 5 days;

If the supplier does not dispose of the goods within these terms, the recipient has the right to dispose of them himself.

Reports drawn up based on the results of acceptance of goods indicating discrepancies in the quantity or quality of goods received serve as the basis for filing a claim with the supplier.

2.2 Technology for placing, stacking and storing goods

Correct placement and stacking of goods in the warehouse of the LLC M. Video Management LLC is an indispensable condition for the rational organization of the warehouse technological process. With a wide range of goods stored in the warehouse, thoughtful placement and stacking of them allows you to create proper storage conditions, reduce losses, and increase efficiency of use warehouse space.

A rational placement system allows you to: quickly find the right product; keep accurate records of its availability, receipts and expenditures; ensures the preservation of the quality of goods.

For the rational placement and storage of goods at the M. Video Management LLC enterprise, economic and technologically justified schemes for placing goods in warehouses are drawn up. In these schemes, permanent storage locations are assigned to goods of certain groups, subgroups and names. Each storage location is assigned a code or index. Electronic computer technology is used to enter the codes of goods storage locations into computer memory, the necessary elements of an automated system for searching, moving and stowing goods.

In warehouses and in the hall of product samples, a diagram of the placement of goods on racks (in time sheets) with their codes is posted.

In the event that the receipt of goods exceeds the maximum inventory, for which permanent storage places are designed, incoming goods are placed in reserve storage places or in those assigned to other goods, but temporarily free.

The efficiency of storing goods depends on the choice of storage method. At the warehouse of M. Video Management LLC, racking is used.

When storing goods for storage, you must adhere to the following basic requirements:

homogeneous goods must be placed in racks on both sides of the same aisle;

When stacking goods manually, they should be placed vertically in the cells of the racks so that they are located in one or more adjacent sections;

the upper tiers of the racks should contain goods released from the warehouse in large quantities;

containers must be stacked with the markings facing outwards.

To create the correct storage regime, you need to know the main reasons leading to deterioration in the quality of goods and eliminate them. These reasons are:

physical and chemical processes that occur in goods under the influence of environment;

biological processes associated with the development of microflora;

damage to goods by insects, rodents and other pests;

mechanical damage, etc.

Temperature and air humidity have the most active influence on the quality of stored goods at M. Video Management LLC. Temperature regulation air environment carried out using heating and ventilation. Natural ventilation occurs through windows, doors and ventilation ducts. Artificial - mechanically supplying and removing air.

Invalid (activated) commodity losses ( damage, breakage, scrap, etc.) arise due to unsatisfactory storage conditions or improper handling of goods. In warehouses where operations for the acceptance, storage and release of goods are carried out rationally, their losses are reduced to a minimum.

2.3 Technology for releasing goods from warehouses

Vacation goods- the final stage of the warehouse technological process is the most labor-intensive operation of the trade and technical process.

The vacation operation at M. Video Management LLC begins from the moment selection goods representatives of the buyer in person or upon their written or telephone orders in the sample room.

For the selection of goods in warehouses, special zones are allocated, taking into account the volume of selection of goods and the quality of simultaneously completed batches of goods.

After receiving the sample order (selection sheet) or invoice issued in the warehouse at the warehouse, warehouse workers select and package the goods.

The selection of goods from storage areas can be carried out by mechanized or automated, partially mechanized or automated and manual methods. The most effective are mechanized or automated methods of selection, in which the cargo on a pallet is removed from the place of stowage and, in the form of a whole transport unit, is delivered to the places (zone) of preparation or release, or directly to the dispatch expedition.

In the company "M. Video Management" LLC, the most advanced is the selection of goods from the cells of the racks using special selection machines (stacker-selectors) moving between the aisles of the racks.

Selected goods from storage areas are delivered to the warehouse preparation area for goods release (acquisition area). Acquisition consists in selecting the required range of goods ordered by customers. An important operation in warehouses is packaging.

Transported goods using electric forklifts, battery-powered carts or other vehicles depending on the specific conditions of the warehouse.

2.4 Organization of labor and management of technological processes in the warehouse

The most important area of rational organization of labor in the warehouse at M. Video Management LLC is:

development of rational forms of division and cooperation of labor;

organization and maintenance of workplaces;

studying the dissemination of advanced techniques and labor methods in warehouse operations.

improving labor standards;

creating favorable working conditions;

labor protection and safety requirements;

training and advanced training of personnel.

The division of labor involves the differentiation of the activities of workers in the process of joint labor. The main directions of the division of labor are: functional (for selectors, sorters, pickers, support staff, etc.), product-industry division and qualification.

The division of labor in a warehouse makes it possible to ensure the correct placement of workers in accordance with their classification, determine the required number of individual categories of workers, and also establish clear responsibility for each employee for the assigned work.

A consequence of the division of labor is the need for its cooperation. The main forms of cooperation among warehouse workers are specialized and complex teams. Depending on the nature of the work, they can be shift or through.

A specialized team is an association of workers of the same profession and specialty (loaders, selectors, pickers, etc.).

Complex teams are formed from workers of various professions and specialties. When creating complex teams, the possibility of interchangeability of team members and compatibility of professions is created.

Cross-cutting teams are a form of inter-shift labor cooperation.

One of the important areas of organizing the work of warehouse workers is the rational organization of their jobs.

The labor efficiency of warehouse workers depends on the degree of equipment of workplaces necessary equipment, equipment, creation of working conditions safe for human health. In addition, workplace maintenance involves providing workers with the necessary information, clear organization of business maintenance, and modern repair of equipment and technical means.

One of the conditions for the rational organization of labor of warehouse workers is the operational planning of the warehouse.

For work performed manually, technical production standards can be determined on the basis of a photograph of the working day and a time-keeping study of the working time spent by workers on performing individual operations or a certain amount of work.

Labor standards in warehouses are expressed in the establishment of standards for time, output, number and structure of warehouse workers.

One of the areas of rational labor organization is the creation of favorable working conditions that contribute to increasing labor productivity, maintaining the health and working capacity of workers. Certain requirements are imposed on heating, lighting of premises, the presence and arrangement of rest rooms.

Improving working conditions is facilitated by measures on labor protection and safety requirements, which provide for compliance with maximum standards for carrying loads, regulation of the use of women and teenagers in loading and unloading operations, etc. The design of the building must meet labor protection requirements. To comply with labor safety requirements, warehouse workers are given instructions and take appropriate credits.

Rational organization of labor provides for constant improvement of work with personnel regarding the selection and placement of employees, increasing their classification.

The technology for performing warehouse operations should ensure high efficiency of warehouse operations and rhythm of work on the acceptance and release of goods. In this regard, the development of rational technology for performing warehouse operations, the improvement of which consists in the constant search for better forms and methods of their organization and management, is of particular importance.

Technological schedules reflect the execution of warehouse operations over time (per shift, day, hour). To effectively use lifting and transport equipment and avoid downtime, it is necessary to develop operating schedules for loading and unloading mechanisms during the work shift.

The company M. Video Management LLC uses a network model - this is a graphical representation of warehouse operations that consistently displays the alternation of the chain of work and operations of the overall technological process.

A network model with deadlines for the execution of technological process operations is a network diagram.

Network models and graphs can significantly increase the efficiency of warehouse technological process management due to:

eliminating duplication of operations;

elimination of non-production operations based on their combination and rationalization;

determining where manual labor costs are concentrated in order to find needs and ways to reduce or completely eliminate them;

reducing the time and duration of individual technological operations based on the rational choice of effective means of labor and taking into account the workload and specialization of performers.

Rational organization of management of loading and unloading operations and transport operations is one of the conditions for increasing the efficiency of the technological process in warehouses.

The management of these operations is aimed at reducing the duration of the technological process, projects of lifting and transport mechanisms, and ensuring the rhythmic operation of warehouses.

The placement of goods in a warehouse is carried out on the basis of assigning permanent storage places to each product and free (variable) storage places. Securing permanent storage locations allows you to reduce transportation costs and quickly place a newly arrived batch of goods. In the presence of an automated control system, optimal conditions are created for placing goods in storage, searching for them when selecting according to customer orders, and completing shipments of goods.

Storage management pursues the goal of quantitative and qualitative safety of goods, efficient use of warehouse space and containers, as well as creating conditions for the rational implementation of all operations of the technological process.

Commodity flow management includes the development of rational routes for the movement of goods during receipt, selection and release to customers. Pashkov A.K. Warehousing and warehouse work. M.: ICC "Akademkniga", 2003. 367 p.

3. Recommendation for improving the efficiency of the enterprise LLC "M. Video Management"

With regard to assessing the rationality of organizing warehousing at M. Video Management LLC, we can talk about certain successes of this organization. In my opinion, the enterprise in question has found the optimal method for organizing warehousing. But in order to achieve the most efficient operation of a warehouse, it is necessary to pay attention to the optimal placement of inventories It is extremely important to use convenient racks that will reduce the labor intensity of unloading and loading operations, as well as to place raw materials, materials, and finished products in the most appropriate way. When choosing racks, you must be guided by the convenience of their dimensions and ease of maintenance. The ideal option is multi-story racks that take up little space. space, but provide a lot of area for placing cargo. The most optimal choice of material is metal. Metal racks can withstand heavy loads, they have the highest degree of strength and durability.

It is extremely important to properly place stored materials in the room. Racks with raw materials that are used on a daily basis should be located closest to the exit. The most popular supplies should be within walking distance from the entrance. If you place them at the far wall of a huge warehouse complex, then the loaders will have to do a lot of extra work.

Also, not many organizations in the current economic situation can afford to build a new building for a warehouse. It is much simpler and cheaper to try to achieve more from the existing warehouse. Companies trying to use every millimeter of unoccupied space often consider the option of using carousel or elevator storage systems Kardex Remstar Kardex Remstar - (Switzerland) - a leader in the production and implementation of automated warehousing, selection and packaging systems for small and medium-sized cargo of any type: components , spare parts, tools, electronic components, spare parts, documents, etc.: with their help, high storage density is achieved and up to 85% of room space can be saved.

Optimize And automate

Trend in organization work warehouse farms today is about optimizing their activities. The most important component of increasing the efficiency of a warehouse is improving current business processes, their optimization, and, if necessary, reorganizing existing structures and automation. Warehousing automation means a set of interconnected and coordinated processes, methods and means that ensure storage, movement of inventories and comprehensive accounting of inventory items. Automated control of technological processes in modern warehousing allows enterprise managers to receive timely information about the state of affairs and, if necessary, promptly adjust its work.

Automation warehouse farms includes complex such events, How:

equipping the warehouse with the necessary technical means;

development and implementation of a comprehensive information system that automates warehouse activities;

changing the organization of warehouse work in accordance with new requirements (allows you to reduce the duration and labor intensity of loading operations, increase the efficiency of accounting and the safety of cargo during transportation);

training.

Automation of warehousing also implies the automatic issuance of the necessary documents reflecting the movement of goods (waybills, invoices, invoices, write-off statements, etc.), support of operations on the arrival of goods, internal movements from warehouse to warehouse, issuance to departments and employees, returns from departments and employees, write-offs from warehouses, etc.

Labour Organization

1. Appoint an effective manager. It must meet the following requirements:

work experience, knowledge of the nuances of warehouse logistics;
Confident user of PCs and process automation software;
knowledge of all processes.

It’s good if such an effective manager can be “grown” independently from his employees. Isn't there such a possibility? Start your search on the side.

2. Monitor staffing levels. Do not exceed it unless absolutely necessary, but also do not go beyond the standardization of working hours for employees in accordance with current legislation.

3. When developing norms and local legal acts, be guided by the legislation: Labor Code, Sanpin regulations, current inter-industry norms and rules, federal laws, recommendations of various departments. Conduct workplace certification.

4. Develop a clear organizational structure for personnel. Over time, it can be modernized and new structural units or staff units introduced.

5. Regulate the work process so that staff have clear instructions for action. Develop and implement:

Regulations on the warehouse (this will be your basis - the Constitution of the warehouse);
regulations describing point-by-point the processes of acceptance, movement, storage, release, return, packaging, write-off;
For each process, draw up a technological diagram;
job and work instructions;
instructions on labor protection, fire and electrical safety.

Monitor the validity period of the developed documentation.

6. Maintain the separation of labor and technological resources. They should be distributed evenly. A situation where one part of the warehouse is idle, and the second is working hard, is unacceptable!

7. Transfer workers to piecework-bonus payment.

8. Calculate salaries based on performance indicators (KPI). Take into account no more than 10 indicators, otherwise taking them into account will lead to even greater costs. You can limit yourself to taking into account the following indicators:

Volume of products shipped;
- speed of shipment;
- quality indicators (absence of fights, defects, accuracy of design).

9. Organize workplaces, equip them with everything necessary to perform job duties. Place the offices of immediate managers as close as possible to the work areas of subordinates.

10. Monitor the labor market in the field of warehouse logistics, track employment levels and changes in salaries.

Unloading and receiving

11. Before you start unloading the vehicle, you must check the seal numbers with those indicated in the accompanying documents. Check their integrity and correct sealing. Inspect the vehicle for any malfunctions (rupture of the awning, broken lacing).

12. Develop regulations that determine the procedure for unloading vehicles if they arrive at the same time. Make the decision on priority based on the specifics of the arrived products and their quantity. First of all, it is advisable to unload items that will not be stored, but will go straight to packaging and shipping to the customer.

13. Unloading should be carried out rationally in accordance with the developed technological schemes. It is advisable to carry out unloading while simultaneously entering the goods into the register and controlling quantity and quality.

14. Only one type of product can be placed on a pallet. Avoid mixing and re-grading. You can set a rule that different items can be stored on one pallet, but only if they are sent to the same zone. Place packages so that labels are easy to read.

15. Pallets (pallets, stacks) used for storage must be stable, in good condition, and ensure the integrity of the goods during movement. To preserve the product, it is necessary to “palletize” it - wrap the top 2-3 rows with several layers of stretch film.

16. Unloading should be carried out as quickly as possible by the best workers.

17. Unload and accept for storage on the day of arrival.

18. Check compliance with the quantity specified in the technical specification by:

partial or full weighing;
recalculation of units in packaging;
recalculation of the number of packages.

Be sure to open all suspicious or damaged packages to check the safety of the contents.

19. An effective method to increase the speed of unloading and registration is to assign certain categories to suppliers: “super reliable”, “reliable”, “requiring verification”, etc. There is no need to check cargo from a highly reliable supplier. A “reliable” supplier needs to check no more than 30% of the supply volume. Cargo from a supplier that “requires inspection” is checked thoroughly.

20. In case of detection of shortages, surpluses, mismatches, defects and other claims, draw up a report. You can use the unified form TORG-2, developed by Goskomstat, but it is very cumbersome. The law allows you to use your own approved form of the act.

Storage

21. Each product category must have its own zone. And separate or so-called “virtual” warehouses should be created. For example, a warehouse “in the long-term storage area” or a warehouse “in the awaiting shipment area.” This way you will always know how goods are moving within the “physical” (main) warehouse.

22. Inside the designated area there must be a designated place (box, shelf, pallet, rack) for a specific item.

23. Frequently in demand goods should be easily accessible. Such items should be placed as close to the shipping area as possible. To determine demand, use ABC analysis or a special percentage of circulation method.

24. Sometimes the “rule of demand” has exceptions: large-sized goods, regardless of demand, are better stored nearby near the shipping area. It is advisable to store products of great value in the back of the room.

25. Determine product categories for statistical storage - in allocated places, and for dynamic storage - located in free places at the time of its arrival. Appoint employees responsible for organizing accommodation.

26. You cannot store goods on the floor! Use pallets of the same standard 800x1200, 1000x1200 or any other size.

27. Hand over the goods for storage as carefully as possible. Inspect it daily for integrity.

28. Enter the “3 steps” rule for a quick search: Step 1 - sort the products into groups. The staff will remember where this group is stored.

29. 2nd step - address storage (product in quantity “x” is stored in department “A”, on rack “B”, on shelf “1”, in cell “11”). Enter the information into the accounting system. Make shortcuts different colors. The color will aid in identification.

30. 3rd step - implementation of an automated accounting system, use of bar codes, bar codes, digital codes, electronic tags. This method helps to set up work quickly and efficiently, but has disadvantages:

high price;
strict regulation of all actions;
zoned storage only;
availability of good software;
It is necessary to train personnel to work with the system.

Picking and shipment

31. Never release cargo without accompanying documents. ECAM allows you to generate waybills, invoices, TORG-12 and many other documents.

32. Develop picking routes, set deadlines for preparing accompanying documents.

33. Set the time for receiving applications from clients: for example, applications submitted after 16:00 are processed the next day, applications submitted before 12:00 are processed on the same day after 15:00, etc. Appoint an official who will be authorized to make decisions on changes to the picking time regulations.

34. Determine priority items for shipment. This:

orders that will be delivered to the client earlier;
orders for the last unloading point of the carrier vehicle.

35. It is reasonable to use a combination of two configuration methods:

individual, when the required amount of goods for one order is withdrawn from departments;
complex, when a product that is present in several orders is withdrawn.

Designate an employee who will decide on the picking method.

36. Place the assembled goods in a container, place it on a separate pallet, and wrap it with film. Label with the customer's name and delivery address.

37. Create a “Picking Log”, where each employee responsible for order picking will sign.

38. Inspect the vehicle for suitability for the load being transported. Do not ship to inappropriate vehicles.

39. Do not exceed the permitted carrying capacity of the vehicle or axle load.

40. Avoid bulk loading or placing heavy goods on top of light ones. If the product is damaged during shipment, replace it immediately - a return from the client is inevitable, but will cost more. Upon completion of loading, we seal the vehicle in accordance with the established regulations.

Warehouse zoning

41. Determine what rooms you need based on the picture:

42. Divide the entire area of the room into zones.

34. The area of each zone must be used with maximum benefit, then it may turn out that part of the premises can be rented out.

44. Do not allow the storage area to spread to other departments.

45. Use a scientific approach to calculate the required area for each zone. The calculation is based on cargo turnover and inventory turnover indicators.

46. Create a “rejection” zone and place products there that do not meet the established requirements. It is advisable to clearly fence it off.

47. Let the manager submit a monthly report on products in the “reject” zone, proposing solutions for its further use.

48. Take measures to reduce the number of defects:

price drop;
bonuses for sales managers;
promotions, sales;
return to manufacturer;
repair, restoration;
selling to your employees;
charity events;
disposal.

49. The presence of passages and passages inside the warehouse is mandatory!

50. Administrative and utility premises must be in sufficient quantity: toilets, showers, locker rooms, rest rooms. The optimal norm is 3 sq. meters for 1 person.

Order in the warehouse

51. Even if there is a significant lack of space, leave passages along the walls of at least 50 cm, this will make it possible to walk around the perimeter of the warehouse for inspection and during cleaning.

52. If there is not enough space, then consider the possibility of additional shelves on the racks, or adding mezzanines on top. Or maybe you can reduce the space between the shelves?

53. Do not store extraneous items in the warehouse.

54. Use a modern lighting system. Paint the ceiling a light color - this increases the luminous flux.

55. Create a lighting system that will illuminate only those parts that need to be illuminated in this moment. This will significantly reduce energy costs.

56. Use the principles of ergonomics: light-colored walls and ceilings will visually increase the space. Use bright colors to highlight hazardous areas.

57. Apply markings on the floor for the movement of equipment. Mark its parking spots.

58. Equip the warehouse with warning signs and information boards. Be sure to hang a sign with safety information.

59. Keep it clean. Carry out systematic cleaning and deratization. Make sure all systems are in good working order: sewerage, ventilation, air conditioning.

60. Please note that your warehouse will be known far beyond your region - carriers willingly share information about working conditions.

Warehouse equipment

61. Loading and unloading equipment is very expensive. It is better to calculate the required quantity using the well-known Gadzhinsky method. It is important to correctly calculate the stock indicator: when a certain number of carts during unloading can be supplemented with idle ones from a neighboring department.

62. Each piece of equipment must be assigned to a specific person - individual responsibility increases its service life many times over.

63. The technical department should have everything necessary for maintenance: brushes, rags, a vacuum cleaner, buckets. Lubrication and maintenance materials should also be available and located in the technical department.

64. Please note that employees working with complex equipment are required to undergo training. To conduct training, you must enter into a contract with the training organization.

65. Has the warranty period expired? Carry out an inspection on the basis of which you can decide on the advisability of further use, sale, or purchase of new equipment.

66. Try to purchase from one manufacturer. Spare parts from decommissioned equipment are suitable for repair.

67. The entry of equipment into a carriage or vehicle body is justified. Use overpasses and control bridges for this.

68. When choosing a manufacturer, consider:

cost, payment terms;
lifetime;
reviews from other buyers;
specifications;
How is service organized?

69. On a level floor, use wheels with a polyurethane coating. For uneven earthen or asphalt floors, use rubber wheels or nylon rollers.

70. Buy 80% hydraulic trolleys with two rollers - to work along the entire length of the pallet. 20% of trolleys with one roller - for working with a pallet from the side, is quite enough.

Cost reduction, optimal budgeting

71. Manage the cost of operations, which is calculated as the dependence of processing costs on cargo turnover over a period of time. Cost data will allow you to see ways to optimize technological processes.

72. Make the cost indicator the main motivation of management personnel: the lower it is, the more bonuses.

73. If possible, determine the cost of each operation - this will help to identify and eliminate unnecessary ones that are not profitable.

74. To reduce costs, implement IT technologies and lean principles.

75. Reduce the number of manual operations involved in moving loads to the minimum possible. Labor productivity will increase - costs will decrease.

76. Increase the level of staff training. Create a flexible motivation system.

77. Approve standards for consumables. Review them periodically.

78. Make a budget in advance - this will allow you to spend money efficiently.

79. Give the manager some financial independence: let him decide on the priority of payments.

80. Remember! The warehouse doesn't spend money, it earns it! There are many ways:

Safety of material assets

81. Conclude a liability agreement with each employee.

82. Demand that staff strictly adhere to established rules, norms, and regulations.

83. Do not allow a “peak” load on the warehouse, this leads to different results on fact and documentation.

84. Employees should know that losses are covered from the company’s net profit.

85. Do not punish anyone financially without establishing the reasons and conditions for the shortage (damage to products).

86. Eliminate the possibility of theft of goods or the presence of strangers.

87. Special control is required in shipping areas - this is where 90% of thefts occur.

88. Pay staff salaries on time.

89. Periodically check employees for alcohol intoxication and drug addiction.

90. Use modern security systems or at least dummies of them.

Inventory

91. Regulate the inventory procedure. Clearly define goals and deadlines. Inventory purposes can be:

identifying discrepancies between documentary and factual data;
increasing the efficiency of inventory management;
increasing the level of service and more.

92. The inventory is announced by order, which determines the date of the event, the composition of the commission, goals, and participants.

93. Before the procedure, stop the movement of products inside and outside the warehouse.

94. Instruct workers to prepare the warehouse for the event.

95. The most competent warehouse workers should take part in the inventory.

96. Carry out a complete inventory once a year, periodic - monthly or weekly. Analyze data from previous inspections.

97. Occasionally conduct unscheduled inventories to check the manager’s effectiveness.

98. Use different methods: by geography, manufacturer, product group, etc.

99. Removing leftovers is the task of responsible people! Get this done.

100. The results of the inventory are documented in an act, signed by all financially responsible employees.

Warehouse Logistics - a complex system, playing a critical role in the supply chain. This area is multifaceted and diverse; there is always room for improvement, efficiency and profitability.

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Privacy agreement

and processing of personal data

1. General Provisions

1.1. This agreement on confidentiality and processing of personal data (hereinafter referred to as the Agreement) was accepted freely and of its own free will, and applies to all information that Insales Rus LLC and/or its affiliates, including all persons included in the same group with LLC "Insails Rus" (including LLC "EKAM Service") can obtain information about the User while using any of the sites, services, services, computer programs, products or services of LLC "Insails Rus" (hereinafter referred to as the Services) and in during the execution of Insales Rus LLC any agreements and contracts with the User. The User's consent to the Agreement, expressed by him within the framework of relations with one of the listed persons, applies to all other listed persons.

1.2.Use of the Services means the User agrees with this Agreement and the terms and conditions specified therein; in case of disagreement with these terms, the User must refrain from using the Services.

"Insales"- Limited Liability Company "Insails Rus", OGRN 1117746506514, INN 7714843760, KPP 771401001, registered at the address: 125319, Moscow, Akademika Ilyushina St., 4, building 1, office 11 (hereinafter referred to as "Insails" ), on the one hand, and

"User" -

or an individual who has legal capacity and is recognized as a participant in civil legal relations in accordance with the legislation of the Russian Federation;

or a legal entity registered in accordance with the laws of the state of which such person is a resident;

or an individual entrepreneur registered in accordance with the laws of the state of which such a person is a resident;

which has accepted the terms of this Agreement.

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1.5. The purpose of this Agreement is to protect confidential information that the Parties will exchange during negotiations, concluding contracts and fulfilling obligations, as well as any other interaction (including, but not limited to, consulting, requesting and providing information, and performing other instructions).

2. Responsibilities of the Parties

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2.2.Each Party will take all necessary measures to protect confidential information using at least the same measures that the Party uses to protect its own confidential information. Access to confidential information is provided only to those employees of each Party who reasonably need it to perform their official duties under this Agreement.

2.3. The obligation to keep confidential information secret is valid within the validity period of this Agreement, the license agreement for computer programs dated December 1, 2016, the agreement to join the license agreement for computer programs, agency and other agreements and for five years after termination their actions, unless otherwise separately agreed by the Parties.

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(c) if the information provided is lawfully received from a third party without an obligation to keep it secret until it is provided by one of the Parties;

(d) if the information is provided at the written request of a government authority, other government agency, or local government body in order to perform their functions and its disclosure to these bodies is mandatory for the Party. In this case, the Party must immediately notify the other Party of the received request;

(e) if the information is provided to a third party with the consent of the Party about which the information is transferred.

2.5.Insales does not verify the accuracy of the information provided by the User and does not have the ability to assess his legal capacity.

2.6. The information that the User provides to Insales when registering in the Services is not personal data, as defined in Federal Law of the Russian Federation No. 152-FZ of July 27, 2006. “About personal data.”

2.7.Insales has the right to make changes to this Agreement. When changes are made to the current edition, the date of the last update is indicated. The new version of the Agreement comes into force from the moment it is posted, unless otherwise provided by the new version of the Agreement.

2.8. By accepting this Agreement, the User understands and agrees that Insales may send the User personalized messages and information (including, but not limited to) to improve the quality of the Services, to develop new products, to create and send personal offers to the User, to inform the User about changes in Tariff plans and updates, to send the User marketing materials on the subject of the Services, to protect the Services and Users and for other purposes.

The user has the right to refuse to receive the above information by notifying in writing to the email address Insales -.

2.9. By accepting this Agreement, the User understands and agrees that Insales Services may use cookies, counters, and other technologies to ensure the functionality of the Services in general or their individual functions in particular, and the User has no claims against Insales in connection with this.

2.10. The user understands that the equipment and software used by him to visit sites on the Internet may have the function of prohibiting operations with cookies (for any sites or for certain sites), as well as deleting previously received cookies.

Insales has the right to establish that the provision of a certain Service is possible only on the condition that the acceptance and receipt of cookies is permitted by the User.

2.11. The user is independently responsible for the security of the means he has chosen to access his account, and also independently ensures their confidentiality. The User is solely responsible for all actions (as well as their consequences) within or using the Services under the User’s account, including cases of voluntary transfer by the User of data to access the User’s account to third parties under any conditions (including under contracts or agreements) . In this case, all actions within or using the Services under the User’s account are considered to be carried out by the User himself, except in cases where the User notified Insales of unauthorized access to the Services using the User’s account and/or of any violation (suspicion of violation) of the confidentiality of his means of accessing your account.

2.12. The User is obliged to immediately notify Insales of any case of unauthorized (not authorized by the User) access to the Services using the User’s account and/or of any violation (suspicion of violation) of the confidentiality of their means of access to the account. For security purposes, the User is obliged to independently safely shut down work under his account at the end of each session of working with the Services. Insales is not responsible for possible loss or damage to data, as well as other consequences of any nature that may occur due to the User’s violation of the provisions of this part of the Agreement.

3. Responsibility of the Parties

3.1. The Party that has violated the obligations stipulated by the Agreement regarding the protection of confidential information transferred under the Agreement is obliged, at the request of the injured Party, to compensate for the actual damage caused by such violation of the terms of the Agreement in accordance with the current legislation of the Russian Federation.

3.2. Compensation for damage does not terminate the obligations of the violating Party to properly fulfill its obligations under the Agreement.

4.Other provisions

4.1. All notices, requests, demands and other correspondence under this Agreement, including those including confidential information, must be in writing and delivered personally or through a courier, or sent to e-mail to the addresses specified in the license agreement for computer programs dated December 1, 2016, the accession agreement to the license agreement for computer programs and in this Agreement or other addresses that may subsequently be specified in writing by the Party.

4.2. If one or more provisions (conditions) of this Agreement are or become invalid, then this cannot serve as a reason for termination of the other provisions (conditions).

4.3. This Agreement and the relationship between the User and Insales arising in connection with the application of the Agreement are subject to the law of the Russian Federation.

4.3. The User has the right to send all suggestions or questions regarding this Agreement to the Insales User Support Service or to the postal address: 107078, Moscow, st. Novoryazanskaya, 18, building 11-12 BC “Stendhal” LLC “Insales Rus”.

Publication date: 12/01/2016

Full name in Russian:

Limited Liability Company "Insales Rus"

Abbreviated name in Russian:

LLC "Insales Rus"

Name in English:

InSales Rus Limited Liability Company (InSales Rus LLC)

Legal address:

125319, Moscow, st. Akademika Ilyushina, 4, building 1, office 11

Mailing address:

107078, Moscow, st. Novoryazanskaya, 18, building 11-12, BC “Stendhal”

INN: 7714843760 Checkpoint: 771401001

Bank details:

Owners of manufacturing and trading companies do not need to explain why a warehouse is needed and what strategic function it performs. However, many beginning entrepreneurs who want to get maximum profit from their activities and recoup investments in a developing business as early as possible neglect the need to rent premises for storing products.

This is partly due to the fact that the cost of renting non-residential space still remains at a fairly high level, despite the fact that the economic crisis has “decimated” a considerable part of potential clients who are forced to close their businesses.

Today we will talk to you about how to organize the work of a warehouse “from scratch”, we will give several “reinforced concrete” arguments in favor of its necessity, and we will also think about how and what you can save on by organizing its work.

Everything seems to be clear. Then go ahead!

Classification

In order to choose the right strategy for arranging a warehouse space, you need to have a clear idea of what function it will perform for you, both for the owner and for your potential buyers. All warehouses can be divided into three categories:

Administrative household. Such premises, as a rule, serve for storing equipment, food products for internal use, medicines, household chemicals and other products not intended for sale. It happens that the “administrative and household department” is formed within the confines of a utility room, let’s say, in order to save money. Current legislation regulating this issue does not prohibit this;

Technological. These warehouses represent a kind of “transshipment point” for products that you are going to produce yourself or import from its manufacturer. The speed of shipment of goods will largely depend on the operation of such a warehouse, because Today, quite a lot of software has been created for these needs, designed to create comfortable conditions for accounting for inventory items. Here's a good example! Check out the tariffs and ;

Ancillary. The name of this type of warehouse speaks for itself. Some particularly economical entrepreneurs manage to combine all three types of warehouses within one area, but doing this is not entirely correct. In our case, if we are talking about a “back room”, then it is better to organize it within the office. It will be cheaper and won’t interfere with work either.

As you can see, the general concept of “warehouse” has a fairly broad paradigm of meaning. In many ways, it is a clear understanding of the purposes for which the premises will be used in the future that determines the future success of this enterprise.

Where to begin?

Once you have decided on the purpose of the future warehouse, it’s time to start looking for suitable space. It just so happens that most of the premises designed for these needs are located in industrial zones of cities.

This was partly facilitated by privatization, when fairly “solvent” gentlemen simply bought out entire buildings from dilapidated factories and subsequently began leasing out space. You need to be prepared for the fact that the location of the warehouse too far from your office may create some discomfort in interacting with future employees in this area.

In any case, remote warehouses have one advantage - rental costs can be significantly lower (generally high) than in areas located closer to the city center.

To find the right place, you can use two well-known methods:

Search for information on the Internet. Here you can count on a fairly wide range of offers;

Drive around the city and pay attention to the signs. As a rule, in especially “hot” places they are posted even with the rental price per 1 m 2 indicated;

Find out from friends. It is quite possible that they themselves were looking for the right premises not long ago;

Choose a location close to future customers (you probably already know exactly who you will sell your products to).

Regardless of where the warehouse will be located and what the owner will charge for rent, it is important to take into account its future “decoration”. On the Internet you can find a huge number of standard layouts, one of which can be applied to your area. The image above shows a standard plan designed for responsible storage of products - just our case!

What's next?

After the lease agreement is signed, it is necessary to begin arranging the premises. But before that, it is important to carefully read the contract and check with the owner who will pay for utilities. that this particular issue becomes a stumbling block in rental issues. You should be more careful here.

However, let’s assume that all the ambiguous aspects of cooperation have been resolved, and now you need to organize the direct work of the warehouse. Depending on how adapted the room is to this, the order of further actions will depend.

There is enough a large number of offers on the market where ready-made warehouses with racks, pallets, forklift services, jacks, etc. are rented. If this is not your case, then you will have to rent equipment and furniture (the Internet will help), and this is an additional expense. In any case, this makes it possible to organize the space exactly as you wish. At this stage you will need to do at least a few things:

Agree with workers to perform “rough” work (arrange shelving, make partitions, clean the area, etc.);

Find people from among warehouse workers (preferably with good work experience), estimate what the number of personnel should be;

If you have your own freight transport, you will need a driver and a forwarder;

Get . It should be inexpensive.

The diagram shows the well-functioning work of warehouse personnel

Attention to employees

The people you work with will be especially important. Their diligence, responsibility and basic decency will determine how correctly the warehouse will be filled, how quickly the products will be shipped, and whether or not problems with damage or theft of products will arise.

One of our previous articles is about how accounting writes off damaged or stolen goods from the organization’s balance sheet. Be sure to read it, but we hope that you still won’t need it.

You can and should entrust the selection of personnel to a recruitment agency if you do not feel confident in your “recruiting” abilities. Their specialists, as a rule, are well versed in the specifics of this work, they know how to identify potential thieves and slackers, thanks to which the candidates who have passed the selection will be practically ready to work for you. Here we should not forget about labor protection. How well are you familiar with the legislation in this area? Be sure to check it out.

Among other things, you will need to resolve issues with overalls, staffing, internal daily routine, place to relax and much more, which is to some extent different from “office” work. Do not forget that in the Russian climate, staff will need to be provided with free tea and cookies. If in the office this is more of a “fad”, then in the warehouse it is already an urgent need.

About work control

"Trust but check"– the only correct approach to working with warehouse personnel. This does not mean at all that you need to come to the warehouse every day, sit somewhere in the corner and vigilantly watch how others do their work. It is quite enough to periodically go into and observe how much product is left in the warehouse, what shipments are taking place, how soon the storekeepers “release” arriving cars, etc. The current development of programs allows you to do this not even from the workplace, but, for example, from a phone, laptop or tablet. The “” service largely favors this.

conclusions

Based on all of the above, we can conclude that organizing the work of a warehouse is a rather labor-intensive, but quite feasible process, where a lot depends on the approach to the matter, on the available resources, as well as on the kind of team that will surround you. Whether to work with like-minded people or with simple “mercenaries” is up to you to decide. We hope that the material we offer will help you develop your business!

We wish you good luck and see you soon!

From the moment society recognized the effective and profitable rationalization of management, the previous stage in the development of capitalism ended. The era of undivided dominance of capitalist owners has been replaced by the era of managers - managers who are ready to act in the interests of production and bear responsibility for their decisions and risk-taking. IN Russian Empire conditions for the emergence scientific organization there was no labor, since the consequences of the scientific and technological breakthrough that took place under Alexander III were forgotten during the reign of Nicholas II, when industry and agriculture fell into decay. The situation changed only at the end of the 1920s, when political factors forced the authorities to widely introduce certain principles of rational management in production.

The term “scientific organization of labor” began to be widely used in Soviet economic literature from about the mid-1970s, at about the same time a keen interest in the world experience of personnel management arose in the country. The next leap in the accumulation of knowledge in the field of production management occurred at the turn of the 1980-1990s. However, both of these milestones in the development of scientific and technical knowledge in Russia and the USSR were not of fundamental importance, since they represented the accumulation of knowledge without its processing and consistent implementation in life. Western borrowings and domestic innovations amounted to blind, thoughtless imitation, which inevitably turned out to be ineffective and unadapted.

The first qualitative changes began to be observed after 2000, which is associated with the relatively greater stability of the economy, as well as - and this is a prevailing factor! – with the emergence of advanced business traditions and the formation of a national business environment. Modern management in the Russian warehouse industry does not need meaningless imitations, but economically sound recommendations, a creative interpretation of world and Soviet experience.

The essence of NOT. Primary NOT system, in phase Taylorism, boiled down to determining optimal labor techniques with their development to automatism by detailed analysis labor operations (identifying awkward, unnecessary and effective body movements). The result of Taylorism is strict regulation of the work cycle with optimal alternation of work and rest.

Today the situation is fundamentally different. The scientific organization of labor in warehousing in its current understanding should be called a complex of organizational, economic, technical, social and some other measures that make it possible to integrate the available human, financial and technical resources as fully and profitably as possible into a single transport and warehouse process. Moreover, such benefits are expressed in: (1) savings in primary monetary and resource investments; (2) saving working time; (3) increasing labor productivity; (4) a steady increase in the share of the warehouse as a structural unit in the company’s increasing profits.

The last statement deserves special attention. The warehouse does not directly generate profit, but the productivity of warehouse personnel affects the overall financial result of the company. A warehouse is not just a place where various things that have become temporarily unnecessary lie motionless, but an important division of the company, as we have seen, which in the process of its operation makes a significant contribution to changes in the company’s income. Therefore, by skillfully applying HOT in the warehouse, it is possible to achieve a sustainable increase in profits.

Economic objectives of NOT. Taking into account the above, we can formulate the economic tasks of the scientific organization of labor in a warehouse. These tasks, taken together, are to bring organizational forms and working conditions into line with modern technology. Specifically they include:

1) rational use of labor, material and financial resources with a steady increase in labor productivity;

2) correct selection and placement of personnel, and, if necessary, advanced training of employees;

3) strict discipline and control in warehouse management;

4) material and other interest in production based on wage differentiation depending on labor productivity, etc.

The methodology for solving these problems should be focused on ultimately achieving the main goal of warehousing: preventing losses and ensuring the safety of material assets. The focus of economic problems is on property, the economy, and not on people.

Social objectives of NOT. The focus of the social tasks of NOT is again not the person, but the client organization, the market as a set of consumers, and society as a whole. These tasks are aimed at achieving the second significant goal - fully satisfying the needs of the market and providing high-quality customer service. The tasks that have to be solved on the way to achieving this goal include:

1) increasing the communication skills of employees, their readiness for energetic interaction and cooperation with employees of other departments of the enterprise and representatives of third-party companies;

2) increasing the economic literacy of workers, their awareness of their responsibility and the importance of their social function, fostering a corporate and market culture;

3) increasing the independence, initiative and self-control of employees in implementing the company’s plans for customer service, increasing the skills of warehouse personnel in the service sector;

4) systematic integration of the warehouse into the category of divisions providing various forms of internal and external services.

Thus, the HR manager sets himself the task of turning the warehouse, while maintaining its complete independence (and even - at the optimum - while increasing its independence as a structural unit) into one of the service departments. At the same time, the warehouse will provide services both to divisions of its own company, satisfying their production/commercial needs, and (equally) to third-party organizations. Strictly speaking, the sales service that negotiates with the partner company does not provide any services, but only agrees on their provision. And the service itself is provided by the warehouse, which transfers inventory to the company in accordance with the terms of the order.

Psychophysiological tasks of NOT. Psychophysiological tasks are aimed at achieving the goal of ensuring maximum output from the employee and the full realization of his potential. That is, the focus of the psychophysiological tasks of the scientific organization of labor is precisely the human worker, both as a labor unit and as an individual. Let's designate these tasks:

1) protecting the health and ensuring sustainable working capacity of warehouse workers (which is especially important for persons engaged in loading and unloading operations or in contact with hazardous substances);

2) guaranteeing the content and attractiveness of work;

3) improving the culture and aesthetics of work;

4) labor automation, including through the implementation computer equipment, robotics, etc.

Solving the listed tasks means revealing the employee’s abilities, developing his personality in his activities and, as a result, increasing interest in improving business results.

3.1.2. Labor cooperation of warehouse workers

Division of labor in warehouses. Let us remind you that division of labor is the division of production tasks between personnel on the basis of professional training with the functional isolation of workers and the formation of small social groups of varying sizes - from elementary labor cells (teams) to large structural units. Accordingly, the term labor cooperation means the joint participation of workers of different specialties in one or more economically (logistically) interconnected technological processes at the bases and warehouses of industrial and commercial enterprises.

The development of warehousing involves the division of labor and clearly organized cooperation of personnel in the implementation of the technological process of the warehouse. The division of labor is deeper, the higher the specialization of the enterprise and the more perfect the labor process, and the role of specialization is especially noticeable in the warehouses and bases of wholesale and small wholesale trade enterprises. The perfection of the labor process is manifested in the warehouses of industrial enterprises or enterprises with a developed transport service, which requires the performance of a large complex of loading and unloading operations in the warehouse.

Division of labor is possible according to two criteria: degree of automation(and mechanization) and nature of the functions performed. Dividing personnel according to the degree of automation and mechanization of labor is difficult, since it depends on the level of automation, that is, on the equipment of a particular warehouse with appropriate technical means. Modern technologies allow for complete automation of labor, and in some cases this is even inevitable (depending on the type of product).

With high values of this indicator, from 70% and above, we can talk about a relatively weak division of labor among performers and a high one among management personnel. The lower personnel are represented by operators of certain automatic systems, and these workers are mostly interchangeable. Senior personnel are represented by managers who have a narrow specialization, since they are responsible for different types of automatic systems and even for different sections of a particular system.

Naturally, the division of labor according to the degree of automation/mechanization is influenced by the number of personnel of the enterprise, the scale of activity and the technical complexity of the installed equipment. Thus, narrow specialization is unprofitable for a small company large number warehouse workers; such an organization directs all resources to advanced training and comprehensive technical and economic development personnel: the storekeeper can be entrusted with all the main warehouse operations, and the machine operator can be entrusted with the functions of a crane operator, electric trolley driver, etc.

With low automation and mechanization of labor, the predominance of manual labor, it is necessary to assert narrow specialization among lower personnel, but at the same time there is some (sometimes strong) generalization of functions among senior warehouse managers. The specialization of lower personnel allows each employee to bring physical labor skills to automaticity, not to scatter their strength and not waste time on parallel tasks (due to the complexity and duration of the work). Thus, it is unprofitable to involve loaders in the repair of vehicles, and mechanics for servicing conveyor belts in the repair of ventilation and microclimate equipment.

The division of labor by the nature of the functions performed dominates, since it presupposes the functional specialization of the worker through proper professional training. Based on this criterion, all warehouse workers can be divided into the following groups:

1) senior management personnel consisting of warehouse managers and storekeepers - they carry out general operational management of acceptance, storage, issue and accounting of inventory items;

2) section managers who directly manage and control the work of acceptance, storage, issue and accounting of inventory items in a specific warehouse area;

3) commodity experts (including senior commodity experts) and storekeepers, who are entrusted with responsibilities for organizing intra-warehouse and loading and unloading operations;

4) experts of various specialties (including commodity experts) who analyze the arrived goods or give an opinion on the shipped goods, which is necessary, for example, when working with grain, other agricultural and food products, etc.;

5) assemblers engaged in preparing (assembling) materials and products for release to consumers;

6) machine operators, that is, operators of lifting and transport equipment (electric and truck trolleys, mechanical loaders, cranes, etc.);

7) safety and reliability engineers, who are responsible for monitoring, diagnosing and repairing equipment that forms various functional systems of the warehouse (microclimatic and computer equipment, fire alarms and others, water supply systems, etc.);

8) dispatchers, standard planners, economists (marketing specialists), accountants, other personnel for planning and ensuring the operational operation of the warehouse when supplying customers with ordered goods and materials;

9) cleaners and other staff whose tasks include maintaining warehouse premises in order in accordance with the requirements of the management to maintain cleanliness on the territory of the enterprise (to ensure normal working conditions for the rest of the personnel) and, more importantly, in accordance with the legal requirements prescribed in sanitary and other instructions for the storage of goods and materials and labor protection.

Let us note that the division of labor on a functional basis means in most cases assigning responsibility to the employee for any group of materials or other valuables.

Types of division of labor. Considering the division of labor in a warehouse, experts identify its main types:

1) differentiation of functional responsibilities between different categories of warehouse workers (functional division of labor);

2) division of labor between warehouse departments based on the technological homogeneity of the work they perform - professional division of labor (technological division of labor);

3) division of labor between groups of warehouse workers, due to the complexity of the technological operations they perform (qualification division of labor).

Division of labor implies synchronous coexistence various types labor activity and underlies the development of the organization of production and labor.

The solution to the problem of division of labor in a warehouse provides:

process optimization;

increasing labor productivity;

promotes the organization of sequential and simultaneous processing of warehouse stocks in all phases of the production process;

promotes specialization of production processes and improvement of labor skills of warehouse workers;

correct placement and use of personnel in accordance with the professional qualifications of each employee;

determining the personal responsibility of each warehouse employee for the production or service area entrusted to him;

determination of the required number of personnel and organizational structure of warehouse management;

optimal use of working time.

However, the division of labor should not be viewed as a process of specialization of workers, narrowing the scope of human activity by performing increasingly limited functions and production operations.

The functional division of labor involves:

division of the entire complex of work between categories of workers included in the warehouse personnel. This means identifying in the team such categories of workers as workers, managers, specialists and employees. Distinctive feature in the development of this type of division of labor is the increase in the share of specialists in the production personnel.

division of the entire range of work between main and auxiliary workers. The main workers are directly involved in performing technological operations, while the auxiliary workers create the necessary working conditions for the main workers.

According to the functional characteristics, warehouse complexes should have divisions in the following key areas of work:

general management - senior managers (director and his deputies);

organization of operational warehouse work - head of a warehouse, section or branch;

senior storekeeper, storekeepers, pickers, sorters, truck drivers, loaders.

The picker checks the serviceability of transportation vehicles and other equipment. Cleans, lubricates, and makes minor repairs if necessary. Carries out timely loading and unloading of goods received at the warehouse. Completes orders for shipment and delivery to the consumer.

The sorter carries out sorting and packaging of products in accordance with GOSTs and technical conditions, he carries out the following operations:

accounting for receipt of material inventory sorting by assortment and transferring it to the warehouse by grade and assortment;

engineering and technical support - chief engineer determining technical policy and trends in the technical development of the warehouse, ways of reconstruction and technical re-equipment existing production, and also responsible for reducing all kinds of costs and the appropriate use of production resources. Mechanics responsible for the trouble-free and smooth functioning of all types of equipment, their correct operation, timely high-quality repairs and maintenance, carrying out work to improve it and increase the cost-effectiveness of equipment repair, as well as mechanics, technicians, carpenters, battery workers and other service personnel;

quality control of material flows arriving at the warehouse - head of the quality department, commodity experts. Their official responsibilities include establishing requirements for stocks and warehouse equipment, compliance of their quality characteristics with regulatory documents, as well as concluded contracts, as well as participation in determining the compliance of draft plans for the logistics and technical support of the warehouse, in monitoring the fulfillment of contractual obligations, receipt and sale of raw materials , materials, fuel, equipment and finished products. Employees of this division monitor the availability of material resources and finished products in warehouses and are responsible for communicating with customers and suppliers, as well as drawing up documentation for the shipment of goods. Commodity experts take part in carrying out inventories, and also monitor compliance with the rules for storing material resources in the warehouse, preparing finished products for shipment to customers, prepare the necessary documentation related to the supply and sale of goods, and participate in the preparation of reports;

organization of the work of the forwarding service - manager, forwarders, storekeepers, loaders.

The manager manages the functioning of the warehouse for receiving, storing and issuing products, for their rational placement in warehouse areas, and is also responsible for the safety of products, compliance with storage regimes, rules for registration and submission of reports. Monitors the serviceability of fire alarms and fire extinguishing equipment, the condition of the premises, equipment and inventory in the warehouse, and also ensures that they are repaired on time. Organizes loading and unloading operations at the warehouse in accordance with the rules and regulations. Monitors the maintenance of records of technological operations in the warehouse and required reporting. Takes part in the introduction of modern technologies into the organization of warehouse management.

The forwarder is responsible for receiving, processing, dispatching incoming cargo, documents and letters to their destination, their safety and delivery to the addressees on time. Monitors its correctness. Checks the safety of containers and the presence of attachments in accordance with the accompanying documents, as well as in drawing up reports when shortages or damage are detected. Monitors the use of equipment, technical means and inventory in accordance with certain technical conditions. Ensures the required warehousing procedure and safety of inventories, documentation and correspondence during their transportation.

The warehouseman receives, stores and releases products, as well as placing them in the warehouse. He is responsible for its safety and compliance with storage conditions, as well as recording technological operations. Responsible for the preparation and submission of reporting documents in accordance with the rules. Monitors the condition of warehouse premises, equipment, technical and fire-fighting equipment.

Large terminals may have catering and medical services departments.

A special type of division of labor is its technological division, which develops depending on the type of work and technological operations. In stock, the determining factor in this division of labor is the technological process diagram. Modifications in the technological division of labor are determined by an increase in the share of mechanized labor, a reduction in the number of narrow professions, and an increase in the number of general professions.

An essential type of division of labor is the qualification division of labor, determined by the complexity of technological operations. It is directly related to an increase in the cultural and technical level of personnel, leading to a reduction in the number of low-skilled workers.

Qualification differences between warehouse employees are determined by the varying complexity of the operations performed. Workers of the same profession or specialty may differ different levels knowledge, working skills and production experience. These differences cause qualifications(quality of work) and determine the division of workers into tariff categories.

Forms of labor cooperation in warehouses. The division of labor in any warehouse determines its cooperation. Labor cooperation is the collective participation of workers in one or more interrelated technological operations. Thanks to cooperation, optimal coordination of the actions of warehouse workers performing various production tasks (reception, storage of products, loading and unloading operations) and the necessary interaction between warehouse divisions are ensured.

Labor cooperation in warehouses is implemented in various forms, which are determined by the specifics of the work performed. The form of cooperation is influenced by the equipment and features of the technological process, as well as the share of division of production operations in the warehouse.

Labor cooperation is advisable both when individually performing technological operations at separate places (selection, packaging), when combining production functions and specialties, as well as when working together.

Today, the first place among collective forms of labor organization in a warehouse is occupied by production teams and group forms of labor organization.

A team is a group of workers (pickers, storekeepers, assemblers), united by a common goal, jointly carrying out a technological process or a separate part of it, and collectively responsible for the results of labor. Moreover, each member of the brigade voluntarily recognizes the power of their own association over themselves. The scope of work at the warehouse is determined in an agreement with its administration. No one has the right to include or exclude an employee from a production team if the entire team or the team’s council opposes this decision.

Production teams are created if the following prerequisites are met:

impossibility of distributing production tasks between individual workers;

the need for coordinated interaction between key workers (pickers, storekeepers) and service personnel (loaders, loading equipment drivers);

impossibility precise definition functional responsibilities and scope of work of each warehouse employee;

impossibility of performing a technological operation by one worker.

In a warehouse, team members often perform certain auxiliary operations - transport, adjustment, control, etc.

Warehouse teams can be specialized and complex.

Specialized teams, as a rule, are made up of workers of the same professions and carry out the same type of technological operations. Complex teams are formed of workers of various professions to carry out a complex of interrelated, but technologically different operations. Each team member is assigned to perform a specific technological operation corresponding to his qualifications. With this approach, there is no strict division of labor, which leads to the involvement of workers in performing other production tasks included in the overall technological process.

The strengths of creating integrated teams are:

possibilities of combining specialties. For example, a picker may perform the work of a loader and a transport worker;

mastering related work;

better quality maintenance of the equipment used;

optimal use of working time and warehouse equipment;

collective financial responsibility.

Due to the above factors, the productivity of team workers increases.

A possible composition of an integrated team may include a warehouse section manager, a storekeeper, a forwarder, a merchandiser, a sorter, a picker, loaders, and truck drivers. Other options for staffing the brigade cannot be ruled out.

The number of team members is determined by the accepted specialization of the personnel, the technological process diagram, the degree of mechanization and automation of operations in the warehouse, the frequency and quantity of receipt and shipment of products.

Combining professions and positions in a warehouse helps reduce the number of personnel, reduce equipment downtime and increase labor productivity.

Thus, a picker, an electric transport driver and a freight forwarder in a warehouse can combine the professions of a loader, auxiliary workers, and cleaners, while a warehouse picker, selector, and auxiliary workers can also be replaced by repairmen and equipment maintenance and repair workers. A repairman can also combine the position of an electrician or a refrigeration unit maintenance specialist.

When determining a position for combination, you should carefully consider the structure of the employee’s functional responsibilities for the main and combined position, as well as the working time required to perform them. It is necessary to take into account the general specificity of the operations being carried out, their time sequence, interconnectedness, and the distance between workplaces. It is also important to ensure that when performing the main work, the quality of the combined work does not suffer.

A characteristic feature of a team contract is the distribution of wages to all team members equally (in proportion to the hours worked), with the exception of the bonus for grade. At the same time, team members can be paid a stable salary equal to a certain percentage of the wage fund, and the balance of earnings can be distributed taking into account the labor participation coefficient once a month or once every three months. This helps to correctly evaluate the work of each team member, taking into account his personal contribution to overall achievements.

Organization of work of management personnel. Let's consider general issues organizing the labor of warehouse workers, focusing on the division of labor (the organizational aspect is analyzed in more detail in section 3.2). Achieving high labor productivity for managers is primarily possible through such a measure as the introduction of automation (computerization) tools and office equipment. Let us note that implementation does not mean simply purchasing such equipment with an eye on the novelty of the model and the prestige of the brand. In reality, implementation is about maximizing the capabilities of the equipment in solving current warehouse problems. This is a very problematic point, since despite the abundance of expensive equipment in current companies, the vast majority of managers are decisively unable to use the full potential of hardware and, in particular, software in everyday affairs.

Let us study the most typical shortcomings in the professional training of management personnel in the context of typical labor operations, constituting from 60 to 95% of working time. These operations include:

1) planning and control over the state of inventories - low efficiency of work is explained by the inability to operate mathematical apparatus, which hides ignorance of mathematical programs (especially standard - Microsoft Excel), facilitating and simplifying the processing of digital data;

2) drawing up plans and schedules for supplying consumers - hindered by the inability to combine the work of different software products for transferring documentation on orders from one program (accounting) to another (mathematical) for easy planning and drawing up a package of instructions for servicing a specific client within a given time frame;

3) census and inventory of inventory items - hampered by low accounting culture in handling documents and inability to compare document details;

4) accounting for the receipt and release of inventory items at a specific warehouse site - the inability to quickly draw up an electronic document, as well as correctly print and reproduce the documentation created or received in this case, complicates the operations of this complex, as a result of which a lot of time is spent on written work and correcting errors. This should also include the insufficiently active use of means of transmitting electronic documents (e-mail, fax), which creates many problems in the relationship between the consignor and the consignee;

5) processing data on the movement of valuables in warehousing - the main obstacle is the inability to provide full-fledged work on a local network for electronic document exchange, as well as transferring data from accounting programs to mathematical ones (or specialized software products for business planning).

Thus, the growth of labor productivity is directly related to the growth of work culture and the technical literacy of personnel. Also, a significant role is played by the layout of warehouse managers’ offices, their placement, which ensures communication with other warehouse premises. Such premises must be equipped with electronic equipment and security systems that are closely related to similar equipment in other warehouse departments. Office furniture should be carried out taking into account the physiological needs of workers, ergonomic principles, and the sequence of labor operations.

Organization of labor of persons engaged in loading and unloading and transport and storage operations. Labor productivity directly depends on the activity of these individuals, the essence of which boils down to rapid growth in sales volumes with a small increase (or even maintaining the same level) in the number of workers. The introduction of NOT can provide high returns from each employee by providing him with such technologies, methods, devices and other conditions that guarantee the rhythm of production and the optimal regime of work and rest. The final criterion for the usefulness of the measures taken will be the reduction of unproductive losses of working time. Today, while warehouse processes are carried out using methods and technologies that were rejected already in the era of perestroika, but which did not find a replacement at that time, the share of unproductive time spent accounts for at least (in the most advanced farms) 12–16%.

It is worth mentioning by name the following factors that have a beneficial effect on the productivity of workers in the warehouse industry.

1. Layout of workplaces with rearrangement of equipment if necessary. The equipment itself is expected to be manufactured and/or purchased in accordance with existing production needs, which it fully satisfies.

2. Training workers in new methods and techniques of work, especially in terms of familiarization with the capabilities of equipment.

3. The presence in the warehouse industry of systems of material and moral incentives that are adequate to the labor costs of personnel and the financial situation of the enterprise.

4. Labor regulation, especially the introduction of time standards established in relation to specific conditions (technical processes of a particular warehouse).

5. Taking into account the physiological characteristics of human labor activity, the use of ergonomics techniques. In particular, if it is necessary to carry out work in refrigerators, unheated rooms and open areas, the warehouse complex must include rooms for heating workers in order to avoid illness among personnel and waste of muscular energy.

6. Microclimate control and chemical control of air in warehouses, which is equally important for (a) maintaining the health of workers, (b) proper operation of equipment, (c) safety of inventory items. First of all, you should pay attention to temperature fluctuations, humidity levels, and dust levels. It is important to know that dustiness can be a consequence of the storage of dust-emitting materials (for example, construction materials: gypsum, chalk, lime, cement): this point must be taken into account immediately when importing such products.

7. Control of the level of illumination, which also has a double meaning - (a) care for the vision of personnel and (b) care for the accuracy of work execution: in case of insufficient lighting, there is a high risk of misreading labels, incorrect perception of color and other markings (the latter is dangerous in case of storage of toxic substances, identified not only by the labels, but also by the colors of the packaging).

Note that the level of illumination is no less affected by the color of the walls. That is why it is recommended to paint the walls of warehouse premises in light colors that reflect 40% of the incident light flux or more. In addition, color has the ability to have a stimulating or calming effect on the nervous system; it can depress the psyche or, on the contrary, improve mood. Optimal in this regard are pale blue, light green, unsaturated yellow-green, light orange (moderate).

8. The list of requirements is completed by the mandatory determination of the economic efficiency of measures taken at the warehouse to introduce scientific organization of labor. After all the measures taken, the firm's economists must make sure that the costs of their implementation actually brought the desired result. And last but not least, the financial analysis should cover the implemented labor standardization system, since this is one of the leading factors in increasing productivity. This point will be discussed in more detail in the next paragraph (3.1.3).

3.1.3. Labor rationing

Labor regulation should be considered as one of the most important areas of NOT. In the warehousing industry, standards are extremely necessary due to the fact that warehousing plays a key role in the distribution of the stored product - be it finished goods or industrial inventories, that is, it affects both production and sales. At the same time, rationing guarantees control over the measure of labor and the measure of consumption, identifying reserves for increasing labor productivity and increasing the efficiency of managing stored inventory items.

Without the application of standards within the framework of NOT, it is impossible to plan any kind of work at warehouses and bases, and therefore, to draw up marketing plans and budgeting. The introduction of labor standards should not be identified with the use of other standards existing in the warehouse business (standards for natural loss of production, etc.).

Approaches to labor regulation in warehouses. In order to most fully comply with labor standards in the warehouse industry and ensure maximum use of warehouse production reserves, it is shown to use the analytical method of standardization, which guarantees an increase in labor productivity. This method boils down to the fact that the regulated work is first divided into its constituent technological and labor elements, which are carefully examined, after which, based on the results of the study, rational conditions and methods for performing these elements are designed. In accordance with the approved conditions and methods, the required working hours are calculated.

The analytical method of establishing standards has two varieties, distinguished by the method of determining the time spent: analytical-calculation and analytical-research. Analytical-calculation method involves determining the time spent according to pre-established inter-industry and industry standards. Since in the post-Soviet economy scientists do not pay due attention to the issues of standardization, they have to use the standards of Soviet times that have remained relevant. The accuracy of the obtained standards is not particularly high, unfortunately, since such standards are established for standard organizational and technical working conditions. That is why it is recommended to use this method only if, firstly, the storage facility is small, and secondly, they will be used in a large farm, but for a relatively short time. The undoubted advantage of the method is that it is less labor-intensive, which makes it advantageous to use it at a time when the transition to standards obtained by the analytical and research method is still being prepared.

Analytical research method it is very labor-intensive and justified for use in large farms where many operations with warehouse stocks are performed, as well as in farms with specific working conditions and/or storage of valuables. When using this method, the warehouse manager, together with the experts of the enterprise, independently establishes standards, without resorting to the help of standards. Obviously, the method is based on studies of labor and technological processes occurring in a specific warehouse.

Types of standards. The standards currently in force in the warehouse industry are divided into standards for time, number and operating modes. Time standards are the most important because they represent regulated time costs for performing individual operations within the technological cycle. Without such standards at hand, it is even impossible to achieve effective division and cooperation of labor, since the rational division of duties among personnel is based on the idea of time to carry out a particular operation. These standards include several derived standards, primarily service time standards.

Service time standards are established values of time spent on servicing any production and warehouse unit: a section of a site, a refrigerator section, an open area, a workplace, a piece of equipment, a unit of warehouse space. Based on this standard, service standards are calculated, in accordance with which the number of pieces of equipment, workplaces, etc. that can be serviced by one person or one team is determined. Particular attention is paid to these standards when determining the time required to perform manual techniques.

Number standards give an idea of the maximum required number of warehouse workers sufficient to fully support the production process. Number standards contain established standards for the number of employees of a certain category. These standards are applied in order to correctly assign performers and determine the total labor costs of a particular category of workers.

Complete our list standards for operating modes of lifting and transport equipment, which are regulated quantities necessary for calculating the time spent on machine work. These standards ensure the most rational use of handling equipment (for more details, see paragraph 4.2.2).

3.2. Labor organization of warehouse personnel

The financial manager of the organization and the warehouse manager need to have a clear idea of how much the efficiency of the warehouse operation has increased as a result of the introduction of NOT. To assess the rationality and efficiency of the existing labor organization, they are widely used. mathematical methods, which operate on groups of economic indicators characterizing various aspects of warehouse operation.

3.2.1. Labor organization efficiency indicators: first group

Indicators of the feasibility of implementing NOT, classified by the author as the first group, give an idea of improvements in the operation of warehouse facilities based on current measurements, without involving financial calculations (that is, through the use of purely technical, technological and ergonomic formulas, without the use of economic analysis formulas that require such performance indicators that would have ruble or monetary expression).

Indicators of efficiency in the use of warehouse space and volumes. The indicators characterizing the degree of efficiency in the use of warehouse space and volumes include the following values. First of all, is it a ratio? (alpha), which is found as the ratio of the usable area f floor, that is, the area allocated for stored supplies to the total area of the warehouse F general:

?= f floor / F total(2)

The value of this coefficient is always less than one; depending on the type and layout of the warehouse, as well as the method of mechanization of various warehouse operations (especially loading and unloading), it can take values from 0.2 to 0.7. It is obvious that the maximum values of the coefficient correspond to the optimal use of warehouse space. The higher the indicator, the cheaper the cost of storing the material.

Coefficient? (sigma) is used to indicate the average load on square meter warehouse area and is found as the ratio of the number of inventory items stored in the warehouse Q xp (in units of mass, usually in tons or centners for large and medium-sized farms) to the total warehouse area F general:

? = Q xp/ F total(3)

Is the coefficient similar to this indicator? (beta), which is necessary to assess the efficiency of using warehouse volume. Coefficient – equal to the ratio of useful volume V floor, that is, the volume allocated for goods and materials to the total volume of the warehouse V general:

? = V floor / V total(4)

The value of this indicator, and therefore the efficiency of using warehouse space, can be increased through the widespread use of stacker cranes, mechanical loaders, etc. in the warehouse industry. But quantity does not always equal quality, which is why it is not enough to know the degree of use of warehouse space, but also and it is useful to establish a measure of the intensity of its use. The coefficient of intensity of use of warehouse space is the indicator G, which is found as the ratio of the total amount of cargo Q G, stored during the year in a warehouse, to the total area of this warehouse F general:

G = Q G / F total(5)

The units of measurement are units of mass (for the amount of cargo) and units of area, that is, the coefficient itself is expressed in terms of t/m2 or c/m2. Magnitude Q G represents the annual turnover of the warehouse.

Indicators of the use of lifting and transport equipment. Indicators characterizing the use of lifting and transport equipment are represented by two coefficients - the load capacity utilization coefficient and the time utilization coefficient. Load capacity utilization rate? g is found as the ratio of the weight of transported (including lifted) stocks q f to the rated load capacity of the mechanism in question q n:

Gr = q f/ q n.(6)

The coefficient of use of mechanisms over time - BP is found as the ratio of that time interval T f that the mechanism was in operation, by the total time T total spent on loading and unloading operations:

VR = T f/ T total(7)

Obviously, both coefficients are less than unity, but at the optimum they tend to it.

Labor productivity indicators of warehouse workers. Indicators characterizing the labor productivity of warehouse workers are presented by the following coefficients. Firstly, this is the labor productivity of one worker per shift q pr, calculated as the ratio of the total amount of recycled material Q total (packed or unpacked, loaded or unloaded, etc.) for a specific period of time to the number of man-shifts m, spent on processing the material during the same period. Typically, the amount of material is expressed in tons or centners, and the time interval is taken to be from a month to a year. The formula looks like:

q pr = Q total / m.(8)

Using this formula, actual labor productivity is calculated, which is compared with the planned one in order to get an idea of the weak areas of the technological process in the warehouse.

Indicators of the degree of labor mechanization. Indicator of the level of mechanization of warehouse work U m has a percentage expression and is found as the ratio of the volume of mechanized work Q fur to the total volume of all warehouse work Q total (in ton-transshipment):

U m = ( Q fur / Q total) x 100%.(9)

Indicator of the degree of coverage of workers with mechanized labor Q M also has a percentage expression. It is determined through the ratio of the number of employees R M, performing production tasks in a mechanized way, to the total number of workers in the warehouse R:

Q M = R M/ R.(10)

Indicators of safety of inventory items. Losses of inventory items in warehousing are caused by the natural loss of a certain type of inventory, non-compliance with the rules of their storage, and emergency circumstances. The rational organization of labor is expressed, among other things, in the fact that the warehouse provides higher qualitative and quantitative safety of goods and materials. Careless handling of valuables during loading and unloading operations and improper storage are the main reasons for large losses (waste) of materials in warehouses.

Note that losses can also occur from theft, but here we will only consider mathematically simply predicted losses as a result of natural loss: leakage, shrinkage, gluing, soaking, breakage, weathering, damage by rodents.

A leak is inherent in liquid MPZ, shrinkage is characteristic of some liquid, but predominantly solid materials. Shrinkage takes various forms, the main of which are volatility, evaporation, freezing. Property gluing demonstrate liquid and semi-liquid materials (oils, varnishes, paints); this ability is usually expressed in the fact that the material sticks to the container in which it is located. The amount of loss in this case is mathematically dependent on the properties of both the material itself and the nature of the container. Soaking is inherent in all materials, but some are not subject to special damage (timber, if, of course, they are treated with a fungicide). Other materials, on the contrary, become completely unusable as a result of soaking. These include cement, alabaster, etc. Mechanical damage typical for fragile materials and products - glass, ceramics, etc. Loss due to weathering usually observed in the case of bulk materials (cement, alabaster, etc.).

The amount of natural loss depends on the properties of the materials, the method of laying and the type of warehouse where these materials are stored. To determine its size, use the formula:

U = (Q+O)MP/(100t),(11)

Where U– loss of material (in units of mass), Q– material consumption for the period of time taken into account (in similar units of mass); ABOUT– balance of material at the time of accounting (in similar units of mass); M– average duration of storage of the material (in days, months, years); R– percentage of loss allowed by the standards; t– storage period for which the norm is established (in days, months, years).

From formula (11) it is clear that in order to establish the amount of loss, it is necessary to first determine the average duration of storage of the material M:

M = a?/Q,(12)

Where A– storage period for which the material is recorded; – ? average balance of material in warehouse. In this case, the average balance is found as the ratio of the sum of material balances falling on each first day of the month of the accounting period to the number of balances.

In Soviet times, natural loss rates were established for most materials and products. They are also convenient to use now when identifying the causes of losses of materials in warehouses during storage and transportation. In this regard great importance involves finding the actual coefficient of natural loss of materials and comparing it with the standard one. For these purposes the formula is used:

Where E y– actual coefficient of natural loss of materials, Q p– consumption of materials for the reporting period, Q about– remaining inventory for a given date, t cp– average storage period (in months), n– loss meter (accepted according to standards), T xp– storage period for which this natural loss rate applies.

3.2.2. Labor organization efficiency indicators: second group

As stated above, the second group includes indicators that allow us to evaluate the efficiency of warehouse operations not by current technological improvements, but by financial results. These indicators are borrowed from economic analysis formulas and usually have a monetary value.

Indicators of warehouse work volume and turnover speed. The intensity of the warehouse operation is characterized by indicators of the volume of work of warehouses and the speed of turnover, which include warehouse turnover and cargo turnover, as well as the inventory turnover ratio. Warehouse turnover is equal to the quantity products sold for the corresponding period from a separate, specific warehouse or base. The indicator is expressed in thousands and millions of rubles. Warehouse cargo turnover is a similar indicator, but expressed in natural units (centners or tons) and characterizing the labor intensity of the warehouse or base. Material turnover ratio kob equal to the ratio of the annual or quarterly turnover of inventories to the average balance in the warehouse for the same period:

Where Qp– release (consumption) of inventories from the warehouse for a specific calendar period; q– the balance of inventory in the warehouse as of the first day of the first month, q 2- the same, on the first day of the second month; qn-1– the same, on the first day of the penultimate month; qn– the same, at the end of the last month; m– the number of balances used for calculations.

Indicators related to the cost of warehouse cargo processing. Cost of warehouse processing of one ton of materials WITH 1 is found as the ratio of the total operating costs for a certain period WITH total to the number of tons of material processed over the same period Q general:

WITH 1 = WITH general/ Q total(15)

Moreover, the total amount of operating costs (in rubles) is calculated by summing the following values:

WITH total = Z + E + M + A M + A S,(16)

Where - Z– wage costs, E – cost of electricity and fuel, M – expenses for auxiliary materials (wiping materials, lubricants, etc.), A M – deductions for depreciation, as well as repairs of fixed assets in the form of machinery and equipment, A C – deductions for depreciation, as well as repairs of fixed assets in the form of warehouse structures.

3.3. Motivation of warehouse workers

Motivation is a basic psychological process that influences human behavior in the workplace, due to which taking into account the motives of employees contributes to effective personnel management. Motives can be conditionally called needs, but strictly speaking, such an identification is somewhat erroneous: motives are individual internal driving forces that encourage a person to perform certain actions. These forces themselves are generated by the existence of needs.

Each person is responsible for his own motivation to work, that is, he must be able to find advantages in the activities available to him, and neutralize the disadvantages by reorganizing his own workplace. However, in real life, this ideal scheme does not work: almost every employee (except for a few - if the manager is lucky) is inclined to see the origins of work problems outside himself. In fact, the only drawback in the work is the inability of management to properly stimulate employees in order to foster their independence and self-motivation.

3.3.1. Accounting for motivation in work organization

There are many classifications of motives, but the simplest and at the same time one of the most accurate is the division of motives into primary and secondary. This means distinguishing motives into those that (a) are innate, and therefore have a physiological origin, and those that (b) are acquired, that is, formed in the process of socialization and accumulation of work experience. The motives of the first group are called not only primary, but also physiological, biological, innate.

Primary motives. To recognize a motive as primary, it must be realized through an innate (instinctive) program of behavior and determined by physiological reactions, in other words - biological needs. Therefore, such motives include those associated with the corresponding natural needs: saturation (needs - hunger and thirst), rest (including sleep; need - restoration of the neuromuscular reaction), comfort (needs - protection from pain and obtaining pleasures as a positive reinforcing stimulus), sex (need - an instinctive desire to spread genetic material).

The term “primary” implicitly assumes that these motives are more important than secondary ones, and partly this view will be correct if we limit ourselves to typical situations that a personnel manager faces. (There are numerous situations when secondary motives dominate over primary ones: in religion - asceticism, in military service - self-sacrifice, etc., that is, there is a rejection of elementary innate needs in order to achieve higher goals. Obviously, the above examples have nothing in common with traditional warehouse work situations, since it requires neither asceticism nor self-sacrifice.)

All people have generally the same primary motives, since physiological differences between individuals are insignificant. Meanwhile, social practice leaves its mark on the style of behavior under the influence of a particular need. For a manager, it is important to take into account such primary motives as saturation, comfort and relaxation when introducing a scientific organization of work. This means in the case of saturation, for example, that workers must be provided with conditions for adequate nutrition at reasonable times outside the workplace for several reasons:

1) eating in the workplace is harmful to the digestive system, since it occurs in conditions of physical and mental discomfort;

2) food in the workplace is inadequate, since poorly prepared or uncooked semi-finished products that are poor in nutrients are used;

3) eating at the workplace is hazardous to health, since particles of technical and other substances present in the warehouse may get into the food;

4) eating at the workplace is dangerous for the valuables stored there, since food particles can get into warehouse supplies, which leads to (a) clogging of containers, products or mechanisms, (b) damage to containers or the valuables themselves, (c) development of rust, etc. undesirable chemical reactions, (d) bacterial contamination, etc.

The working conditions should be comfortable in the sense that a person can avoid pain and discomfort when performing certain operations. It is recommended to interrupt work a certain number of times (different for different professions) to provide rest to employees. The rest conditions should also be comfortable, so that at the end of the break people are not only really (physiologically) rested, but also psychologically feel rested and rejuvenated. In the absence of basic comfort, a person will not be able to feel the disappearance of fatigue even after a break (“smoke break”) for a duration longer than necessary.

Secondary motives. Secondary motives arise in the process of interpersonal communication and are identified through culture, that is, they exist entirely, as it were, not even in a person (individual), but in the social environment surrounding him. Only thanks to social connections is an individual able to assert his “I”, achieve self-identity, thus embodying the motivating factors acting on him into specific, tangible and understandable forms of motivation - social and cultural values based on the five components of culture (according to Goodenow): concepts, relationships , values, rules and standards. Let us list these values to determine the secondary motives associated with them.

Self-esteem– is generated by the need to take a position in the work collective that is adequate to the perception of one’s own social significance, the desire to draw the attention of other people to one’s work achievements, the depth of special knowledge, and the perfection of professional skills. Timely approval from management, skillful praise of the employee in front of the team, encouragement of useful initiatives and patronizing coordination of activities for bold initiatives together provide the keys to managing this motive. Very often, self-esteem forces people to fight not only and not so much for horizontal (qualification), but for vertical career growth. In certain situations, it is necessary to open up prospects for climbing the career ladder to an employee.

Joy to the results– is generated by the need for feedback, when a person needs to see the fruits of his labor. This need is expressed to different degrees in different people: for some it is important to see the results of their efforts immediately. Warehousing is different in that the result is always clear. Normally, products arrive and leave intact, which is established in most cases with simple visual inspection. Those who are able to wait for results should be entrusted with work related directly to storage processes, since it includes iterative operations as part of lengthy technical cycles. Those who have an urgent need for immediate observation of the result should be entrusted with procedures for the acceptance and shipment of products, when the result is recorded immediately upon completion of the operation, and the time frame for the implementation of the latter is short.

The joy of work– is determined by the need for satisfaction from the performance and favorable completion of work. Stimulating such people with rewards is not enough, and in some cases, unnecessary. It is important for a manager to be able to emphasize the importance of the task performed by such employees and show that the fruits of these labors were not ruined through negligence, but were used expediently. Such employees can be given responsible assignments for special conditions incentives when employees will be able to experience the joy of muscular load (or intellectual load - depending on the type of need) with a satisfied awareness of the importance of the project, the adequacy of its value to their efforts.

Excitingness of the task– the motive is dictated by the need to be absorbed in the task at hand. Such people have an acute need for professional achievements, which is why they willingly provide themselves entirely for the implementation of a particular project. These workers are disgusted with completing a task halfway or abandoning a task they have taken on. It is important for a manager to identify such people in order to provide them with individual work, unsuitable for joint implementation (including due to its complexity, which scares off other workers).

A person who is thirsty for achievement is often not understood by others, so it is difficult for him to maintain a good relationship with them. Their specialization therefore presupposes uncompromisingness, weak professional ties with the team (for the sake of maintaining friendly relations), and diligence. This may include diagnostics and repair of equipment, warehouse accounting, examination of goods, and so on.

Belonging motive- dictated by the need to feel unity with the work collective. This can be achieved by clear instructions, from which it clearly follows which parts of the warehouse economy this or that employee is closely associated with. In a warehouse there are relatively few people performing the same type of work (unlike a factory floor, mine, office or agricultural cooperative). Functional differences between different workers are usually very noticeable, so team cohesion is achieved precisely by ensuring an impeccable “conveyor transfer”: everyone gets involved in completing a task in turn, checking with their “neighbors.” (It must be emphasized that many psychologists, especially behaviorists, find this motive to be primary, since the need for connection with the work collective can rightfully be considered as a variation of the group instinct, the “herd feeling” in people.)

Experts also highlight some other secondary motives, but it would be inappropriate to touch on them all, since they are increasingly less connected with the activities of the warehouse worker.

3.3.2. Basic approaches to motivating warehouse workers

To find an approach to selecting the optimal HR management strategy taking into account employee motivation, it is objectively necessary effective method. The effectiveness of the method, in turn, is predetermined by the logical harmony and scientific impeccability of the initial theoretical premise, which is the psychological paradigm. Unfortunately, today there is no doctrine that could rightfully be recognized as paradigmatic and dominant. Pluralism reigns in managerial psychology, which allows one to put forward alternative approaches within the framework of one or another theory, which invariably borders on a wide range of poorly provable hypotheses.

An approach within the framework of biological theories. The focus of biological theories of motivation is mainly on primary motives, some properties of which are also attributed to secondary motives. Both are considered as biological impulses that “push” the individual to satisfy immediate needs. Satisfaction brings with it the restoration of dynamic balance in the body ( homeostasis). This explanation of simple motivation forms the core of biological drive theory. This theory does not satisfy many practitioners, since it does not explain how motives arise when a need is satisfied (for example: why an employee wants to rest after rest).

This contradiction is explained within the framework of the so-called hydromechanical model proposed by K. Lorenz to explain innate forms of behavior. According to this model, the motive is formed under the influence of external and internal factors. The latter are related to the amount of energy in the nervous system. External factors are stimuli associated with a corresponding need. Consequently, a certain behavior arises both under the influence of external factors and after their extinction (weakening) - now under the influence of accumulated internal energy. Or, in the presence of strong external factors, the emergence of a motive is observed in the absence of an expressed need.

An approach within the framework of attribution theory. Another biological approach is proposed by attribution theory. It asserts the existence of other dimensions of performance (including organizational behavior). The famous psychologist Bernard Weiner formulates the following proposition of this theory.

There are two external factors - attributions of bad luck and happy accidents. The meaning of attribution of bad luck is to reduce grief from negative or zero performance results; the meaning of attribution to a happy accident comes down to downplaying the joy of success. If an employee attributes his success to internal factors, then he experiences high expectations for future success - often unjustified. However, such an employee sets higher goals and is ready for professional achievements. Therefore, attributions must be managed with caution, periodically stimulating one or the other.

Attribution errors create powerful biases. One of these biases is called the fundamental attribution error. This error is expressed in the desire of each employee to explain the behavior of other members labor collective personal factors (peculiarities of perception, abilities, intelligence, relationships), although in reality people are prompted to observable actions by orders, instructions, the phase of the work process, and other circumstances in which work activity is carried out.

The second prejudice is called inflated self-esteem and consists of a person’s tendency to present himself in a favorable light, citing personal abilities and hard work as the reason for success, and situational factors (from bad luck to direct outside interference) as the reason for failure. The manager is required to achieve a clear division of responsibilities, which is possible in a warehouse environment, as well as weak dependence of one employee on another in the process of joint activities. The latter means that employee A gives employee B a finished result, and not an intermediate one for joint revision (which often happens in most organizations). If you follow this rule, you can eliminate the reasons for searching among situational factors for the guilt of other employees. That is, employee B, in case of failure, will not be able to blame employee A if he handed over his piece of work fully completed and on time. Employee B will be forced to find other explanations (ill health, bad weather, technical malfunction, etc.). In this way, it will be possible to significantly reduce the number of conflicts in the team and avoid friction between employees.

The highest level of an enterprise should optimally form teams of managers on the problem of reducing attribution errors. The strategy they develop will subsequently be applied by warehouse management.

An approach within the framework of substantive theories of work motivation. Taylorism. Biological theories, due to their hypothetical nature and imperfection, are not popular among managers. Of somewhat greater practical importance for administrators are substantive theories of work motivation, which provide more powerful approaches to solving real-world management problems.

Content theories focus on the analysis of the priority of motives. The ultimate goal of psychologists who create such theories is to uncover the factors (incentives) that, in the minds of a human worker, allow him to feel comfortable at the enterprise and work productively. Substantive theories cannot always predict motivation to work due to their so-called static nature: facing the past or the present, they simultaneously take into account only one or, less often, two or slightly more factors, but are not able to cover a complex of factors and trace their influence on future.

The first meaningful theory of work motivation is scientific management by F. Taylor ( Taylorism), mentioned above. Taylor was the first to propose a progressive wage model as a factor in motivating workers. The American engineer proceeded from the fact that the employee must improve the performance of labor operations by diligently studying according to the methodology he proposed. An incentive for learning and success is wages, which grow according to progress (which the employer judges by the volume and quality of work performed).

Taylorism had a one-sided approach to personnel management issues, which is why it was subjected to fair criticism. Proper organization of labor and material incentives are extremely important, but they are not the only or even dominant ones. That is why, having adopted only some of the provisions of Taylorism, specialists in managerial psychology began to look for new approaches.

Approach within the framework of Maslow's theory. Taylorism, with its attitude towards man as an automaton, was replaced by the approaches proposed by the school of human relations and humanistic psychology. Of these approaches, the substantive theories of motivation of Maslow, Herzberg and Alderfer still retain their significance.

The American humanist psychologist A. Maslow proposed a theory in which he attempted to build the first hierarchy of human needs in the history of science. According to the scientist, the behavior of an individual is subject to motives generated by the strongest (at the moment) need; therefore, a change of motives means, as a rule, the satisfaction of some needs with their natural replacement by others. The pattern is expressed in the fact that needs can be grouped in a certain way, and the needs of one group are replaced by the needs of another, strictly defined group. These groups form in their ratio five-level hierarchy. Maslow's classification includes the following groups of needs:

a) physiological (thirst, hunger, sleep, sex), which form the foundation of the hierarchy, that is, its hierarchically lowest level;

b) need for security;

c) social needs (communication, love, belonging to a certain social group);

d) the need for respect (recognition, success, status, self-esteem);

e) the need for self-expression (literally and more correctly: self-actualization).

According to Maslow, a satisfied need ceases to determine behavior, that is, it no longer acts as a motivation factor. Let us draw attention to the fact that in the case of the simultaneous coexistence of two or more needs (which is most often observed in practice), the dominant need is the lower level.

Physiological needs, coupled with the need for safety, are, as mentioned earlier, primary. That is, they must be satisfied first. For an employee, this means the presence of motives in the form of: decent earnings, bonus opportunities, prospects career growth(for the sake of salary increases), social security (in the form of various guarantees, including paid vacation and sick leave, child benefits, insurance), gifts for the holidays.

Until these needs are generally satisfied, it is useless for the employer to influence other motives: the employee in most cases will remain deaf to everything. And if he does respond, he will soon realize his mistake and begin to believe that he was deliberately deceived, which is why he will first work worse, and then completely break off all relations with the organization.

Social needs form the following motives for an employee: Friendly team, a clearly defined range of responsibilities, no fear of possible intrigue, lunchtime rest in a room equipped for communication and board games, the ability to listen to the radio during the lunch break (for an office with a warehouse, it is also possible to work on the Internet or watch TV shows).

The need for respect forms the following range of motives: the business prestige of the organization, the social prestige of the profession, the respectful attitude of superiors and colleagues, recognition of ore merits in the form of diplomas, bonuses (this time not only and not so much monetary), placement of reviews on the honor board, and other forms moral encouragement.

Work also ensures satisfaction of needs in the case of higher-level motives associated with self-actualization (self-expression). This includes motives that are significant for a warehouse worker, such as: the opportunity to learn something new, the chance to improve one’s professionalism, and to fully realize plans to improve one’s professional, social and financial position.

ERG theory. Maslow's hierarchical theory of needs contained obvious shortcomings, which K. Alderfer tried to eliminate, who developed his own concept known as the ERG theory of needs (abbreviation for existence, relatedness, growth). The theory suggests three levels of needs: existence, relationships, growth.

The first level, which includes the needs of existence, is represented by elementary working conditions. This includes security and safety factors. The second level involves satisfying the employee’s need for full-fledged relationships with others both in the workplace and outside the warehouse (meaning that work in a warehouse affects a person’s personal life only positively, providing free time for meaningful communication and guaranteeing the acquisition of new acquaintances) . The last level (need for growth) is associated with the motives of maintaining self-esteem and developing one’s abilities.

Alderfer's theory of needs reduced Maslow's hierarchical model from five to three levels, but this is not the most significant difference. However, there is a fundamental difference: Maslow initially proposed that the individual rises through the hierarchy of needs in accordance with the law of progression. Alderfer denies this, arguing that any one of the levels (or several of them at once) can be important for the employee at the same time. On the one hand, Maslow’s theory is more attractive and accurate, but for testing it is more suitable for describing “a person in general” rather than an employee.

“Man in general” really moves up the hierarchy in ideal conditions(that is, in those when no one and nothing interferes with this movement). But the employee behaves somewhat differently, since many of his needs are satisfied, and some have not yet arisen, while others have arisen ahead of schedule. Alderfer focuses our attention on the fact that meeting the employee’s needs occurs in reverse order- from highest to lowest. The less the higher needs are satisfied, the more important the lower needs become.

When a person works for a company, receives wages on time and has legal leave on time, over time it becomes increasingly difficult to incentivize such an employee financially. This person is more concerned with the needs of growth - self-esteem and self-realization, that is, career, status, new prospects, bold projects, trust of superiors when entrusting responsible operations. The less the need for self-expression is satisfied, the more important the needs of the relationship, that is, the lower, underlying level, become. If an employee cannot express himself as he sees fit, then he feels the need for constant confirmation of his fairly high status from the outside. Respect from others returns a sense of self-worth, which a person deprived of sufficient freedom of self-realization may lose. Accordingly, the less the needs of the relationship are satisfied, the more important the needs of existence (material) become. This means that all kinds of raises and allowances, gifts, etc. become a means of self-affirmation and at the same time an incentive to work.

Since it is difficult for a person to periodically change (update) the strategy of interaction with the employer company, over time he remembers only one pattern of behavior, which initially turned out to be the most convenient. This leads to concentration of attention only on a strictly defined group of motives: other motives become secondary, insignificant, in other words, the individual ignores them. In a number of cases (the specific situation depends on the origin of the person and the cultural environment in which he was raised and trained), certain needs become stronger the more actively they are satisfied. That is, if an employee is placed in conditions where his work is stimulated exclusively by money, the need for material incentives steadily increases, simultaneously crowding out all other motives. And vice versa, if an employee is accustomed to the fact that he is often entrusted with responsible tasks with the right to take risks, then such an employee will eventually demand carte blanche for almost every project.

Research on ERG theory has shown that work motivation is more accurately explained by Alderfer's theory than by Maslow's theory. However, it has a number of limitations, and first of all it is its inability to design a workplace.

Approach within the framework of Herzberg's theory. In the same direction he developed his two-factor theory of motivation and G. Herzberg. Based on numerous factual data obtained through questionnaires, this scientist came to an important conclusion: job satisfaction and dissatisfaction are caused by different factors, although associated with a set of interrelated needs.

Job satisfaction increases due to:

a) achievements (including qualification and professional growth) and universal recognition of success;

b) undying interest in work in general and specific tasks in particular;

c) responsibility and risks that increase the sense of self-worth;

d) promotion as a factor of recognition of merit and competence.

Factors in this group are called “motivators” within the framework of the theory.

Job dissatisfaction is growing under the influence of factors:

a) poor management;

b) ill-conceived organizational policies;

c) unfavorable working conditions;

d) conflicting interpersonal relationships in the workplace;

e) low earnings;

f) uncertainty about job stability,

g) low earnings and/or high employment negatively affect personal life.

These factors are called “context factors” (otherwise known as “hygiene factors”).

Motivators, as can be seen, are almost entirely determined by the individual’s internal needs for self-expression and are related to the content of the work. Meanwhile, “hygienic factors” are determined external conditions and are associated with work shortcomings. The manager’s task, therefore, is to strengthen the effect of motivators and screen the effect of “hygiene factors”. At the same time, attempts to screen out “contextual factors” lead to the fact that the attitude towards work turns from negative to neutral or even somewhat positive. But the use of motivators results in a sharp jump in positive perception of work.

An approach within the framework of process theories of motivation. Expectancy theory. In contrast to substantive models, process theories emphasize the cognitive preconditions that are realized in motivation or action. The honor of creating the first procedural theory (which was called expectancy-valence theories) belongs to V. Vroom. Subsequently, his ideas were developed by such scientists as L. Porter, E. Lawler, R. Steers.

For the fathers of the new direction of managerial psychology, needs are not important: under the influence of motives, a person behaves the way he perceives a specific situation. The key concept of the theory is “valence,” which is understood as a positive or negative attitude towards the results of certain possible actions of an individual. The attractiveness of the result increases its valence. The more a person expects to achieve his goal, the more attractive he finds this or that operation.

The functional relationship between the strength of motivation, on the one hand, and the valence and probability of possible degrees of achieving the goal, on the other hand, is easily expressed in the language of mathematics: power of motivation(M) is a function of the product valency(V) and subjectively assessed probability of achieving the result(P), and the maximum value of M, which determines the employee’s behavior, is found as:

Where i– different results (it is assumed that 0 ‹ Pi< 1).

Based on Vroom's calculations, a expectancy theory, which implies that people behave in certain ways in order to obtain certain (expected) results. An assessment of the likelihood of achieving an optimal result motivates action.

The degree of probability forms a hierarchy of motives that almost exactly reflects the hierarchy of results. In this hierarchy there are results of the first, second, third, etc. levels. Let’s say a warehouse technician simultaneously experiences (according to Alderfer) three needs – to be transferred to another job (as a safety engineer), to be respected, and to have a salary increase. All three needs are interrelated and can be satisfied by transferring to another job. Is this a motivation to work better?

Alas, no, answers the theory of expectation. The employee soberly assesses that the position of a safety engineer is occupied and is unlikely to become vacant. And if he becomes available, they will hire a more qualified specialist to take over. But the company needs a specialist in diagnostics and repair of warehouse conveyors, and a technologist is quite capable of filling this vacancy if he shows himself properly. The motive to show oneself as an expert on pipelines is higher in the hierarchy than the motive to prove oneself as a suitable candidate for security engineers, since the probability of the first result is incomparably higher than the probability of the second.

Since the model is based on concepts such as valence, significance (instrumentality) and expectation, the expectancy theory is also called VIE theory(an abbreviation for the English words valency, instrumentalicy, expectancy). From the above example, it is easy to conclude that this theory does not contradict Alderfer’s theory, as well as many other substantive theories of motivation, but successfully complements them, which is an undoubted advantage of VIE.

Another plus is the ability to explain the attitude of staff towards production standards(for standards, see 3.1.3). By measuring the performance of each employee, using expectancy theory, management is able to determine the individual goals of employees. Ideally, it is assumed that for personnel there is a first-level result (easily achievable) - to fulfill standards and observe labor discipline, and there is a second-level result (difficult to achieve) - personal enrichment and respect for others, which is possible by obtaining the results of the first level.

If the output of one of the employees is below the norm, this, apparently, indicates that this employee has either (a) lost interest in the results of the second level (meager salary, lack of trust and respect in the team), or (b) does not sees that the result of the first level affects the result of the second level, and perhaps refuses to believe in such an influence (“no matter how hard you work, it won’t affect your pocket!”). The manager is required to increase interest in the results of the second level and make transparent the relationship between the results of the first and second levels.

Reward system. The remuneration system reveals the organizational culture of the company, the features of the management and control system, which allows us to consider the remuneration system as a factor of effective cultural change, affecting the development of the entire management culture. By rewarding warehouse employees, company managers instill in them certain moral and cultural values related to their attitude towards the company’s property, the company’s reputation, etc.: the importance of quality customer service is instilled, the importance of compliance with fire safety requirements, the importance of careful operational inventory accounting etc. Using remuneration correctly, the manager is able to prevent the appearance among the warehouse staff of those who work lukewarmly. Mainly, the reward system is embodied in the chosen form of remuneration.

Forms of remuneration. In modern conditions, it is practiced to use two forms of remuneration for workers - time-based and piece-rate. Time-based form of remuneration characterized by the fact that wages depend on the amount of standard time spent, provided for by the tariff system (taking into account the qualifications of the employee and working conditions).

In the case of this form of payment, standardized tasks are established for employees, which are based on standards (service or number of employees) for the performance of individual functions and volumes of work. The form of remuneration under consideration is divided into two systems - simple time-based and time-based bonuses. Let's get acquainted with each of them separately.

1. Simple time-based system - a certain amount of time worked is paid, regardless of the amount of work performed. Quality records are not kept unless obvious defects are taken into account. Since there are no defects in the warehouse business, this system is quite suitable for paying warehouse or base workers. As for the poor quality of work, it results in damage to inventory items, and therefore is punished in accordance with the degree of financial responsibility. Unfortunately, this system is not suitable for advanced labor stimulation.

2. Time-based bonus system - time worked is paid according to the tariff, but also bonuses for the quality of work. It is clear that this system is more suitable for encouraging the work of warehouse workers.

At piecework form wages depend on the volume of work, assessed through the number of serviced sections of the technological process and/or units of production. Calculating piecework wages for warehouse personnel can be difficult, since this system is largely designed for production, where the result of the work done is always clear: this is a product, the quantity of which can be easily measured individually or using other quantities. Loading and unloading operators, cleaners and some other workers whose volume of tasks is not constant but changes from day to day can be transferred to piecework.

The amount of earnings for piecework wages is influenced by the established category of the employee, the tariff rate (salary) and the production rate (time standard). The listed factors are combined as follows: the hourly/daily tariff rate corresponding to the type of work performed is divided by the hourly/daily production rate; or the hourly/daily tariff rate corresponding to the type of work performed is multiplied by the established time standard in hours/days.

Due to its complexity, the piecework form of remuneration includes many varieties (systems):

1. Direct piecework system - wages increase in direct proportion to the volume of work performed. The basis for its calculation are fixed piece rates, established taking into account the required qualifications.

2. Piece-bonus system - earnings are supplemented by bonuses for exceeding production standards and specific indicators production activities(something: absence of defects, complaints).

3. Chord system - remuneration is determined by an assessment of a complex of heterogeneous works (taking into account the deadline for their completion). Such a system can be useful when paying workers who combine several dissimilar functions in warehousing services.

4. Piece-progressive system - manufactured products are paid at direct (constant) prices if production is within the established standards, and at increased prices for products produced in excess of the norm (according to the established scale, but not more than double the piece rate).

5. Indirect piecework system - labor is paid at indirect piecework rates. This means that the system is only suitable for paying workers who maintain equipment and workplaces, that is, support personnel. The amount of monthly earnings is determined based on the efficiency (productivity) of work performed by the main workers, the places and equipment of which are serviced by auxiliary personnel.

Both forms of remuneration - bonus and piecework - can be implemented individually and collectively, depending on specific conditions. Any of them, in the conditions of a developed warehouse economy, can be supplemented with other types of material incentives, which include: additional payment in kind, gifts, rent and rental on favorable terms.

3.3.4. Intangible stimulation

Non-material stimulation of employees is also appropriate, that is, stimulation without the use of money or other types of material reward. This is expressed in caring for the physical and mental health of personnel:

a) reliable protection from harmful substances and other environmental protection;

b) nutritious meals in the enterprise canteen (if such is provided);

c) sufficient rest during the lunch break;

d) availability of hygiene products and specially equipped premises for personal hygiene.

Requirements for household premises. First of all, one of the factors of concern for the health of workers is the presence of household premises in the warehouse (which at the same time serves as a leading factor in the safety of stored inventory items). It is advisable to equip living quarters for warehouse workers as a checkpoint or even a sanitary checkpoint (when working with food products, medical supplies, etc.).

It is recommended to include in the household premises: dressing rooms for outerwear and work clothes (if necessary - a dressing room and linen room for sanitary clothes, as well as a room for receiving dirty sanitary clothes), a dryer for clothes and shoes, a laundry room, showers, a manicure room, a toilet, sinks for washing hands, a health center (or medical examination room), a room for personal hygiene of women. In this case, dressing rooms for work and sanitary clothes should be located in a room isolated from dressing rooms for outerwear.

It is prohibited to locate toilets, showers and laundry facilities above storage areas. Toilets are shown to be equipped with self-closing doors. In warehouses where food, medical supplies or chemical substances, locks in front of toilets must be equipped with hangers for sanitary clothing, sinks for washing hands, with hot and cold water mixers, soap, brushes, a device for hand disinfection, an electric hand dryer or disposable towels. Toilet bowls in toilets are shown to be installed with a pedal release.

Hygienic and some other rooms in the amenity complex are tiled with glazed tiles. In dressing rooms and linen sanitary clothing, in bathrooms and in the women's hygiene room, it is recommended to cover the walls to a height of 2.1 m (above the walls are painted with emulsion or other approved dyes up to the load-bearing structures). As for shower rooms, the walls in them need to be lined to their full height. In other rooms, painting or whitewashing of walls is allowed. Ceilings in shower rooms should be coated with oil paint, in other living areas - with lime whitewash. Floors in domestic premises are covered with ceramic tiles.

Every day before closing the warehouse, household premises are cleaned using a wet method. Cabinets in dressing rooms are disinfected once a week. Bathrooms and equipment in the women's hygiene room are thoroughly cleaned and disinfected at least once per shift.

Personal hygiene. The enterprise administration must ensure that medical examinations are carried out for all warehouse workers in accordance with the requirements established by the sanitary and epidemiological service institutions. The enterprise's health care worker must regularly record the results of all studies in personal medical records.

The warehouse manager or personnel manager is required to provide newly arriving warehouse workers with hygienic training according to the sanitary minimum program, which is noted in the appropriate journal and in the personal medical record, as well as conduct a sanitary minimum knowledge test once every two years.

3.4. Professional and qualification requirements for personnel

3.4.1. Requirements specified in the job description

A job description is drawn up for each financially responsible person working in the warehouse of the enterprise. This administrative document defines the functional responsibilities, range of rights and scope of responsibility. The instructions must contain a mention that the warehouse worker is appointed to the position and dismissed from the position by the head of the enterprise, who issues an order in this regard. The procedure for enrolling an employee on the staff is carried out in the manner established by the current labor legislation of the Russian Federation. The next point in the instructions is an indication of the person to whom the hired employee directly reports. This could be the head of the warehouse section or the warehouse manager.

The instructions must include the qualification requirements for the employee: education, experience, the need for special training. In full, these requirements apply to commodity experts, site managers, and engineers. Other financially responsible persons are hired based on incomplete requirements (for example, there may be no requirements for length of service or special training).

The financially responsible person must or is recommended to know (the degree of necessity depends on the functions of the employee):

a) legislation (acts, regulations, instructions, orders), as well as guidance, methodological and regulatory materials on the organization of warehouse business;

b) orders and guidance materials from the management of the enterprise, the business plan of the enterprise, the plan for the development of warehouse facilities;

c) forms and methods of warehouse, operational and accounting, in order to take part in the correct preparation of primary documentation and fruitful cooperation with the accounting service of the enterprise;

d) rules for operating the entrusted equipment;

e) safety regulations.

The general part of the instructions ends with an indication of the person who is entrusted with the responsibility of replacing this employee during an unexpected absence (due to illness, etc.).

Let us specify what has been said in relation to persons of the three main professions involved in the warehouse management of each company: warehouse manager, storekeeper and loader. IN job responsibilities warehouse manager includes:

manage the work of the warehouse for the reception, storage and release of inventory items, their placement, taking into account the most rational use of warehouse space, facilitating and accelerating the search for necessary materials, equipment, etc.;

ensure the safety of stored inventory, compliance with storage regimes, rules for registration and delivery of receipts and expenditure documents;

monitor the availability and serviceability of fire-fighting equipment, the condition of premises, equipment and inventory in the warehouse and ensure their timely repair;

organize loading and unloading operations at the warehouse in compliance with norms, rules and instructions on labor protection;

ensure the collection, storage and timely return of loading details to suppliers;

participate in conducting inventories of inventory items;

control the maintenance of records of warehouse operations and established reporting;

take part in the development and implementation of measures to improve the efficiency of warehouse operations, reduce costs for transportation and storage of inventory, and introduce modern computer technology, communications and communications into the organization of warehouse facilities.

The warehouse manager must know:

regulatory and methodological materials on the organization of warehousing;

standards and technical conditions for storage of inventory items;

types, sizes, brands, grades and other qualitative characteristics of inventory items and their consumption rates;

organization of loading and unloading operations;

rules and procedures for storage and warehousing of inventory items, regulations and instructions for their accounting;

terms of contracts for the transportation and storage of goods, for the rental of warehouse space and equipment; the procedure for payment for services rendered and work performed;

rules for the operation of computer technology, communications and communications;

fundamentals of economics, organization of production, labor and management;

basics of labor legislation;

rules and regulations of labor protection.

The minimum requirements for qualifications as a warehouse manager are: (1) having a secondary vocational education and work experience as a warehouse manager for at least 1 year or (2) completed secondary general education and work experience as a warehouse manager for at least 3 years.

The profession of a storekeeper has three categories. Please note that category 3 is established only if the work of a storekeeper is related to the receipt, storage and delivery from the warehouse of especially valuable instruments, products and materials, expensive measuring instruments, chemicals, acids, poisons and flammable substances and the registration of relevant accounting and other documents. In other cases, the use of a two-digit system is practiced. Storekeeper 1st category must perform the following duties:

acceptance into the warehouse, weighing, storage and delivery from the warehouse of fuel, raw materials, semi-finished products, finished products, parts, tools, things and other inventory items;

checking the accompanying documents for valuables arriving at the warehouse;

moving material assets to storage locations manually or using mechanisms with their layout (sorting) by type, quality, purpose and other characteristics;

organizing the storage of materials and products in order to prevent their damage and loss;

ensuring the safety of material assets.

A 1st category storekeeper must know: (1) the nomenclature and assortment of stored material assets, their properties and purpose; (2) methods for checking working tools, instruments, and devices for their suitability for work; (3) methods of protecting things, products and raw materials from damage during unloading, loading and storage in a warehouse; (4) fire safety rules for the storage of materials and maintenance of office premises, labor protection rules for the storage and movement of toxic, flammable, explosive materials, fuel and lubricants.

On storekeeper 2nd category The management of the enterprise has the following responsibilities:

management of loading, unloading cargo and placing it inside the warehouse;

completing batches of material assets according to customer requests;

inspection and preparation of defective statements for faulty tools, devices, acts for their repair and write-off, acts for shortages and damage to materials;

accounting for the availability of material assets stored in the warehouse, maintaining reporting documentation on their movement;

participation in inventory taking.

A 2nd category warehouseman must know: (1) the rules of warehouse management; (2) rules for accounting, storage, movement of material assets in a warehouse and rules for preparing accompanying documents for them; (3) rules for completing batches of various material assets according to technological documents; (4) rules for using warehouse measuring instruments, devices, mechanisms and methods for checking their suitability for work; (5) rules for the use of securing vehicles in parking lots; (6) rules for conducting inventories; (7) fire safety rules for the storage and movement of materials and maintenance of office premises; (8) rules and conditions for storing acids and chemicals, poisons and flammable substances.

The profession of a loader has two categories. Loader 1st category Responsible for the following duties:

loading, unloading and in-warehouse processing of goods - sorting, stacking, carrying, re-hanging, packaging and other operations that are performed manually using the simplest loading and unloading devices;

rolling up and rolling away cars during operation, opening and closing hatches, sides, doors of rolling stock, cleaning rolling stock after unloading of cargo;

cleaning and lubrication of serviced loading and unloading equipment;

carrying shields and ladders.

A 1st category loader must know: (1) the rules for loading and unloading cargo; (2) rules for using simple loading and unloading devices; (3) permissible dimensions when loading goods onto open railway rolling stock and vehicles, when unloading goods from railway cars and stacking them.

Loader 2nd category, as well as a 1st category loader, performs loading, unloading and in-warehouse processing of goods, but with the use of transportation means. In addition, he is responsible for installing winches, lifting blocks, arranging devices for loading and unloading cargo, securing and covering cargo in warehouses and vehicles. In addition to this, a 2nd category loader must regularly clean and lubricate the means of transportation used. A 2nd category loader must know:

rules for stowing, securing, and covering cargo in warehouses and vehicles;

rules for the use and use of means of transportation;

conditional signaling used when loading and unloading cargo by lifting and transport mechanisms;

location of warehouses and places for loading and unloading goods.

Having said that, let's make a few additional notes. A single job description should be developed for all branch warehouses if all warehouses are formed according to the same principle, equipped with the same equipment, and also have comparable dimensions and shapes. One should strive for such an organization, since at the moment it is ideal. But more often, warehouses differ significantly from each other, so the sections of job descriptions “Functional Responsibilities” should differ accordingly. For example, in a small regional warehouse of an enterprise that works with several retail distributors, the warehouseman himself can print the delivery note. In this case, the company will save on the position of operator working with the electronic database. Therefore, in the functional responsibilities of the job description of the storekeeper of this warehouse, there will be a clause on printing consumables and delivery notes.

Personal job descriptions of warehouse personnel are one of the sections of the Warehouse Regulations, drawn up in a separate document only for ease of use. Therefore, it is important to use the same terms throughout the documentation, even when we're talking about about different branches. An employee who assembles products in accordance with an order in any of the cities of Russia into a single container must be called a picker in any branch, even if somewhere he is also involved in packaging this container, while in another branch this is done by a packing controller. In the first case, it’s just that items related to the packaging of goods must be included in the job description of the packager.

Sometimes HR managers have little understanding of the specifics of the technological process in a warehouse, and it is they who have to draw up job descriptions for workers, which are later sent to branches as a guide to action. This shouldn't happen. Therefore, it is important to adhere to the following algorithm.

1. At the central office, the chief logistics manager develops a standard job description for a given warehouse position and sends it to the branches. It is accompanied by an explanation that some wording must remain unchanged (pallet, pallet, cell, packaging, label, barcode, etc.).

2. Managers of logistics departments of branches, together with warehouse managers or storekeepers, finalize job descriptions in the context of local specifics and send them to the central office. The deputy for personnel management of the chief logistics manager of the enterprise or employees of the personnel department responsible for the uniform standard of job descriptions of the branches is obliged to review them.

3. The deputy for personnel management of the chief logistics manager of the enterprise or the personnel instructor reads out the job descriptions modified to suit local specifics. They must adjust the clarity and precision of the presentation, identify inconsistencies and shortcomings, coordinate with lawyers, make the necessary changes, and only then return the instructions to the regions for final approval.

4. The instructions are signed by the director of the branch only after the manager of the logistics department of the branch confirms that the essence of the instructions remains the same after editing.

The Warehouse Regulations succinctly characterize the functions of the warehouse, its place and role within the branch, and outline its structure, covering subordination relationships. If the warehouse is functionally divided into certain zones - such as a receiving zone, a storage zone, an assembly zone, etc., brief Regulations should be drawn up about these structural divisions. At the same time, it is also necessary to adhere to the uniform terminology of the enterprise. Provisions on structural divisions must be correlated with the regulations for technological work described in production instructions.

Production instructions must specify the actions of warehouse workers regarding the acquisition, storage, movement, packaging and shipment of products, and the document processing system. The same instructions should contain recommendations for specific specialists in case of unforeseen situations. For example, if the quantity of cargo arrived from the supplier does not correspond to the quantity recorded in the accompanying documents.

Such instructions optimally reproduce the area of competence of each employee. When drawing up production instructions, you should include in the warehouse operations regulations the section “Responsibilities officials in connection with the implementation of these regulations”, write out all the employees mentioned in the instructions and distribute all possible functions between them.

3.4.2. Required Disciplinary Skills

When working with certain inventories, a warehouse employee must demonstrate or acquire the following disciplinary skills, which are mandatory for the successful performance of his functions.

1. Do not allow auxiliary materials to be stored together with the main raw materials, but equip separate storage facilities for the former (especially if the raw materials are food grade or have chemical activity). Do not store materials, semi-finished or finished products.

2. Do not allow storage directly on the floor of those goods and materials for which storage shelves, racks, shelves, etc. are intended according to the rules.

3. Wear a uniform, especially if required by the rules for handling certain materials (and the uniform includes a full work suit: overalls, apron, respirator or gauze bandage, canvas protective stockings for shoes, etc. - depending on appearance stocks).

4. Monitor the cleanliness of warehouse premises, independently remove waste that is dangerous for supplies and point out safe waste to cleaners, keep the warehouse clean yourself (do not litter), and systematically clean your own workplace. Do not interfere, but if necessary, facilitate systematic disinfection, disinfestation and deratization.

5. Ensure that the received goods are delivered to premises adapted for their storage (for example, table salt - only to covered warehouses with moisture-proof floors).

6. Monitor fire safety measures and storage conditions in areas designated for fuels and lubricants, as well as containers and building materials (areas under canopies or in specially designated areas with appropriate shelter) with particular care.

7. Carry out any technical operations in accordance with the collection of technological instructions.

8. When placing cargo on stacks, make sure that it is at the required distance from the floor and from technical devices (say, microclimate units), and also ensure that there are sufficiently wide passages between the stacks.

9. Do not use equipment that has not been cleaned and/or disinfected after use if the goods and materials are food products or chemicals. (Store spare clean equipment in a separate room.)

10. Contribute to the periodic implementation of microbiological monitoring for the timely detection of mold contamination in the warehouse if such a danger exists.

11. Participate in cleaning the entire warehouse and checking all equipment during periods of preparing the premises for the massive arrival of goods.

12. Washing and especially disinfection of equipment, vehicles and containers should be carried out in a washing compartment specially designed for this purpose (equipped with a waterproof floor, a supply of hot and cold water, live steam, as well as a drainage of flush water into the sewer).

13. Ensure that the loading of supplies prepared for shipment is carried out on vehicles specifically designed for their movement. Do not allow transportation in bulk (without containers) of goods not intended for that purpose.

14. Ensure that vehicles in the warehouse are technically sound, clean, and, if necessary, for transporting food products, have sanitary passports.

15. If necessary, have a personal medical record with notes on passing the sanitary minimum and passing a medical examination within the prescribed period.

Diagnostics and diseases. Medicines from A to Z