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Fight the War against Misloads in 2012
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<blockquote data-quote="hypocrisy" data-source="post: 926335" data-attributes="member: 9500"><p>I like your goal, but not the approach. "Training by Discipline" is something tried and failed time and time again. Here is what we did in my building (the initial idea was not mine but some of the refinements were):</p><p></p><p>First, we recognized that you cannot hold someone accountable for misloads when they are not the only one loading in the car. So it was determined to keep Preloaders in 'their' cars and get the supervisors out. A supervisor loading in a car cannot be supervising the Preloaders to see and react to what is causing delays in the system. Owning a Preloader to a series of cars also created a relationship between the Preloader and his/her Drivers. If "Suzy" is loading your car every day, she gets to know your stops and needs (On Thursdays Billy Bob's Shotgun Emporium and Yoga Studio has a bulk stop that needs to be loaded RDC regardless of PAl)</p><p></p><p>Then we created a form for the Drivers to provide feedback to the loader. This simple form allowed the Driver to attach the PAL label to the form and note any irregularities (double PAL, non-matching PAL, location loaded etc). The Drivers would turn in this form nightly and then review it in the a.m. with the preload Supervisor and Preloader.</p><p></p><p>If misloads continued to be a problem, the Preloader, Steward, and Supervisor would meet to address the issue. A form was discussed that addressed the methods for avoiding misloads and asked questions that were filled out by the employee. The tone of these meetings was not confrontational, but rather intended to reinforce the methods and find out if there were any underlying issues requiring attention. Sometimes there were personal issues or perhaps the employee needed retraining. The employee would initial the form and it would be kept on file. After the meeting the Steward would have a conversation with the employee to give them a heads up as to which road they were choosing. Oftentimes this was all that was necessary, sometimes it revealed other issues that needed to be addressed to solve the problem.</p><p></p><p>Continued problems would result in another methods meeting before heading down the discipline road. Oftentimes a 'change of scenery' would have more favorable results, such as moving the Preloader to a different belt away from distractions or perhaps a different type of flow. Problem cases were usually offered to return to unload as perhaps preloading was not the job for them. Management recognized that a lot of time and money went into training these employees and firing them was counter-productive (we already had enough leaving due to the atrocious turnover rate).</p><p></p><p>Recognition was also used by offering inexpensive rewards for reducing misloads such as food on Fridays or handing out T-shirts, gloves or other rewards as well as recognizing the preloaders with the least amount of misloads. Some areas developed competitions, naming their belts after sports teams and posting a scoreboard. </p><p></p><p>After implementing this in the building I was in, discipline for misloads reduced to zero.</p></blockquote><p></p>
[QUOTE="hypocrisy, post: 926335, member: 9500"] I like your goal, but not the approach. "Training by Discipline" is something tried and failed time and time again. Here is what we did in my building (the initial idea was not mine but some of the refinements were): First, we recognized that you cannot hold someone accountable for misloads when they are not the only one loading in the car. So it was determined to keep Preloaders in 'their' cars and get the supervisors out. A supervisor loading in a car cannot be supervising the Preloaders to see and react to what is causing delays in the system. Owning a Preloader to a series of cars also created a relationship between the Preloader and his/her Drivers. If "Suzy" is loading your car every day, she gets to know your stops and needs (On Thursdays Billy Bob's Shotgun Emporium and Yoga Studio has a bulk stop that needs to be loaded RDC regardless of PAl) Then we created a form for the Drivers to provide feedback to the loader. This simple form allowed the Driver to attach the PAL label to the form and note any irregularities (double PAL, non-matching PAL, location loaded etc). The Drivers would turn in this form nightly and then review it in the a.m. with the preload Supervisor and Preloader. If misloads continued to be a problem, the Preloader, Steward, and Supervisor would meet to address the issue. A form was discussed that addressed the methods for avoiding misloads and asked questions that were filled out by the employee. The tone of these meetings was not confrontational, but rather intended to reinforce the methods and find out if there were any underlying issues requiring attention. Sometimes there were personal issues or perhaps the employee needed retraining. The employee would initial the form and it would be kept on file. After the meeting the Steward would have a conversation with the employee to give them a heads up as to which road they were choosing. Oftentimes this was all that was necessary, sometimes it revealed other issues that needed to be addressed to solve the problem. Continued problems would result in another methods meeting before heading down the discipline road. Oftentimes a 'change of scenery' would have more favorable results, such as moving the Preloader to a different belt away from distractions or perhaps a different type of flow. Problem cases were usually offered to return to unload as perhaps preloading was not the job for them. Management recognized that a lot of time and money went into training these employees and firing them was counter-productive (we already had enough leaving due to the atrocious turnover rate). Recognition was also used by offering inexpensive rewards for reducing misloads such as food on Fridays or handing out T-shirts, gloves or other rewards as well as recognizing the preloaders with the least amount of misloads. Some areas developed competitions, naming their belts after sports teams and posting a scoreboard. After implementing this in the building I was in, discipline for misloads reduced to zero. [/QUOTE]
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Fight the War against Misloads in 2012
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